[Mitworld] Akamai's Paul Sagan on Leading Through Adversity, Fred Salvucci on Transportation
MIT World
mit.world at mit.edu
Thu Mar 18 10:14:48 EDT 2010
MIT World Newsletter
Volume 9, Number 29 | March 18, 2010
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Leading through Adversity
February 18, 2010
Few companies have endured such hardship, or risen to such heights in a brief span of time as
Akamai Technologies.
Paul Sagan tells how he became the CEO of this young firm, and helped it
survive and then flourish despite “unimaginable adversity.”
http://mitworld.mit.edu/video/754
Speaker:
Paul Sagan
President and CEO, Akamai Technologies, Inc.
Event Host:
MIT Sloan School of Management
"I learned that no business is permanent, and no set of managers or employees get a guarantee that
things won’t change, that customers won’t defect, and that businesses may not wither or die."
-Paul Sagan
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Transportation Policy: Thinking Globally, Acting Locally and Walking the Talk
October 20, 2009
Why do so many sustainable transportation programs turn out, like the Alice in the Wonderland
parable to lead us down unexpected paths? Fred Salvucci observes that true sustainable transport
requires making more than short-term fixes. A sustainable transportation program is built upon
the pyramid of three “E”s: equity, environmental benefit, and economics. Maximizing on just one of
these objectives imbalances the others, and leads to unintended and undesirable results.
http://mitworld.mit.edu/video/747
Speaker:
Frederick P. Salvucci '61, SM '62
Senior Lecturer, Center for Transportation and Logistics, MIT
Event Host:
Transportation at MIT
"Every automobile that is bought is going to continue to live for 15-20 years because the good news
is they're more robust and they last longer. The bad news is they're more robust and they last
longer. So the minute a car comes off the assembly line it's going to be polluting, somewhere
on planet Earth, for the next 15-20 years."
-Fred Salvucci
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In The Pipeline:
The Future of Government-Citizen Engagement
Presented By:
Center for Future Civic Media
Moderator:
Jerry Mechling
Lecturer in Public Policy
Kennedy School of Government, Harvard University
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