Where Einstein Meets Edison

A Match Made in MIT

A Match Made in MIT

Sep 14, 2010

If you have heard Joe Barillari speak about his company, Virebo, and MIT’s role in Virebo’s launch, you probably walked away thinking it was a perfect union between two entities. Virebo is a young software startup on a mission to reduce customer costs by tracking and analyzing the usage of printers and intelligently providing important feedback about the...

NextLab: Can a Cellphone Change the World?

NextLab: Can a Cellphone Change the World?

Sep 14, 2010

Jhonatan Rotberg stands in front of an attentive audience in the MIT NextLab classroom. “You have to remember what this is all about,” he exclaims. “It’s about the practical application of what you’re proposing!” This message resonates throughout the classroom, with a sea of nodding heads and t-shirts emblazoned with the bold tagline: “Can you make...

Entrepreneurship from Technology-Push vs. Market-Pull

Entrepreneurship from Technology-Push vs. Market-Pull

May 25, 2010

Push versus Pull: A Tug-of-War. “Is an entrepreneur with a market need in mind and a product to fit that need better positioned for success than an entrepreneur who starts with a technology but “needs” a need?” Dr. Erika Wagner asks me as we sit in the MIT Entrepreneurship Center. She quickly answers her own question. “I’d argue yes.” Dr. Wagner is...

Eleven Solutions to Biological Problems

Eleven Solutions to Biological Problems

May 4, 2010

A personnel driven (as opposed to intellectual property driven) approach to entrepreneurship and innovation. University technology transfer officers are the gate keepers for the translation of many innovative technologies in biotechnology.  When spinning a company out of academic research, it is generally necessary to gain license of the intellectual property...

The Four Forces of Entrepreneurial Opportunities

The Four Forces of Entrepreneurial Opportunities

Mar 28, 2010

Where should one look for promising business ideas? Michael Porter famously argued that industries sustain different levels of profitability for firms depending on the supplier power, barriers to entry, buyer power, and threat of substitute1. This approach has been criticized, however, on the basis that firms are generally too inert to be able to establish their...