The Master in Digital Business Innovation (MDBI) program by Nuclio Digital School aims to train leaders to guide businesses through technological innovation and digital transformation. The 24-week online program covers traditional business administration, digital business models, and technology topics like artificial intelligence and IoT. The curriculum provides a 360-degree view of the tech industry and skills needed for roles like CEO, CTO, and director positions. Graduates are prepared to lead innovation at enterprises, SMEs, and startups across sectors.
This document provides an overview of the Postgraduate Diploma in Digital Business program offered by Emeritus Institute of Management in collaboration with Columbia Business School Executive Education and MIT Sloan. The program is aimed at helping participants design digital strategies and evaluate business models to grow their organizations in the digital age. It covers key domains like digital transformation, digital business models, digital marketing strategy, and platform business models. The 9-month program involves video lectures, case studies, simulations, and a capstone project. It is taught by faculty from top institutions and industry experts, and provides a certificate upon completion.
This document summarizes an interview with several CIOs about their IT talent strategies for 2020 and beyond. It finds that CIOs are shifting their focus from recruiting for specific technical skills to prioritizing capabilities like learning agility, collaboration, and adaptability. Some key points:
1) CIOs must develop talent strategies aligned with business needs that emphasize lifelong learning over any single skill.
2) Both hard technical skills like data science and soft skills like empathy will be important, with an increasing focus on the latter.
3) CIOs are sourcing talent globally, supplementing permanent staff with contractors, and recruiting from other parts of their own organizations.
4) Training is becoming
The document discusses a proposed digital transformation specialization that would explore how digital technologies are changing education, work, and leisure activities. It describes several course modules that would examine topics like enterprise applications, mobile business, big data, social innovation, social business, and the Internet of Things. The goal is for students to understand challenges of digital transformation, create startups applying these lessons, and integrate strategies around emerging technologies like data and networks into approaches for continuous productivity and customer experiences.
The document discusses the Design4Change program for a digital transformation specialization. It provides an overview of the program's pedagogical approach, modules, faculty, and target student profiles. The key aspects covered include:
- The program is designed to teach students how to develop digital strategies and harness new digital technologies and data through its focus on the 4Ps of digital transformation - People, Place, Platforms, and Practices.
- Modules will explore challenges like big data, mobile business, social media, and design thinking, as well as how to create new business models and adapt enterprise applications.
- The pedagogical approach involves case studies, projects with companies, and developing solutions to business issues
This document provides an overview of the IMI Diploma in Digital Business & MBS in Digital Business program. It discusses how digital transformation is impacting all businesses and the need to develop digital strategies. The program aims to help organizations understand digital business models and challenges through exploring topics like the mobile/social web, digital product development, marketing/sales, business intelligence, and governance. Participants will complete projects to apply the skills in transforming their own organizations. The program directors have extensive experience in innovation and digital technologies.
Leading companies are building "liquid workforces" that are highly adaptable and able to rapidly change skills, projects, and organizational structures in response to constant digital disruption. This involves making training a core competency, becoming more project-oriented, empowering collaboration, managing distributed workforces that include freelancers, and creating flexible organizations. A liquid workforce allows companies to access critical skills faster, innovate more quickly, and operate more effectively in today's fast-changing digital environment.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
The document discusses how leading entrepreneurs are thriving and surmounting 21st century business challenges. It describes how some entrepreneurs have embedded digital transformation at the core of their business strategy and operations. This helps them scale faster while mitigating risks. Specifically, it provides examples of how some companies use social media tools, data analytics, cloud computing, and mobile technologies in their daily operations to improve communication, decision making, reduce costs and drive global expansion.
This document provides an overview of the Postgraduate Diploma in Digital Business program offered by Emeritus Institute of Management in collaboration with Columbia Business School Executive Education and MIT Sloan. The program is aimed at helping participants design digital strategies and evaluate business models to grow their organizations in the digital age. It covers key domains like digital transformation, digital business models, digital marketing strategy, and platform business models. The 9-month program involves video lectures, case studies, simulations, and a capstone project. It is taught by faculty from top institutions and industry experts, and provides a certificate upon completion.
