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

  • Reward Your Best Teams, Not Just Star Players

    In the Harvard Business Review, Michael Schrage argues for the case for collective incentives.


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  • How Much Money is Needed to Fortify Against Cyberattacks?

    Companies worldwide spend billions on cybersecurity each year. A new RAND Corporation study estimates the total could be close to $70 billion and its researchers report the amount could increase...


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  • How the Navy SEALs Train for Leadership Excellence

    Almost every world-class, high-performance organization takes training and education seriously. But Navy SEALs go uncomfortably beyond.


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  • Serious Play for Sri Lankan Professionals

    Today’s column is a glimpse of what Michael Schrage's book "Serious Play" is all about.


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  • R&D Won’t Succeed If It Ignores the CEO’s Vision

    "I answered their obvious questions with my own: What new innovation initiatives had they launched, and what dedicated team had they organized, to explicitly support their CEO’s high-profile moves...


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  • Collaboration, from the Wright Brothers to Robots

    Watson and Crick. Braque and Picasso. The Wright Brothers. Wozniak and Jobs… and Jony Ive. Great collaborations all. Transformative. But what really made them work? How did collaborative...


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  • Why Your Customer Loyalty Program Isn’t Working

    "The latest frequent flyer reboot is an example of how the meaning, measure, and management of “customer loyalty” are changing," write Michael Schrage in The Harvard Business Review.


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  • Why Good Ideas are Bad

    Ideas are the wrong unit of measurement for innovation, says Michael Schrage, author of The Innovator's Hypothesis. This is because so many ostensibly "good ideas" are a drain on capital that...


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  • 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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