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Wrong Mitchell Weiss?

Mitchell B. Weiss

Senior Lecturer

Harvard Business School

HQ Phone:  (617) 495-6000

Direct Phone: (617) ***-****direct phone

Email: m***@***.edu


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Harvard Business School

100 Western Ave.

Boston, Massachusetts,02163

United States

Company Description

Founded in 1908 as part of Harvard University, Harvard Business School is located on a 40-acre campus in Boston. Its faculty of more than 200 offers full-time programs leading to the MBA and doctoral degrees, as well as more than 80 open enrollment Executive E...more

Background Information

Employment History

Chief of Staff

Boston City Hall

Chief of Staff


Siebel Scholars Foundation

Chief of Staff

City of Boston, Mayor's Office

Executive Director

Tobin Project Inc


State of Massachusetts Greg Bialekcki

Secretary of Housing and Economic Development

City of Boston

Chief of Staff

One Fund



A.B. with Honors


Harvard University


Business Administration

Harvard Business School




Web References(59 Total References)

Tobin Project Holds Conference on Inequality and Decision Making | The Tobin Project

tobinproject.org [cached]

Mitchell B. Weiss (Harvard Business School) drew on his experiences as Chief of Staff to the Mayor of Boston and as founding Executive Director of the Tobin Project to lead a conversation on how strategically chosen research questions might further our understanding of economic inequality and its behavioral effects.

Business Financial Show – Page 2 – Success is not final; failure is not fatal: It is the courage to continue that counts.

americansideshow.org [cached]

Bigbelly wants to transform its solar-powered trash cans into digital hubs offering Wi-Fi access, advertising, and data-collecting sensors. (Oh, and garbage receptacles, too.) A new case study by Mitchell Weiss explores the challenges of a bold strategy pivot.Bigbelly solar-powered trash cans have been street corner fixtures in Philadelphia, Boston, New York, and other cities around the world for the past decade-providing a self-compacting solution to keep streets clean.
Last year, however, the Massachusetts-based company's CEO shared plans to change its business model from selling a product-waste and recycling stations-to selling a subscription-based service that could include Wi-Fi access, sensors, and digital advertising. Government is a giant customer. They buy a lot of stuff" Harvard Business School professor Mitchell Weiss explores this strategy pivot in a new case on Bigbelly, co-written with case researcher Christine Snively, that looks at the implications for technology companies entering the "smart cities" field. "I wanted to explore the opportunities and challenges of selling to government in a company that is moving from selling hardware in big chunks to selling software as a service," says Weiss, the MBA Class of 1961 Senior Lecturer of Business Administration. Pursuing software as a service view full post > Posted in Business and tagged Christine Snively, Harvard Business School, HBS, Mitchell Weiss on

Speakers | Harvard Social Enterprise Conference

socialenterpriseconference.org [cached]

Mitchell B. Weiss
Mitchell B. Weiss Senior Lecturer of Business Adminitration, Harvard Business School

Harvard Club of Miami

www.harvardmiami.org [cached]

Professor Mitchell Weiss
Senior Lecturer of Business Administration Amidst all the hand-wringing and head scratching at stagnant government, there is, if you look to see it, also a new wave of energy. Leaders within private startups and public agencies, in this country and abroad, and for every level of government, are inventing new ways of transforming perhaps our oldest industry. They are partnering to do the people's work, more flexibly, faster, and more openly. Mitch Weiss will describe this surge of public entrepreneurship, its opportunities, its strategies, and some of its challenges for business and government leaders. He will pull lessons from his own experience founding startups within government, including the country's first Mayor's Office of New Urban Mechanics; Boston's Innovation District; and the One Fund Boston, which was established less than 24 hours after the Boston Marathon Bombings and channeled more than $60 million to survivors and the families of the victims in just 75 days. He will also draw from new efforts at public entrepreneurship across the country and around the globe, ranging from bike-share in Paris to biometrics in India. And he will share reflections from his new elective course at Harvard Business School and what it might mean for all of us if a new generation of MBA's take the tools of public entrepreneurship into technology companies, venture firms, and government itself. Prof. Mitchell Weiss Senior Lecturer of Business Administration Mitch Weiss is a Senior Lecturer at the Harvard Business School. He created and teaches the school's course on Public Entrepreneurship-on public leaders and private entrepreneurs who invent a difference in the world. He also teaches Field Immersion Experiences for Leadership Development, an experiential course in the first year of the MBA Program. His research interests in addition include digital transformation, peer production, innovation ecosystems, and relationship-based leadership. Prior to joining HBS in 2014, Mitch was Chief of Staff and a partner to Boston's Mayor Thomas Menino. Mitch helped shape New Urban Mechanics, Boston's municipal innovation strategy, and make it a model for peer-produced government and change. He also championed Boston's Innovation District as a regional platform for entrepreneurship and growth. Mitch has presented on government innovation at 10 Downing Street and the World Bank. Mitch contributed to Boston's educational reform agenda, including its District-Charter compact. He led speechwriting for the Mayor's Inaugural and State of the City addresses. In April 2013, he guided the Mayor's Office response to the Marathon Bombings and played a key role in starting One Fund Boston. Mitch holds an A.B. with Honors in Economics from Harvard University and a Master in Business Administration from Harvard Business School, where he was a George Baker Scholar.