This document summarizes an interview with several CIOs about their IT talent strategies for 2020 and beyond. It finds that CIOs are shifting their focus from recruiting for specific technical skills to prioritizing capabilities like learning agility, collaboration, and adaptability. Some key points:
1) CIOs must develop talent strategies aligned with business needs that emphasize lifelong learning over any single skill.
2) Both hard technical skills like data science and soft skills like empathy will be important, with an increasing focus on the latter.
3) CIOs are sourcing talent globally, supplementing permanent staff with contractors, and recruiting from other parts of their own organizations.
4) Training is becoming
The document discusses a proposed digital transformation specialization that would explore how digital technologies are changing education, work, and leisure activities. It describes several course modules that would examine topics like enterprise applications, mobile business, big data, social innovation, social business, and the Internet of Things. The goal is for students to understand challenges of digital transformation, create startups applying these lessons, and integrate strategies around emerging technologies like data and networks into approaches for continuous productivity and customer experiences.
The document discusses the Design4Change program for a digital transformation specialization. It provides an overview of the program's pedagogical approach, modules, faculty, and target student profiles. The key aspects covered include:
- The program is designed to teach students how to develop digital strategies and harness new digital technologies and data through its focus on the 4Ps of digital transformation - People, Place, Platforms, and Practices.
- Modules will explore challenges like big data, mobile business, social media, and design thinking, as well as how to create new business models and adapt enterprise applications.
- The pedagogical approach involves case studies, projects with companies, and developing solutions to business issues
This document provides an overview of the IMI Diploma in Digital Business & MBS in Digital Business program. It discusses how digital transformation is impacting all businesses and the need to develop digital strategies. The program aims to help organizations understand digital business models and challenges through exploring topics like the mobile/social web, digital product development, marketing/sales, business intelligence, and governance. Participants will complete projects to apply the skills in transforming their own organizations. The program directors have extensive experience in innovation and digital technologies.
Leading companies are building "liquid workforces" that are highly adaptable and able to rapidly change skills, projects, and organizational structures in response to constant digital disruption. This involves making training a core competency, becoming more project-oriented, empowering collaboration, managing distributed workforces that include freelancers, and creating flexible organizations. A liquid workforce allows companies to access critical skills faster, innovate more quickly, and operate more effectively in today's fast-changing digital environment.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
The document discusses how leading entrepreneurs are thriving and surmounting 21st century business challenges. It describes how some entrepreneurs have embedded digital transformation at the core of their business strategy and operations. This helps them scale faster while mitigating risks. Specifically, it provides examples of how some companies use social media tools, data analytics, cloud computing, and mobile technologies in their daily operations to improve communication, decision making, reduce costs and drive global expansion.
This document advertises and provides details about the Crimson Innovation Conference happening on March 15th in Birmingham. The conference will explore opportunities and challenges of digital transformation for businesses, and will feature case studies and lessons from thought leaders in digital strategy, data usage, cloud computing, and developing digital talent. Speakers will discuss topics like digitizing a FTSE 100 company, challenges with cloud environments, using a digital approach to support rapid retail growth, and enabling organizational change in a digital world.
A roadmap to build future workforce towards vision 2041Mozammel Hoque
This document discusses building a future workforce in Bangladesh to achieve Vision 2041 through digital transformation and skills development. It outlines the government's initiatives to achieve Vision 2021 goals such as digitizing services, expanding broadband access, and skills training programs. However, disruptive technologies will impact jobs, requiring new competencies like knowledge, skills, abilities, and behaviors. The document recommends reforming education to focus on these competencies through competence-based and blended learning systems to align education and employment. This will help realize Visions 2021 and 2041 by developing a workforce ready for the digital future.
