Stuck Ketchup Problem Solved by MIT Engineers

Ketchup gliding out of a LiquiGlide-coated bottle.

Tired of vainly thumping the bottom of a ketchup bottle, trying to knock loose that last inch of condiment? There's good news: A team of engineers at the Massachusetts Institute of Technology has invented a bottle coating that makes ketchup pour as easily as milk. They say it could save 1 million tons of perfectly good but inaccessible ketchup and other food from being thrown out each year — not to mention saving untold hours spent in frustration.

MIT doctoral candidate Dave Smith and his team of mechanical engineers and nanotechnology researchers spent the past two months considering, and then solving, the notorious difficulty of pouring thick sauces out of bottles. They invented LiquiGlide, a slippery coating made of nontoxic, FDA-approved materials that can be applied to the insides of food packaging, such as ketchup and mayonnaise bottles, and honey jars.

LiquiGlide is unique because it's "kind of a structured liquid," Smith told the website  FastCompany . "It's rigid like a solid, but it's lubricated like a liquid." The substance can be sprayed onto the surfaces of many types of packaging, including glass and plastic. As you can see in  the video , the coating allows thick sauces that would normally move sluggishly against those materials' surfaces to slide out of their containers, as if suspended in space. "It just floats right onto the sandwich," Smith said.

As for what the slippery coating is made of, Smith isn't telling, but he and his team worked only with materials that already have the FDA stamp of approval for use in food packaging, for ease of entry into the marketplace. "I can't say what they are, but we've patented the hell out of it," he said. The engineers are in talks with bottle companies already. [ Science Reveals How Not to Spill Your Coffee When Walking ]

LiquiGlide could have other future applications, too, Smith said. "We were really interested in — and still are — using this coating for anti-icing, or for preventing clogs that form in oil and gas lines, or for nonwetting applications like, say, on windshields."

Stuck fluids, your days are numbered.

Follow Natalie Wolchover on Twitter @ nattyover . Follow Life's Little Mysteries on Twitter @ llmysteries , then join us on  Facebook .

Natalie Wolchover was a staff writer for Live Science from 2010 to 2012 and is currently a senior physics writer and editor for Quanta Magazine. She holds a bachelor's degree in physics from Tufts University and has studied physics at the University of California, Berkeley. Along with the staff of Quanta, Wolchover won the 2022 Pulitzer Prize for explanatory writing for her work on the building of the James Webb Space Telescope. Her work has also appeared in the The Best American Science and Nature Writing and The Best Writing on Mathematics, Nature, The New Yorker and Popular Science. She was the 2016 winner of the  Evert Clark/Seth Payne Award, an annual prize for young science journalists, as well as the winner of the 2017 Science Communication Award for the American Institute of Physics. 

Business Dynamics: MIT's Approach to Diagnosing and Solving Complex Business Problems

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Start Date(s)

Jun 12 2023

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Non-Degree Credit

5.0 EEUs (Executive Education Units)

Certificate

Executive Certificate in Management and Leadership

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Business Dynamics: MIT's Approach to Diagnosing and Solving Complex Business Problems

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Management and Leadership

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- Operations

- Organizations & Leadership

- Systems Thinking

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Why attend Business Dynamics?

In a world of growing complexity, many of the most vexing problems facing managers arise from the unanticipated side-effects of their own past actions. In response, organizations struggle to increase the speed of learning and adopt a more systemic approach. The challenge is to move beyond outdated slogans about accelerated learning and “thinking systemically” to implementing practical tools that help managers design better operating policies, understand complexity, and guide effective change.

This systems thinking course provides an intensive, hands-on introduction to System Dynamics, a powerful framework for identifying, designing, and implementing high-leverage interventions for sustained success in complex systems. It has been used successfully in diverse industries and organizations, such as Airbus, Compaq, General Motors, Hewlett-Packard, Intel, and Merck. Developed at MIT more than fifty years ago by computer pioneer  Jay Forrester , System Dynamics led to the creation of management flight simulators that allow managers to accelerate learning, experience the long-term side effects of decisions, and design structures and strategies for greater success.

