As You Were Saying … MGH needs checkup for possible ER bottlenecks — Steven J. Spear

MIT Sloan Senior Lecturer Steven Spear

MIT Sloan Senior Lecturer Steven Spear

From The Boston Herald

Five years after a $500 million expansion, Massachusetts General Hospital’s emergency department is again overburdened, in the words of hospital President Peter Slavin with “delays, dissatisfaction, and sometimes even concerns about quality and safety.”

Before the public, payers, policymakers and donors get on the hook — again — for more staff and more extraordinarily expensive capital expenditures, let’s ask these questions first.

• What’s the mix and volume of patients presenting at the emergency department?

• What portion of discharges occur on time, and of the rest, how long are they delayed?

• From when a patient first presents in the ED, what’s the lag until that patient is examined and treatment begins, the time from “door to doc?”

As to the first question, there are certainly patients with conditions that truly are life- or limb-threatening and arise unexpectedly. Think stroke, heart attack, or aneurysm.

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How to improve Boston’s infrastructure future – Venkat Sumantran, Charles Fine, and David Gonsalvez

MIT Sloan Professor Charles Fine

CEO and rector at the Malaysia Institute for Supply Chain Innovation, David Gonsalvez

Chairman of Celeris Technologies, Venkat Sumantran

From the Boston Globe

Mayor Marty Walsh and his team deserve a great deal of credit for creating an enlightened, forward-looking vision for Boston’s transportation future. The initiative Go Boston 2030 tackles a key challenge for the city: its aging mobility infrastructure. However, this plan is missing several opportunities to improve the livability of Boston and foster inclusive economic growth. The plan can and should be more ambitious.

Changes to the plan are critical, since a city’s mobility architecture can have a huge impact on its economy. Inefficiencies that sap economic growth stem from many sources like loss of productivity of people and assets, air quality remediation costs, reduced attractiveness to businesses, and impact on health. In 2016, Boston’s ranking in the INRIX traffic scorecard, which analyzes the impact of traffic in cities around the world, deteriorated from number 28 to 16 among US cities with the worst traffic congestion. The average Boston motorist wastes more than 57 hours each year, notwithstanding declining per capita use of personal transportation. Commuters on I-93, Storrow Drive, and Routes 1 and 128 know this all too well.

Access, connectedness, and capacity — Grade: B

Over 30 percent of the city’s lowest income residents are inadequately served by public or alternative travel modes and are pushed toward car-dependency. In contrast, for those in the highest income segment, only 10 percent face this situation. Initiatives such as the proposed investments in the Green Links project, seeking a four-fold increase in pedestrian commutes, as well as the expansion of the Hubway bike-share system, will widen options for many commuters. Their options may be even more comprehensively augmented with better connectivity.

Boston’s mass transit is highly dependent on the radial metro routes and offers fewer services to many whose commutes do not take them to downtown locations. Adding more circumferential routes for high-capacity Bus Rapid Transit — such as connecting Brighton and Dorchester or Fenway with South Boston — with synchronized connections to existing T stops, could offer many commuters more efficient travel with moderate investment. These systems could also serve as feeders to underserved regions such as Roxbury, Mattapan, Dorchester, and South Boston.

In addition, the issue of capacity augmentation needs urgent attention. To overcome funding limitations, the plan’s expectation to encourage ride-share vans to complement public transit deserves faster expansion. Yet, to avoid controversies, such as those that have arisen with the expansion of app-hailed taxis like Uber and Lyft, these services will need to be operated with appropriate governance, regulations, and oversight.

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Contemplating a career in data science/business analytics? – Dimitris Bertsimas

MIT Sloan Prof. Dimitris Bertsimas

MIT Sloan Prof. Dimitris Bertsimas

From Accepted

Since we recorded this interview, the Wall Street Journal published a short article discussing the strong demand for tech skills around the world. Apparently the area with the greatest gap between supply and demand is Big data/analytics, where 39% of IT leaders feel there is a shortage of people skilled in this area, the highest of any tech field in the survey.

The shortage makes this podcast interview particularly timely because you’ll hear from Dr. Dimitris Bertsimas, Co-Director of MIT Sloan’s Master in Business Analytics, and we discuss this brand new program in depth.

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How to incubate innovation – Christian Catalini

MIT Sloan Professor Christian Catalini

MIT Sloan Professor Christian Catalini

From Business Value Exchange

The first thing an organization can do to nurture innovation is to tap into its own human capital. At a high level, all organizations care about ideas, and more often than not, in corporate settings, people already have ideas. Staff have expertise, know the customers, and throughout the organization they can interface with interesting sources of data and information.  It’s just that their day-to-day requirements do not allow them to execute. Slack time can be an important lever for incubating creativity and a meaningful way for executing ideas employees have had in mind for some time.

But if you ask employees to be entrepreneurial, it’s not same – they may end up directing their own unit, but not building and scaling a multi-billion dollar start-up. It’s hard when you have the safety and surroundings of a large organization to act like entrepreneurs who have to attract capital from outside. The challenge is once you identify talent and the ideas inside to incentivize to execute an experiment as though it were a start-up. Perhaps the biggest organizational change is to think like a small start-up.

From an organizational perspective, firms can learn a great deal from university accelerators. At MIT, we have Global Founders’ Skill Accelerator, where we get students with good ideas to scale businesses. The interesting thing is that students who have no experience of entrepreneurship get feedback and advice from a set of seasoned entrepreneurs. Similarly, an enterprise may have skills and expertise on the tech side, but no track record of taking an idea and scaling it to a multi-billion project. The challenge is how to recruit entrepreneurs to train employees with the good ideas to take them to the next level. Read More »

Solving the liquid fuel refining and distribution problems in Nigeria, and across Africa – Chinedu Onyeizu

Chinedu Onyeizu, MIT Sloan Fellow ’17

Producing two-million barrels of crude oil per day, Nigeria has approximately 38 billion barrels of crude oil and 188 trillion standard cubic feet of natural gas in reserve. Despite its abundance of natural and human resources — and its position as the largest crude oil producer in Africa — the country suffers from a persistent fuel shortage, with most Nigerians lacking adequate electricity. Clearly, the current industry model is not working in Nigeria. In the last 7 years, Nigeria has spent N4.7 trillion on petroleum products importation and subsidy payment.

I came to the MIT Sloan Fellows Program to find a solution. I am convinced that Nigeria has the capacity to become a leader in making liquid energy accessible and affordable to Africans. To enable such radical transformation, we need to make major policy, financial and operational changes.

The first step to finding a solution is identifying the cause of the current problems. Three main issues are prevalent in Nigeria: dysfunctional refineries, dependence on imported products and government regulation, and pipeline vandalism and distribution challenges.

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