The document discusses how CIOs are increasingly taking on roles and responsibilities similar to venture capitalists in order to help drive business growth and innovation. Specifically, it discusses how CIOs should (1) actively manage their IT portfolios in terms of value, risk, and time to reward like VCs do, (2) evaluate portfolio performance using metrics that business leaders understand, and (3) cultivate agile organizations and attract entrepreneurial talent. Adopting a venture capitalist mindset allows CIOs to better communicate IT's contributions and reshape how they run the business of IT.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Digital Value Realization | BPO PresentationKen Polotan
This document discusses the need for businesses to transform digitally in order to stay relevant in today's changing world. It notes that digital transformation is a top priority for CEOs and that IT must now lead change and innovation. The document then introduces Logical Heuristics, a consulting firm that provides digital strategy and transformation services. It argues that engaging Logical Heuristics allows businesses to gain experienced professionals, focus on their core business, access new capabilities, and realize business benefits across the client engagement lifecycle from pre-sales to post-delivery.
If you’re looking to transition to or build a career in digital marketing, there’s huge demand across industries right now. Plus, there are a lot of different careers in this area, each quite varied in terms of skills required, aptitude and natural abilities.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
Talent management in manufactuting industriesTakur Singh
The document discusses talent management strategies for the manufacturing industry. It addresses challenges in attracting and retaining talent globally and best practices such as innovative sourcing, developing global competencies, and cultivating organizational cultures tailored to local markets. Effective talent management requires aligning strategies with solutions and infrastructure to meet future workforce needs.
This document announces a conference on digital integration and business transformation in Asia that will take place on August 3-4, 2016 in Kuala Lumpur, Malaysia. It aims to help business leaders develop strategies for digital transformation. The conference will feature presentations from distinguished speakers such as CEOs and heads of digital from various companies. Topics will include developing digital strategies, streamlining processes through digitization, enhancing digital leadership, and reengineering business models. Attendees will learn best practices for digital transformation from leading companies.
This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
- Digital disruption is occurring across all industries as new digital technologies change business models and customer needs. Incumbents are often slow to respond to disruption while digital leaders embrace innovation.
- To successfully transform, companies must have leadership that champions digital strategies, develop new digital products/services, improve customer experience, transform processes, and leverage data analytics. Initiatives should start small and test hypotheses through prototyping before large-scale implementation.
- Anticipating disruption involves scanning for digital trends, observing competitors, understanding unmet customer needs, collaborating through open innovation, and continuously questioning assumptions about the business model.
Simon McDougall, Regional Leader EEMA, McKinsey – How Should Startups Engage ...Techsylvania
This document discusses how startups can interact successfully with large corporations. It notes that corporations are increasingly viewing interactions with startups as important to drive innovation and transformation. It outlines various models for corporate-startup collaboration, including joint ventures, pilots, incubators, and acquisitions. The document advises startups to understand industry trends, identify potential collaborators, prepare clear strategic pitches, think long-term about partnerships, and understand what corporations need from partners to succeed.
The document summarizes the key findings of a study on digital M&A conducted by EY between November and December 2017. Some of the main findings are:
- Many companies face challenges in building an effective digital ecosystem and introducing new deal processes to capitalize on digital acquisitions.
- 90% of companies are considering digital priorities in their capital allocation planning but value is often eroded due to flawed integration strategies.
- The study identifies three levels of digital M&A maturity among companies: leaders, adopters, and aspirers. Most companies (57%) are currently aspirers.
Compelling Reasons to Choose IT Business Management and SCIT's Unique Approac...SCIT Pune
The IT industry drives innovation, enhances efficiency, and encourages strategic decision-making in today's dynamic business world. As companies increasingly combine technology and operations, there is a rising need for experts with a unique blend of IT and business management skills. This sets the stage for exploring the compelling reasons behind pursuing an MBA in IT Business Management (ITBM).
The industry disruptors redefining innovation in 2020 september 2020; Insights Success published magazine The industry disruptors redefining innovation in 2020 september 2020.
