Michael Schrage


Research Fellow, MIT Center for Digital Business
Visiting Fellow, Imperial College Department of Innovation and Entrepreneurship

 

Michael SchrageMichael Schrage examines the various roles of models, prototypes, and simulations as collaborative media for innovation risk management. He has served as an advisor on innovation issues and investments to major firms, including Mars, Procter & Gamble, Google, Intel, BT, Siemens, NASDAQ, IBM, and Alcoa.

In addition, Schrage has advised segments of the national security community on cyberconflict and cybersecurity issues. He has presented workshops on design experimentation and innovation risk for businesses, organizations, and executive education programs worldwide. Along with running summer workshops on future technologies for the Pentagon's Office of Net Assessment, he has served on the technical advisory committee of MIT's Lincoln Laboratory. In collaboration with the Center for Strategic and International Studies (CSIS), Schrage helped launch a series of workshops sponsored by the Department of Defense on federal complex systems procurement. In 2007, he served as a judge for the Industrial Designers Society of America's global International Design Excellence Awards.

Schrage authored the lead chapter on governance in complex systems acquisition in Organizing for a Complex World (CSIS 2009). He has been a contributor to such prestigious publications as the Harvard Business Review, Sloan Management Review, the Financial Times, The Wall Street Journal, strategy+business, IEEE Software, and the Design Management Journal. In his best-selling book, Serious Play (Harvard Business School Press, 2000), Schrage explores the culture, economics, and future of prototyping. His next book, Getting Beyond Ideas (Wiley), is forthcoming in 2010.


Faculty Media

  • What Happens If Apple Starts Making Cars

    "When media coverage suggests Apple may redesign the automobile, even the most cynical car-lovers quiver with righteous curiosity. They should," writes Michael Schrage in Forbes.


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  • Michael Schrage: "Making Customers Better Makes Better Customers"

    Author and innovation expert Michael Schrage explains that it's not enough to invest in the innovative qualities of your workforce; you have to invest in bettering your customers as well.


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  • Is It the Government's Duty to Defend Citizens from Cyber Attacks?

    Part of the reason you pay taxes is because the government needs to fund programs necessary for accomplishing its most fundamental goal: to protect its citizens' rights and freedoms. Innovation...


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  • 'Plan Less, Experiment More' and Other Innovation Advice From Michael Schrage

    Michael Schrage debunks many common-wisdom economic myths and strategies that in practice impede the implementation of new ideas.


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  • When Do Regulators Become More Important than Customers?

    "Your most important customers may not be the people who buy your products but the ones who regulate your company and industry," writes Michael Schrage in Forbes Magazine.


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  • Thought Leaders at MIT Sloan Weigh in on Business Trends for 2015

    We asked five MIT thought leaders for their take on forthcoming business trends. Here's what they have to say.


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  • Let Data Ask Questions, Not Just Answer Them

    Blog post by Michael Schrage: The bigger the data, the more profitable and productive predictive analytics can be. But that’s conventional wisdom. Innovators more intent on inventing the future...


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  • What Google Gets That Others Don't: Innovation Evolves Customers

    Customers don't just adopt innovations; they alter them, adapt to them, and are changed by them. Like economic Charles Darwins, successful innovators strive to observe and understand how their...


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  • Ready to Win: What Police, Companies and the Rest of Us Can Learn from the Patriots

    This is not just about football. The high-speed learning techniques that helped the Pats are being used elsewhere by companies, government agencies and hospitals to not only succeed but improve and...


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  • Are You Driving Too Much Change, Too Fast?


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