PICMET '22 Keynotes


"A Strategic Leadership Perspective on the 4th Industrial Revolution: Personal, Organizational and Societal Implications"

Dr. Robert A. Burgelman, PICMET Fellow, Edmund W. Littlefield Professor of Management of the Stanford University Graduate School of Business, USA

[Keynote Slides]

I will address two high level questions: (1) What are the implications if the 4th industrial revolution creates algorithms that autonomously develop new knowledge, not embodied in humans? and (2) How can humans maintain control of algorithms that autonomously develop disembodied new knowledge? To address these two questions I will draw on some of my own frameworks, as well as on social science, poetics, physics and philosophy.

Dr. Robert A. Burgelman

Dr. Robert A. Burgelman is the Edmund W. Littlefield Professor of Management of the Stanford University Graduate School of Business where he has taught since 1981. He obtained a Licenciate degree in Applied Economics from Antwerp University (Belgium), an MA in Sociology and an MPhil and PhD in Management of Organizations from Columbia University, where he studied with a European doctoral fellowship from the Ford Foundation (US) and one from ICM (Belgium). His research has focused on the role of strategy making in firm evolution. In particular, he has studied the strategy-making processes involved in how companies enter into new businesses and exit from existing ones to secure continued adaptation. In 2003, he received an honorary doctorate from the Copenhagen Business School (Denmark) for his contributions to the study of corporate innovation and entrepreneurship. In 2017, he received an honorary doctorate in economics of the University of St. Gallen (Switzerland), as well as the Leadership in Technology Management Award from the Portland International Center for Engineering and Technology Management (PICMET 2017). He is a Fellow of the Strategic Management Society and a Fellow of the Academy of Management. He has been on the faculty of Antwerp University, New York University, Harvard Business School (as a Marvin Bower Fellow), and Cambridge University (as a Visiting Professor of Marketing Strategy and Innovation at the Judge Business School). He has published many articles in leading academic and professional journals, as well as more than 180 case studies of companies and organizations in many different industries. His books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills (Free Press, 1986); Research of Technological Innovation, Management and Policy (JIA Press, Elsevier; Volume 4, 1989, Volume 5, 1993, Volume 6, 1997, and Volume 7, 2001); Strategy is Destiny: How Strategy-Making Shapes a Company’s Future (Free Press, 2002); Strategic Dynamics: Concepts and Cases (McGraw-Hill, 2006); Strategic Management of Technology and Innovation (5th edition, McGraw-Hill-Irwin, 2009); and Becoming Hewlett Packard: Why Strategic Leadership Matters (Oxford University Press, 2017). He has served as an Associate Editor of the Strategic Entrepreneurship Journal, 2007-2013. He has served as the Executive Director of the Stanford Executive Program (SEP) during 1996-2015, and has taught executive programs and led senior and top management seminars for major companies worldwide. He has also served on boards of directors and boards of advisors of several private companies.




"Beyond Best Practice: New Developments in Open Innovation"

Dr. Henry Chesbrough, PICMET Fellow, Professor and Faculty Director, Garwood Center for Corporate Innovation, Haas School of Business, University of California-Berkeley, USA

[Keynote Slides]

In this talk, Professor Henry Chesbrough will describe his well-known model of Open Innovation and then outline recent theoretical and empirical research on that model. This new research extends the earlier concept, and also shows certain limits to that model’s use in several economic sectors. The result is an understanding of open innovation that weaves together internal and external flows of knowledge, where each stimulates greater usage of knowledge from the other. Professor Chesbrough will conclude with recent examples of these dynamics at work in innovation.

Dr. Henry Chesbrough

Dr. Henry Chesbrough is best known as “the father of Open Innovation”. He teaches at the Haas School of Business at the University of California-Berkeley, where he is the Faculty Director of the Garwood Center for Corporate Innovation. He is also Maire Tecnimont Professor of Open Innovation and Sustainability at Luiss University in Rome. Previously he was an Assistant Professor at Harvard Business School. He holds a PhD from UC Berkeley, an MBA from Stanford, and a BA from Yale University.