The presentation discuss the disruptive nature of digital technologies, the challenges of the CIO position and provides a point of view on what are the skills for CIOs to lead revenue growth leveraging Social, Mobile, Analytics and Cloud technologies.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This document advertises and provides details about the Crimson Innovation Conference happening on March 15th in Birmingham. The conference will explore opportunities and challenges of digital transformation for businesses, and will feature case studies and lessons from thought leaders in digital strategy, data usage, cloud computing, and developing digital talent. Speakers will discuss topics like digitizing a FTSE 100 company, challenges with cloud environments, using a digital approach to support rapid retail growth, and enabling organizational change in a digital world.
A roadmap to build future workforce towards vision 2041Mozammel Hoque
This document discusses building a future workforce in Bangladesh to achieve Vision 2041 through digital transformation and skills development. It outlines the government's initiatives to achieve Vision 2021 goals such as digitizing services, expanding broadband access, and skills training programs. However, disruptive technologies will impact jobs, requiring new competencies like knowledge, skills, abilities, and behaviors. The document recommends reforming education to focus on these competencies through competence-based and blended learning systems to align education and employment. This will help realize Visions 2021 and 2041 by developing a workforce ready for the digital future.
The document discusses how CIOs are increasingly taking on roles and responsibilities similar to venture capitalists in order to help drive business growth and innovation. Specifically, it discusses how CIOs should (1) actively manage their IT portfolios in terms of value, risk, and time to reward like VCs do, (2) evaluate portfolio performance using metrics that business leaders understand, and (3) cultivate agile organizations and attract entrepreneurial talent. Adopting a venture capitalist mindset allows CIOs to better communicate IT's contributions and reshape how they run the business of IT.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Digital Value Realization | BPO PresentationKen Polotan
This document discusses the need for businesses to transform digitally in order to stay relevant in today's changing world. It notes that digital transformation is a top priority for CEOs and that IT must now lead change and innovation. The document then introduces Logical Heuristics, a consulting firm that provides digital strategy and transformation services. It argues that engaging Logical Heuristics allows businesses to gain experienced professionals, focus on their core business, access new capabilities, and realize business benefits across the client engagement lifecycle from pre-sales to post-delivery.
If you’re looking to transition to or build a career in digital marketing, there’s huge demand across industries right now. Plus, there are a lot of different careers in this area, each quite varied in terms of skills required, aptitude and natural abilities.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
Talent management in manufactuting industriesTakur Singh
The document discusses talent management strategies for the manufacturing industry. It addresses challenges in attracting and retaining talent globally and best practices such as innovative sourcing, developing global competencies, and cultivating organizational cultures tailored to local markets. Effective talent management requires aligning strategies with solutions and infrastructure to meet future workforce needs.
This document announces a conference on digital integration and business transformation in Asia that will take place on August 3-4, 2016 in Kuala Lumpur, Malaysia. It aims to help business leaders develop strategies for digital transformation. The conference will feature presentations from distinguished speakers such as CEOs and heads of digital from various companies. Topics will include developing digital strategies, streamlining processes through digitization, enhancing digital leadership, and reengineering business models. Attendees will learn best practices for digital transformation from leading companies.
This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
- Digital disruption is occurring across all industries as new digital technologies change business models and customer needs. Incumbents are often slow to respond to disruption while digital leaders embrace innovation.
- To successfully transform, companies must have leadership that champions digital strategies, develop new digital products/services, improve customer experience, transform processes, and leverage data analytics. Initiatives should start small and test hypotheses through prototyping before large-scale implementation.
- Anticipating disruption involves scanning for digital trends, observing competitors, understanding unmet customer needs, collaborating through open innovation, and continuously questioning assumptions about the business model.
