kevindye

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Member since: Feb 8 2008, 5:23 PM EST
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Hello,

I am proud to proclaim Dr. Thomas Flanagan a collaborator since 1994 when we met at the Center for Coordination Science at MIT. At the time I was a SlMIT Sloan School of Managementoan Visiting Fellow, sponsored by the United Technologies Research Center. I was conducting research for UTRC's Integrated Product-Process Development. In particular I was interested in developing methodologies for collaborative design and planning of larUnited Technologies Research Centerge scale product architectures. By 'large' I mean products which have on the order of 10,000 parts such as elevators, helicopters, jets, cars, and HVAC systems for building complexes. Making strategic change in such systems involves many organizations in the supply chain. The development of new product platforms and radical innovation must transform a constellation of relationships. Doing so rapidly is a major challenge. I turned to the emerging field of Coordination Science for insight.

Inventing the Organizations of the 21st CenturyTom and I, with forty people from 17 countries, joined MIT's Management of Technology program. We engaged in a large project called Inventing the Organizations of the 21st Century. We learned and contributed to the Process Handbook project - a knowledge base for designing coordination processes and networks of organizations. We were interested in new forms of business such as strategic alliances, new style R&D joint ventures, university-industry technology transfer, consortia, and public-private parterships.


The Road to Peace in Northern IrelandWe engaged an economic development for peace initiative in Northern Ireland - launching a company called Molecules to Market Ltd. We designed the company to create value chains for biotech products based on technology developed in small companies and universities. It intended to integrate companies in Northern Ireland into the emerging biotech industry cluster and grow jobs by giving them new markets.
Before us.was a quest to forge an alliance between companies and university laboratories that had different pieces of the the puzzle for a new technology platform. Code-named Diagnology, it would change the cycle time and cost for blood tests from 10 days to fifteen minutes - completed during your visit to the doctor rather than shipping it to a lab. See an article on Diagnology "Ulster entrepreneurs share their success stories with group" on the European Intelligence Wire for 17-DEC-02. and a story of its venture capital.

It was 1996-1998, the years leading to the end of The Troubles and the signing of the peace accords between the factions in the Northern IrelaIreland Dividednd conflict. It was a heady time, politically volatile, with lots of security forces patrolling with automatic weapons and trouble makers on both sides trying to pick a fight with the military, with the police, and with each other. There were days when my driver had to navigate street blockades and bonfires, ruffian rock throwers, burning buses and burning cars between home and work. A helicopter sat over our location in West Belfast 24/7. One block north was the Falls Road and the British Military. Fifty yards to the east lay the grave of IRA Vounteer Bobby Sands. In this political context we faced a tall and looming socio-cultural challenge - to forge a business collaboration across the parties to this longstanding and intractable conflict.

Kevin served as the Director of Medical Diagnostic Support Systems and Acting Chief Operating Officer during the launch. Diagnology sought to connect biochemistry experts from the Queens University (a Protestant), with biosensor technologists from the University of Ulster (a Catholic stronghold), the Irish Republic's rapidly emerging software industry cluster in Dublin, venture capitalists from London. Manufacturers in Republican territory had to speak with scientists in the Loyalist encampment? Unthinkable! How would conservative British financiers learn to trust American 'cowboy' entrepreneurs? How would we navigate the culture clash! How would Northern Ireland Members of Parliament find their way past their political turmoil in working with our progressive Welsh Cathollic Unionist - CEO to spur economic development?

But we did it. And here is the story. (Link to the story about The Transformation of Elizabeth.) And by so doing we won the RADIUS Award (and several hundred thousand pounds) from the International Fund for Ireland. Research and Development between Ireland and the United States (RADIUS)
See pg 162 in “Doing the Business”: Aspects of the Clinton Administration’s Economic Support for the Northern Ireland Peace Process, 1994-2000, The Journal of Conflict Studies










Chief Process ScientisCWA Ltd. Interactive Management Consultantst at CWA Ltd Interactive Management Consultants
The World Health Organization
Partner's Forum to forge the Global Alliance to Eliminate Lymphatic Filariasis
Lymphatic Filarias Map
The Global Alliance to Eliminate Lymphatic Filariasis





The National Patient Safety FoundationSafe Use of Pharmaceuticals

Reframe as a National Health Priority
End Stage Renal Disease

Kevin Dye & Aleco Christakis - Collaborators on Collaborative Design ProcKevin & Aleco Christakis Consulting in Switzerlandess Science.


Dialogue as a Collective Means of Design Conversation
Our most recent publication is a chapter in:

My work on the Erroneous Priorities in group decision-making is cited and alloca
Harnessing Collective Wisdom
ted a section by Dr. Christakis in the book:


Latest page update: Jun 16 2008, 10:15 AM EDT

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