Course experience

Through intensive, hands-on workshops and interactive experiments, you will explore the principles of systems thinking and practical methods for putting this approach into action. You will be introduced to a variety of tools including mapping techniques and simulation models, which you can apply to your own business environment immediately. Throughout the week, you will work in small groups and interact closely with the course leaders, MIT Sloan Professors John Sterman and Nelson Repenning.

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Business Dynamics  is designed for executives, managers, planners, strategists, and consultants who work with management teams. It also benefits administrators of public and not-for-profit organizations, management scientists, and educators.

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The benefits of the program are reinforced when three or more participants from the same organization attend. Companies are encouraged to sponsor cross-functional team participation. Learn about our  Team Discount.

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A great program that introduces you to a very useful framework for modeling complex, dynamic systems. The approach is sufficiently flexible for modeling organizations within a company or more macro-focused events such as a company's strategy, economic trends or even pandemics. The program offers useful practical tools and resources and there are several skills-building hands-on sessions.

—Diderico Van E.

This program is potentially a life changing experience. Once you understand the key principles of System Dynamics and how it applies to real world complex situations it feels like you just discovered a new part of your brain you didn`t know existed, and there is no going back.

—Humberto Parro F.

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Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business Problems

June 7, 2021 - june 15, 2021.

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This course provides an intensive, hands-on introduction to system dynamics, a unique framework for understanding and managing complex businesses and organizations. Participants are introduced to a variety of tools, including mapping techniques, simulation models, and MIT’s “management flight simulators” to help them understand the sources of persistent problems and how business decisions may result in complicated cause-and-effect loops.

In a world of growing complexity, many of the most vexing problems facing managers arise from the unanticipated side-effects of their own past actions. In response, organizations struggle to increase the speed of learning and adopt a more systemic approach. The challenge is to move beyond outdated slogans about accelerated learning and “thinking systemically” to implementing practical tools that help managers design better operating policies, understand complexity, and guide effective change.

This program introduces participants to system dynamics, a powerful framework for identifying, designing, and implementing high-leverage interventions for sustained success in complex systems. It has been used successfully in diverse industries and organizations, such as Airbus, Compaq, General Motors, Hewlett-Packard, Intel, and Merck. Developed at MIT more than fifty years ago by computer pioneer  Jay Forrester , system dynamics led to the creation of management flight simulators that allow managers to accelerate learning, experience the long-term side effects of decisions, and design structures and strategies for greater success.

Through intensive, hands-on workshops and interactive experiments, participants will be exposed to the principles of systems thinking and practical methods for putting them into action. They will be introduced to a variety of tools, including mapping techniques, simulation models, and MIT’s management flight simulators—such as the  Beer Game  — which they can apply to their own business environment as soon as they complete the program. Throughout the week, participants work in small groups and interact closely with the course leaders, Professors Sterman and Repenning.

THE BEER GAME “There is no actual beer in the Beer Game,” says John Sterman.

Rather, the Beer Game is a table game, developed in the late 1950s by digital computing pioneer and Sloan professor Jay Forrester, SM ’45. Played with pen, paper, printed plastic tablecloths, and poker chips, it simulates the supply chain of the beer industry. In so doing, it illuminates aspects of system dynamics, a signature mode of MIT thought: it illustrates the nonlinear complexities of supply chains and the way individuals are circumscribed by the systems in which they act.

“In my view, the real purpose and real value of a Sloan education are to develop [students’] capabilities as systems thinkers and the leadership abilities to use those capabilities to build the world we truly want. Not for the short run. Not to boost the bottom line, or to pump up the stock price. But to create the world we truly want, for the long run.”

You will receive a certificate of course completion at the conclusion of this course. You may also be interested in our Executive Certificates which are designed around a central themed track and consist of several courses.  Learn more .