Simon McDougall, Regional Leader EEMA, McKinsey – How Should Startups Engage ...Techsylvania
This document discusses how startups can interact successfully with large corporations. It notes that corporations are increasingly viewing interactions with startups as important to drive innovation and transformation. It outlines various models for corporate-startup collaboration, including joint ventures, pilots, incubators, and acquisitions. The document advises startups to understand industry trends, identify potential collaborators, prepare clear strategic pitches, think long-term about partnerships, and understand what corporations need from partners to succeed.
The document summarizes the key findings of a study on digital M&A conducted by EY between November and December 2017. Some of the main findings are:
- Many companies face challenges in building an effective digital ecosystem and introducing new deal processes to capitalize on digital acquisitions.
- 90% of companies are considering digital priorities in their capital allocation planning but value is often eroded due to flawed integration strategies.
- The study identifies three levels of digital M&A maturity among companies: leaders, adopters, and aspirers. Most companies (57%) are currently aspirers.
Compelling Reasons to Choose IT Business Management and SCIT's Unique Approac...SCIT Pune
The IT industry drives innovation, enhances efficiency, and encourages strategic decision-making in today's dynamic business world. As companies increasingly combine technology and operations, there is a rising need for experts with a unique blend of IT and business management skills. This sets the stage for exploring the compelling reasons behind pursuing an MBA in IT Business Management (ITBM).
The industry disruptors redefining innovation in 2020 september 2020; Insights Success published magazine The industry disruptors redefining innovation in 2020 september 2020.
The presentation discuss the disruptive nature of digital technologies, the challenges of the CIO position and provides a point of view on what are the skills for CIOs to lead revenue growth leveraging Social, Mobile, Analytics and Cloud technologies.
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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6. MDBI
Program Presentation
To date, the world economy has recorded four major
industrial revolutions; starting with mechanical
production 1760s, then mass production 1870s, then
IT and automated production 1960s, and leading to
“Industry 4.0“ 2000s. Industry 4.0 encompasses the
the era of
“cyber-physical systems”,
nano/biotechnology, renewable energy, and
advanced digital production (ADP).
As points out, “Every company is a
technology company. Today, no company can make,
deliver or market its product efficiently without
technology”
; the momentum is driven by the
acceleration of digital technology. With the
expedited development of the Industrial Internet of
Things, Cloud Technology, and Artificial Intelligence,
predictive maintenance and real-time data will lead
to smarter business decisions for enterprises and
startups around the world.
Industrial Internet of Things (IIoT) ;
Artificial intelligence,
Forbes
Digital transformation, one of the main challenges of
companies today, is largely possible thanks to expert
leaders in innovation taking their business to the top.
These leaders must have multidisciplinary profiles,
be awake, and capable not only to adapt to change
but also to promote it.
Nuclio Digital School's MDBI will allow these
experienced leaders to obtain a 360
º
vision of the
technology industry, its dominant applications and
trends; teaching the foundations needed to lead
traditional or tech businesses/startups in this
modern tech era and economy.
The program is developed by professors with
extensive experience in each of the areas related to
business and technological innovation, allowing
candidates to acquire a strategic and technical
vision that is realistic, practical and adapted to the
needs of the current market.
Campus Online February 2023
Start Date
School Content Student Week Faculty Career & Talent
3hrs (Live Sessions) 2hrs (Live Sessions) 2hrs (Live Sessions)
Monday Wednesday Friday
24 weeks (170 hrs) + 1 week on campus BCN
Schedule
Duration
Industrial Internet of Things (IIoT);
Artificial Intelligence,
Forbes
7. MDBI
Objectives
To train leaders with diverse
backgrounds in guiding
businesses to success and social
impact through an integration of
technology innovation and
business administration.
To train leaders with diverse
backgrounds in guiding
businesses to success and social
impact through an integration of
technology innovation and
business administration.
To provide a transversal vision of
the technology industry and its
mandatory integration within
enterprises and entrepreneurial
ideation, regardless of location
or sector.
To provide a transversal vision of
the technology industry and its
mandatory integration within
enterprises and entrepreneurial
ideation, regardless of location
or sector.
