Faculty
John Carrier is a Senior Lecturer of System Dynamics at the MIT Sloan School of Management.
Carrier instructs senior managers on improving manufacturing and business processes and serves as an on-site coach in support of projects. His research focuses on strategic marketing and new business development in high technology, specialty chemicals, and service segments. Carrier has more than 15 years of experience in a variety of corporate, entrepreneurial, and consulting environments. Since 2006, he has worked with Arsenal Capital Partners as director of Six Sigma, where he is responsible for increasing portfolio company valuation by adapting and applying Six Sigma techniques to midsize companies. Carrier also handles due diligence, post-merger integrations, and financial analysis and improvement. Prior to joining Arsenal Capital Partners, he was employed by Grace Construction Products; Bain & Company, Inc.; and SuperCool LLC.
Carrier holds a BS in chemical engineering from the University of Michigan, a PhD in chemical engineering from MIT, and an MBA from Harvard Business School.
How do you manage risk and rebound rapidly when catastrophic events strike? MIT Sloan experts offer a systematic approach to organizational resilience.
Sensors, advanced analytics, artificial intelligence, and machine learning are poised to remake manufacturing. Here’s a 4-step blueprint for transformation.
"Find that chronic problem and then see if you can find the right technology to relieve it."
John Carrier has long been celebrated for his "on-the-floor” approach. He understands that processes improvements can't just live in a classroom.
The term "Industry 4.0" refers to the combination of several major innovations in digital technology that are poised to transform the energy and manufacturing sectors. From advanced robotics and machine learning to software-as-a-service and the Industrial Internet of Things, these changes enable a powerful new way of organizing global operations. But how should executives lead this change within their own organizations so as to not negatively impact production, customer satisfaction, and corporate culture?
Our organizations – designed for optimal performance — work well under normal conditions, but are vulnerable to failure when the unexpected occurs. How do we design systems that work efficiently under typical conditions, yet respond resiliently to “unknown unknowns”? This new course, Building Organizational Resilience, provides business leaders with a practical approach to assess and build organizational resiliency. Learn how systems thinking and continuous improvement can help your team identify problems before they occur and fundamentally alter your organization’s ability to effectively respond when they do. Understand the role hidden factories and irregular operations play in contributing to catastrophic events, and how this knowledge can be leveraged to reverse their effects. Leave with a playbook for improving the resilience of your company.
