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Jay Wright Forrester (July 14, 1918 – November 16, 2016) was an American computer engineer, management theorist and systems scientist. He spent his entire career at Massachusetts Institute of Technology , entering as a graduate student in 1939, and eventually retiring in 1989.
- July 14, 1918, Anselmo, Nebraska, U.S.
- MIT Sloan School of Management (1956)
- November 16, 2016 (aged 98), Concord, Massachusetts, U.S.
Jay Wright Forrester (Anselmo, 14 de julho de 1918 - 16 de novembro de 2016) foi um informático e engenheiro de sistemas estadunidense. [ 2 ] Foi professor da MIT Sloan School of Management e fundador da dinâmica de sistemas , que simula as interações entre objetos em sistemas dinâmicos .
- Estados Unidos
Jay Wright Forrester (born July 14, 1918, near Anselmo, Nebraska, U.S.—died November 16, 2016, Concord, Massachusetts) was an American electrical engineer and management expert who invented the random-access magnetic core memory, the information-storage device employed in most digital computers.
- The Editors of Encyclopaedia Britannica
MIT Sloan Professor Emeritus Jay W. Forrester, SM ’45, the founder of the field of system dynamics and a pioneer of digital computing, died Nov. 16. He was 98. Forrester’s time at MIT was rife with invention. He was a key figure in the development of digital computing, the national air defense system, and MIT’s Lincoln Laboratory.
18 de nov. de 2016 · Jay Wright Forrester was born on July 14, 1918, on his family’s cattle ranch, 18 miles from the nearest town, Anselmo, Neb. His parents, both of them teachers as well as ranchers, were among the ...
1 de jan. de 2011 · Jay Wright Forrester was born on July 14, 1918 on a cattle ranch near Climax, Nebraska, to Ethel Pearl Wright Forrester (1886–1958) and Marmaduke (Duke) Montrose Forrester (1883–1975). Their daughter, Barbara Francis, was born in 1921. Both parents attended Hastings College, Nebraska.
4 de fev. de 2009 · Forrester’s suggestion contributed to the development of the Route 128 industrial corridor outside Boston. But Forrester was also disillusioned with the response he got from many corporate leaders: they often lost interest when his models suggested fundamental change was needed. Clients would thank him politely and then ignore his suggestions.