He has written books such as Open Innovation (Harvard Business School Press, 2003), Open Business Models (Harvard Business School Press, 2006), Open Services Innovation (Jossey-Bass, 2011) and Open Innovation Results (Oxford, 2020). His research has been cited more than 100,000 times, according to Google Scholar.

He has been recognized as one of the leading business thinkers by Thinkers50 several times. He received an Innovation Luminary award from the European Commission in 2014. He received the Industrial Research Institute Medal of Achievement in 2017, the Viipuri Prize from Lappeenranta University of Technology in 2022, the Herbert Simon Award of the Rajk College for Advanced Studies in 2022, and holds two honorary doctorates.




"Innovation Management and Quest for a More Strategic Society"

Dr. Mel Horwitch, PICMET Fellow, Visiting Scholar, MIT-Sloan School and former University Professor and Dean, Central European University

[Keynote Slides]

There is a worldwide need for a more strategic society, which, ideally, exhibits successful forethought and leveraging of knowledge in dealing with societal-scale challenges and promoting societal well-being.

There is a worldwide need for a more strategic society, which, ideally, exhibits successful forethought and leveraging of knowledge in dealing with societal-scale challenges and promoting societal well-being.

Also critical for a more strategic society is effective modern innovation management. This entails more than superior competencies in state-of-art-the-art technology. Modern innovation management is increasingly multi-faceted and inter-connected. Constituent elements range from entrepreneurial venturing to corporate R&D, with actors often becoming parts of complex ecosystems. Especially important today in achieving a more strategic society is macro-innovation, which refers to involvement and partnering of diverse actors across multiple sectors, with government often playing a more prominent role due to increasing demands to mobilize vast resources. This stands in contrast to previous eras when distinct elements of innovation management captured attention (e.g. global R&D and high-tech entrepreneurialism).

This deployment of a broad portfolio of innovation-management activities, therefore, constitutes a critical feature of a more strategic society as it confronts such looming challenges as AI, cities, competitiveness, sustainability, security, and health.

Dr. Mel Horwitch

Dr. Mel Horwitch is a Visiting Scholar at the MIT Sloan School of Management. In Budapest, Hungary, he was University Professor at Central European University, CEU Business School Dean, and CEUBS Innovation and Entrepreneurship Project Director. He publishes and teaches extensively on technology strategy, entrepreneurship, and large-scale innovation, most recently concerning analytics/data science and societal challenges. Publications include: Clipped Wings: The American SST Conflict, Technology in the Modern Corporation: A Strategic Perspective (editor and contributor), Energy Future (chapter contributor), and articles in such journals as Management Science, Policy Science, MIT Sloan Management Review, Technology in Society, Journal of Engineering and Technology Management, and Journal of High Technology Management Research, and several cases. At NYU-Poly (now NYU’s Tandon School of Engineering), he was Department Chair, Professor of Technology Management, and Institute for Technology and Enterprise Director. He was Dean of Management and Professor at Theseus Institute (now EDHEC) in Sophia Antipolis, France, and served on the MIT Sloan School and Harvard Business School faculties. He was Visiting Scholar at UCSD’s Rady School, Hitotsubashi University, and London Business School. He earned an AB from Princeton University and MBA and Doctorate from Harvard Business School. He was a US Peace Corps Volunteer in Thailand.




"Applying Digital Technologies to Manage Climate Change"

John R. McDougall, PICMET Fellow, Former President, National Research Council, Canada

[Keynote Slides]

Arguably, the most serious challenge confronting the world is the rapid rise in greenhouse gas (GHG) emissions. Scientists, engineers and business people are all challenged to address the global GHG challenge in a major way. To make a significant difference, solutions must be scalable to billions of tonnes or more per annum, require no or very low external conventional energy inputs, and be very cost effective. It must not simply push the problem down the road, thereby creating another issue.