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Want better strategies? Become a bulletproof problem solver

4. pursue occurrent behavior.

Occurrent behavior is what actually happens in a time and place, not what was potential or predicted behavior. Complex problems don’t give up their secrets easily. But that shouldn’t deter problem solvers from exploring whether evidence on the facets of a solution can be observed, or running experiments to test hypotheses. You can think of this approach as creating data rather than just looking for what has been collected already. It’s critical for new market entry—or new market creation. It also comes in handy should you find that crunching old data is leading to stale solutions.

Most of the problem-solving teams we are involved with have twin dilemmas of uncertainty and complexity, at times combined as truly “wicked problems.” 7 A term coined in a now famous 1973 article: Horst W. J. Rittel and Melvin Webber, “Dilemmas in a general theory of planning,” Policy Sciences , 1973, Number 4, pp. 155–69. For companies ambitious to win in the great unknown in an emerging segment—such as electric cars or autonomous vehicles, where the market isn’t fully established—good problem solving typically involves designing experiments to reduce key uncertainties, not just relying on existing data. Each move (such as buying IP or acquiring a component supplier) and each experiment (including on-road closed tests) not only provides additional information to make decisions but also builds capabilities and assets that support further steps. Over time, their experiments, including alliances and acquisitions, come to resemble staircases that lead to either the goal or to abandonment of the goal. Problem-solving organizations can “bootstrap” themselves into highly uncertain new spaces, building information, foundational assets, and confidence as they take steps forward.

Risk-embracing problem solvers find a solution path by constantly experimenting. Statisticians use the abbreviation EVPI—the expected value of perfect information—to show the value of gaining additional information that typically comes from samples and experiments, such as responses to price changes in particular markets. A/B testing is a powerful tool for experimenting with prices, promotions, and other features and is particularly useful for digital marketplaces and consumer goods. Online marketplaces make A/B testing easy. Yet most conventional markets also offer opportunities to mimic the market’s segmentation and use it to test different approaches.

The mindset required to be a restless experimenter is consistent with the notion in start-ups of “failing fast.” It means that you get product and customer affirmation or rejection quickly through beta tests and trial offerings. Don’t take a lack of external data as an impediment—it may actually be a gift, since purchasable data is almost always from a conventional way of meeting needs, and is available to your competitors too. Your own experiments allow you to generate your own data; this gives you insights that others don’t have. If it is difficult (or unethical) to experiment, look for the “natural experiments” provided by different policies in similar locations. An example would be to compare outcomes in twin cities, such as Minneapolis–St. Paul.

It’s a mistake to think that your team has the smartest people in the room. They aren’t there. They’re invariably somewhere else. Nor do they need to be there if you can access their intelligence via other means.

5. Tap into collective intelligence and the wisdom of the crowd

Chris Bradley, a coauthor of Strategy Beyond the Hockey Stick , 8 Chris Bradley, Marin Hirt, and Sven Smit, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds , Hoboken, NJ: Wiley, 2018. observed that “it’s a mistake to think that on your team you have the smartest people in the room. They aren’t there. They’re invariably somewhere else.” 9 For more from Chris Bradley, in a conversation with Rob McLean, see “ Want better strategies? Become a bulletproof problem solver ,” August 2019. Nor do they need to be there if you can access their intelligence via other means. In an ever-changing world where conditions can evolve unpredictably, crowdsourcing invites the smartest people in the world to work with you. For example, in seeking a machine-learning algorithm to identify fish catch species and quantities on fishing boats, the Nature Conservancy (TNC) turned to Kaggle and offered a $150,000 prize for the best algorithm. This offer attracted 2,293 teams from all over the world. TNC now uses the winning algorithm to identify fish types and sizes caught on fishing boats in Asia to protect endangered Pacific tuna and other species.

