Michael Schrage


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

 

Michael 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

  • Big Data's Dangerous New Era of Discrimination

    Michael Schrage wrote a blog for Harvard Business Review on Big Data's Dangerous New Era of Discrimination


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  • A Simpler Way to Get Employees to Share

    A few years back, I helped a large, very compartmentalized and extremely silo-ed global organization launch an internal competition. Its goal was to promote greater sharing of ideas, information,...


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  • The Key Mistake Undermining Your Pitch

    Over 90 minutes into the meeting, the frustration boiled over into anger. The product manager, who had come up with what he thought was an airtight, iron-clad, compelling and irrefutable business...


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  • Are You Driving Too Much Change, Too Fast?


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  • What Sergey Brin and Warren Buffett can teach you about Big Data

    Googles Sergey Brin knows a multi-billion dollar investment opportunity when he sees one. Acutely aware of the competitive edges timely data offers sophisticated investors, the companys...


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  • Do Your Employees Make You a Better Manager?

    Successful leaders and managers alike constantly stress the importance of developing their employees. But do they appropriately recognize the importance of how their employees might develop them?...


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  • What If Google Had a Hedge Fund?

    Google's Sergey Brin knows a multibillion investment opportunity when he sees one. Acutely aware of the competitive edges timely data offers sophisticated investors, the company's...


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  • IT Conversations That Matter

    Most IT organizations are focused on incremental innovations and cost savings. They listen to customers, aiming to meet their needs and solve their problems. Michael Schrage, research fellow at...


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  • What Executives Don't Understand About Big Data

    How much more profitable would your business be if you had, for free, access to 100 times more data about your customers? That's the question I posed to the attendees of a recent big data workshop...


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  • Get more from your customers by asking less

    Every day online, a pop-up or email from a major brand or frequently visited site implores me to answer a few questions about myself and them. I (almost) always decline. Not because I care about my...


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