Solutions will likely be found at the forefront of current scientific capability. Pushing the limits of science to address GHG on such a macro scale pushes us toward biological systems which have demonstrated chemical and physical processes that convert GHG inputs (CO2, CH4, NOx, etc.) to useful outputs of various kinds. Biological systems are self-replicating, and under some circumstances demonstrate runaway genetic duplication effects, essentially becoming self-assembling machines at very high rates.

GHG solutions will involve capabilities including biology, synthetic biology, bio-engineering techniques which are enabled, developed and knit together with applications of Digital technologies and machine learning bio-algorithms. This presentation will explore how that may occur.

John R. McDougall

John McDougall has 50 years of experience in 75 countries in the natural resource, IT, manufacturing, consulting, real estate and investment industries as well as research and development and academia. He retired from Canada’s National Research Council after six years as President, a position he accepted after 12 years as CEO of the Alberta Research Council. He was the inaugural Chair in Management for Engineers at the University of Alberta from 1991-97, and he initiated Innoventures Canada Inc. in 2006 to bring together Canada’s leading research and technology organizations providing technology development, demonstration and deployment services as centers of excellence for commercialization and research.

In the private sector, after eight years with a multinational, he managed and founded firms in real estate, investment and development, frontier exploration and logistics, project management, technology development, economics and economic development, financial and business planning, data processing and custom software development and natural gas brokerage. He has also served as an outside director or advisor to several public and private firms.      

John is an active volunteer in business, professional and not-for-profit organizations where holding leadership positions in local, national and international organizations such as The Edmonton Chamber of Commerce and World Trade Centre, Capital Care Foundation, Engineers Canada, St. John’s Ambulance, Eureka and the G8 Heads of Research Organizations. He has also served on dozens of academic and government committees and agencies.      

He has received medals and recognition including the 2015 PICMET award for Leadership in Technology Management, Honorary membership in the Mexican College of Civil Engineers and the Queen’s Jubilee Medal.      




"Making engineering systems safer and smarter: Warnings of cyberattacks and Artificial Intelligence"

Dr. M. Elisabeth Paté-Cornell, The Burt and Deedee McMurtry Professor in the School of Engineering Professor and Founding Chair, Department of Management Science and Engineering, Stanford University

AI can address two aspects of the management of the risk of systems’ failure: information processing and automatic decisions. In both cases, intelligent as it is, the system may need temporarily at least, human input in addition to what the computer-driven “robot” has learned so far or can access quickly enough. In the case of information, this occurs if new data are observed that cannot be interpreted automatically based on previous or accessible information. In the case of decisions, they may include preferences, risk attitudes or thresholds that reflect the will of the decision maker(s), especially when facing large uncertainties or large magnitudes of potential outcomes. In such cases, time permitting, one needs a hybrid system involving both an automatic “robot” and a human operator. I will present several vignettes of such systems, then I will focus on the example of the management of warnings of cyber-attacks for a specific system, and in that case, how one can learn about potential attackers and manage the penetration of a computer system by outside agents, with the goal of protecting its core.

Marie-Elisabeth Paté-Cornell

Dr. Marie-Elisabeth Paté-Cornell is the Burt and Deedee McMurtry Professor in the School of Engineering and a Senior Fellow (by courtesy) of the Stanford Freeman-Spogli Institute for International Studies. Her specialty is engineering risk analysis, with applications to complex systems (space, medical, offshore oil platforms, cyber security, etc.). Her work has been based on probabilistic and stochastic models and on Artificial Intelligence. She is a member of the National Academy of Engineering, the French Académie des Technologies, the NASA Advisory Council, and a Distinguished Visiting Scientist of the Jet Propulsion Lab. She was a member of the President’s Foreign Intelligence Advisory Board (2001 to 2008). She holds a BS in Mathematics and Physics, Marseille (France), an Engineering degree (Applied Math/CS) from the Institut Polytechnique de Grenoble (France), an MS in Operations Research (OR) and a PhD in Engineering-Economic Systems (EES), both from Stanford University. She is the author or coauthor of numerous publications including several Best Paper awards. She was awarded the 2002 Distinguished Achievement Award of the Society for Risk Analysis (of which she is a Fellow), the INFORMS Ramsey Medal of Decision Analysis (2010), an Honorary PhD from the University of Strathclyde (2016), and the IEEE Ramo medal for Systems Engineering and Science in 2021.