Why Entrepreneurs Should Go Work for Government - Tu Primer Capital

www.tuprimercapital.com [cached]

In a new Harvard Business School course on public entrepreneurship,Mitchell B. Weiss explores how fresh thinkers can work with-and within-the halls of government.
Mitchell B. Weiss has heard it too many times: government doesn't work. Too slow. Too bureaucratic. Too burdened by procurement rules and performance measures. "Some of that is fair, and some of that is unfair, but it adds up over time," says Weiss, a senior lecturer at Harvard Business School who has created a new MBA course, Public Entrepreneurship. "The course allows students to consider the alternative that government can work-or they can help make it work." "WE HAVE MANY TALENTED PEOPLE IN GOVERNMENT, BUT BY AND LARGE THEY HAVE TENDED TO BE ANALYSTS AND STRATEGISTS, RATHER THAN INVENTORS AND BUILDERS" Once chief of staff to the late Boston mayor Thomas Menino, Weiss isn't just engaging in wishful thinking. Weiss co-founded the Mayor's Office of New Urban Mechanics, which among other projects produced the nation's first big-city 311 app that allows citizens to alert government to potholes and graffiti. He also helped cut through zoning laws to create the Boston Innovation District on a vast and underdeveloped swath of waterfront in South Boston, attracting hundreds of startups. And when the 2013 Boston Marathon was attacked, Weiss helped establish the One Fund within 24 hours to serve as a central pool for donations to victims. "The One Fund ended up channeling $60 million to survivors and to the families of the victims in 75 days. That speed is virtually unheard of," says Weiss. "The One Fund team made it known we would proceed without nonprofit status rather than agree with its finding," Weiss remembers. "We have many talented people in government, but by and large they have tended to be analysts and strategists, rather than inventors and builders," says Weiss, who hopes his course can help change that. "There was this paradox-on the one hand, government is the biggest customer in the world; on the other hand, 90 out of 100 VCs would say they don't back business models that sell to government," says Weiss. "Though that's starting to change as startups and government are starting to change. OpenGov received a $15 million round of funding last spring led by Andreessen Horowitz, and $17 million was pumped into civic social-networking app MindMixer last fall. DOESN'T NEED TO BE PERFECT Governments could attract even more capital by examining their procurement rules to speed buying, says Weiss, giving them that same sense of urgency and lean startup practices needed to be successful in entrepreneurial projects. "In government we announce something and wait to get it perfect. By using more experimental approaches, some public leaders are achieving success by testing and learning instead of writing a plan in stone before executing it." In the HBS case study More Citizens Connect, Weiss details some of the learning challenges involved with Citizens Connect, the 311 app produced for Boston. "But we must wrestle with the downsides of that, too," says Weiss. says Weiss. "Boston was one of the early cities where Uber was allowed to operate. I ask students whether they think we did the right thing." Other aspects of working with government, such as requirements for openness and public scrutiny, could be seen as opportunities as much as impediments. "Nowadays, companies are desperate to have a huge community of innovators looking at what they are doing and offering ideas," says Weiss. "For centuries government has naturally engaged people in what it is doing. Government should be naturals at crowdsourcing." In exploring these challenges and opportunities, Weiss believes the public entrepreneurship course can help make working in government a viable alternative for innovators looking to effect real change. Noting that HBS offered pioneering courses in private entrepreneurship and social entrepreneurship, he is hoping that eventually public entrepreneurship will be seen as just as legitimate a field of enterprise. "For 200 years, we've had a sense of how private entrepreneurship creates and delivers value, and for the last 20 years, we've seen the development of the idea of social entrepreneurship," says Weiss.

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