Crowdsourced problem solving is familiar in another guise: benchmarking. When Sir Rod Carnegie was CEO of Conzinc Riotinto Australia (CRA), he was concerned about the costs of unscheduled downtime with heavy trucks, particularly those requiring tire changes. He asked his management team who was best in the world at changing tires; their answer was Formula One, the auto racing competition. A team traveled to the United Kingdom to learn best practice for tire changes in racetrack pits and then implemented what it learned thousands of miles away, in the Pilbara region of Western Australia. The smartest team for this problem wasn’t in the mining industry at all.

Of course, while crowdsourcing can be useful when conventional thinking yields solutions that are too expensive or incomplete for the challenge at hand, it has its limitations. Good crowdsourcing takes time to set up, can be expensive, and may signal to your competitors what you are up to. Beware of hidden costs, such as inadvertently divulging information and having to sieve through huge volumes of irrelevant, inferior suggestions to find the rare gem of a solution.

Accept that it’s OK to draw on diverse experiences and expertise other than your own. Start with brainstorming sessions that engage people from outside your team. Try broader crowdsourcing competitions to generate ideas. Or bring in deep-learning talent to see what insights exist in your data that conventional approaches haven’t brought to light. The broader the circles of information you access, the more likely it is that your solutions will be novel and creative.

Rookie problem solvers show you their analytic process and math to convince you they are clever. Seasoned problem solvers show you differently.

6. Show and tell to drive action

We started our list of mindsets with a reference to children, and we return to children now, with “show and tell.” As you no doubt remember—back when you were more curious!—show and tell is an elementary-school activity. It’s not usually associated with problem solving, but it probably piqued your interest. In fact, this approach is critical to problem solving. Show and tell is how you connect your audience with the problem and then use combinations of logic and persuasion to get action.

The show-and-tell mindset aims to bring decision makers into a problem-solving domain you have created. A team from the Nature Conservancy, for instance, was presenting a proposal asking a philanthropic foundation to support the restoration of oyster reefs. Before the presentation, the team brought 17 plastic buckets of water into the boardroom and placed them around the perimeter. When the foundation’s staff members entered the room, they immediately wanted to know what the buckets were for. The team explained that oyster-reef restoration massively improves water quality because each oyster filters 17 buckets of water per day. Fish stocks improve, and oysters can also be harvested to help make the economics work. The decision makers were brought into the problem-solving domain through show and tell. They approved the funding requested and loved the physical dimension of the problem they were part of solving.

Rookie problem solvers show you their analytic process and mathematics to convince you that they are clever. That’s sometimes called APK, the anxious parade of knowledge. But seasoned problem solvers show you differently. The most elegant problem solving is that which makes the solution obvious. The late economist Herb Simon put it this way: “Solving a problem simply means representing it so as to make the solution transparent.” 10 Herbert Simon, The Sciences of the Artificial , Cambridge, MA: MIT Press, 1969.

To get better at show and tell, start by being clear about the action that should flow from your problem solving and findings: the governing idea for change. Then find a way to present your logic visually so that the path to answers can be debated and embraced. Present the argument emotionally as well as logically, and show why the preferred action offers an attractive balance between risks and rewards. But don’t stop there. Spell out the risks of inaction, which often have a higher cost than imperfect actions have.

The mindsets of great problem solvers are just as important as the methods they employ. A mindset that encourages curiosity, embraces imperfection, rewards a dragonfly-eye view of the problem, creates new data from experiments and collective intelligence, and drives action through compelling show-and-tell storytelling creates radical new possibilities under high levels of unpredictability. Of course, these approaches can be helpful in a broad range of circumstances, but in times of massive uncertainty, they are essential.

Charles Conn is an alumnus of McKinsey’s Sydney office and is a board member of Patagonia and former CEO of the Rhodes Trust. Robert McLean is an alumnus of the Sydney office and is the advisory-board chair of the Nature Conservancy Australia. They are the authors of Bulletproof Problem Solving: The One Skill That Changes Everything (Wiley, 2018).

This article was edited by David Schwartz, an executive editor in the Tel Aviv office.

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