"Do we Need a New Science of Technology and Its Management?"

Dr. Aaron Shenhar, PICMET Fellow, Professor of Project Management and Leadership (Ret.), Rutgers University, CEO and Founder, Technological Leadership Institute, LLC (DLI), USA

[Keynote Slides]

Yes, we do! At a time when technology is our most powerful driver of growth, prosperity, and life-improvement, there is still no common definition of what exactly is technology, and no common science for studying it or its management. Needless to say, as humanity is facing growing challenges such as climate change, global health hazards, pollution, and cyber and terror attacks, the need for more extensive management studies only intensifies.

I will claim that society’s mounting challenges today require a multidisciplinary approach for integrating distinct technologies, and management, into a unified field. Technology should be seen as the deliberate pursuit of collective creation, that combines the knowledge and the means for doing it. Technology management science will emerge as an integrative field, dedicated to studying how modern society generates its complex solutions, and to educating future leaders of such efforts. Since technology is built by people and for people, this science will not only involve STEM graduates, but also graduates of the humanities, fine arts, and social sciences, who would study, among other things, the emotional, risk, and ethical sides of technology, while jointly creating a deeper comprehension of humanity’s creative spirits.

Dr. Aaron Shenhar

Dr. Aaron Shenhar is highly regarded as a world-leading expert in technology and project management, innovation, strategy, and leadership. His five academic degrees in engineering and management, including three degrees from Stanford University and two from the Technion in Israel, established a basis for his later contributions to areas of technology, innovation, projects and leadership in technology-based organizations and academia.

He received many industry and educational rewards, among them, “Engineering Manager of the Year,” by IEEE’s Engineering Management Society; the first Project Management Institute (PMI) Research Achievement Award, and the International Project Management Association (IPMA) Research Achievement Award. Dr. Shenhar was also nominated as a PMI Fellow and a Fellow of NASA’s Science Council of Project Management Research.

His diverse career combined leadership roles in business and academia, which influenced many company practices and future studies. In his business career, he managed projects, innovation, and R&D businesses, and later, as executive, he served as Corporate Vice President, and President of the Electronic Systems Division at Rafael, Advanced Defense Systems.

He served in four universities in the US and Israel. With over 150 publications, 6 books, and over 15,000 citations, his writings have influenced project and technology management research and education around the world. His Harvard Business School Press book, "Reinventing Project Management" was selected among the top five best business books of the year.

As consultant to major corporations, such as 3M, Honeywell, AT&T, Trane, Dow Jones & Co., US Army, NASA, NSA, Lockheed Martin, Merck, Intel, Amdocs, Tata, and Israel Aerospace Industry, he established new methodologies for innovation, project and program management, which greatly improved project delivery goals, as well as company business performances.






"Digitalization Mitigates Climate Change and Moves Us to a Sustainable Future"

Dr. Dietmar Theis, Honorary Professor, Technical University of Munich, PICMET Fellow, Germany

[Keynote Slides]

Progress in containing the uncontrolled increase in anthropogenic global warming will depend strongly on enhancing energy efficiency and accelerating decarbonization in all economic sectors. The deployment of the arsenal of the digital revolution offers essential support in this effort.

The power sector is at the heart of this digital energy transformation. The provision of renewable energy like solar and wind power generation must be accelerated, simultaneously digitalization offers innovative business models and provides new ways of system operation. In the past electricity was generated in large power plants, transferred through transmission and distribution networks, and was flowing one-way to end users in all sectors. Digitalization is the enabling tool to cope with the intermittent character of wind and solar power generation, and thus enables efficient, renewable, clean, and multi-directional, distributed energy systems (smart grids).

The benefits of digitalization in electrification and transformation of road transport, buildings and industry will be touched briefly. The presentation will try to highlight some essential features of the symbiosis between digital technologies and mankind’s fight against climate change. However, at present there is a painful ambition gap between what needs to be achieved for a sustainable future and the actual commitment of societies and governments.

Dr. Dietmar Theis

Dr. Dietmar Theis is an Honorary Professor at the Technical University of Munich, Faculty of Electrical Engineering, where he has been teaching since 1994. He obtained a Master´s degree (Diploma) in Physics from the Technical University Berlin and a Doctoral degree in Solid State Physics from the same University. For his PhD work he was awarded with the Scheel-Prize of the German Physical Society.

In 1977 Dr. Theis joined Siemens´ Research Laboratories (Corporate Technology) where he worked on optoelectronics, mainly light emitting diodes and flat panel displays, and on power semiconductors. He published more than forty technical research papers. Since 1995 he was responsible for R&D marketing communication, R&D policy, and government relations as well as university liaisons. He served as co-editor of Siemens´ R&D Journal “Pictures of the Future” and was involved in the company´s technical foresight activities. Dr. Theis was elected as a member of the Engineering Academy of the Czech Republic in 2006 and served as an R&D advisor to the CEO and the Head of the Supervisory Board of Siemens

In 2008 Dr. Theis retired from Siemens and now continues his professional life as a consultant to several European Scientific and Engineering Associations and as a university lecturer. He keeps contributing to European Foresight Projects and acts as an R&D advisor to companies. In summer 2019 Dr. Theis was elected a PICMET Fellow.






"The Dynamics of Competition and of the Diffusion of Innovation"

Dr. James M. Utterback, PICMET Fellow, David J. McGrath jr (1959) Professor of Management and Innovation, Emeritus, MIT Sloan School, USA

[Keynote Slides]

The purpose of this talk is to briefly review our understanding of the emergence and diffusion of innovation and to provide a new and more nuanced model of diffusion. The point of departure is to abandon the idea that innovation results only in pure competition, or a zero-sum game, between new and established practices. Given evidence from many cases, the authors believe it more likely that at least at the beginning of races between new and older products, processes and services, growth of one will often stimulate growth of the others. We will term this symbiotic competition. Later the interacting technologies may fall into a cyclic state termed predator-prey competition, and finally a zero-sum game of pure competition may ensue.

A main contribution is formulation is a general solution for multi-technology, multi-mode competition. The equations derived can be used to model the interaction of any finite number of technologies where the interaction among any pair can either be pure competition, predator-prey or symbiosis. The model allows determination of the mode and strength of the interactions of competing technologies as they evolve. It includes work with Calie Pistorius (Stellenbosch University) and Erdem Yilmaz (MIT SDM 2017)

Dr. James M. Utterback

Dr. James M. Utterback Jim Utterback holds degrees in Engineering from Northwestern and his PhD (1969) in Management from MIT. He joined MIT in 1974 and the School of Engineering faculty in 1979. In 2001 he was named David J. McGrath jr (1959) Professor of Management and Innovation at MIT Sloan. Jim has made foundational contributions to the systematic study of entrepreneurship and innovation. His book, Mastering the Dynamics of Innovation (1994), examined the creative and destructive effects of technological change on the life of firms and industries. Jim was elected a foreign member of the Royal Swedish Academy of Engineering Sciences (IVA) in 1999, a fellow of Clare Hall at Cambridge University in 2007, of the AAAS in 2013, and of PICMET in 2021. He holds honorary degrees from Chalmers and KULeuven.





















Phone: 1-503-725-3525
Fax: 1-503-725-4667
E-mail: info@picmet.org