School Content Student Week Faculty Career & Talent
Career Development Opportunities
Candidates achieving this degree are prepared to lead the innovation and
success of enterprises, SMEs, and startups, offering traditional or digital
products alike. Starting with C-level positions, to director/managerial
roles; leaders of change through technology:
CEO
CEO
Managing Director
Managing Director
Head of business development
Head of business development
Head of Innovation
Head of Innovation
General Manager
General Manager
Customer Success Director
Customer Success Director
Head of operations
Head of operations
Product Manager
Product Manager
COO
COO
Head of growth
Head of growth
Engineering Manager
Engineering Manager
Head of sales
Head of sales
CDO
CDO CFO
CFO
CTO
CTO
8. MDBI
Program content
M1. Traditional Business & Operations
This course summarizes a 12-15 months MBA program, with focus on business
formulation and strategy implementation. Students will be guided through
the necessary steps and tools to validate an idea, build it, and launch it. The
idea is to recap the traditional business operations and strategy outlined to
success.
This business plan is also applicable to new products developed within an
existing company/brand; hence its importance for all managerial levels.
Social Leadership and stakeholder management; from government agencies
and industry associations, through entrepreneurs, intrapreneurs, venture
capitalists, accelerators, or angel investorsE
o Company MVV (brand management), Legal structure, ownership,
products and services.J
o Market Analysis (PESTEL), Target Market (market segmentation),
Competition Benchmarking.J
o Marketing plan (communication channels, 7P’s, marketing mix), sales
plan (business model and revenue streams), Milestones and
measurement metrics.J
o Supply chain management, human resources management (diversity and
cross-cultural management), financial plan (projections and predictions).
M2. Digital Business Administration
Forbes confirms that Technology is the number one industry in the world,
highlighting “Tech companies capture nearly half of all venture capital dollars,
and forecast output growth is at 135%. Cloud computing, machine learning
and AI, and big data were cited as the sub-sectors that will make the biggest
impact”
.
The digital business ecosystem is characterized by three main aspects: their
own models of access to their constitution and financing, their disruption in
business models, and their commitment to agile methodologies that
facilitate the operational development of its growthE
o Tech business models, revenue streams, popular KPIs as
measurement metrics.J
o Problem/solution fit, product/market fit and distribution/conversion
fit settings.J
o Digital operations management and Digital product development as
the center of innovation.J
o Mobile-First Business Environments, Cloud Computing
+ Digital Transformation (AWS, IoT).J
o Use of AI & Exchange of Currency (Crypto, Blockchain supply).
Forbes
School Master Student Week Faculty Career & Talent
9. MDBI
School Master Student Week Faculty Career & Talent
M4. Operations Management & Tech
1. FINANCE:
If anything has changed the foundations of conventional capitalism, it is the
financing of businesses; especially with technology, and especially for start-
ups. From financial models to new stakeholders that are part of the
entrepreneurial investment ecosystem, leaders must understand financial
markets, investment rounds, cash management, seed stages and the
different investors to scale. Introduction, application, and implementation of
FinTech solutions as corporate upgrade, as well as Blockchain Supply and
Cryptocurrency.
2. HUMAN RESOURCES:
The traditional HR profile tends to be disconnected from the impact and
innovation of technology within processes. As a digital transformation
leader, learn to successfully manage human capital with the necessary tools
to form profiles capable of leading policies and processes in fully digital
environments. Learn the strategies used in Tech companies for the search
and management of talent, the new employer branding, the technological
tools available, People analytics, the measurement and monitoring of KPI's,
as well as other trends in the sector.
3. LEGAL TECH:
Laws always evolve slower than businesses, so it is essential to understand
current laws applicable to the new economy. In a global context of Big Data
accumulation and mandatory data protection, companies must know how to
act legally as a business while protecting their users' data. Understand the
legal framework in which a company operates, make the appropriate
decisions to protect the business and allow it to grow with legal guarantees.
M3. Business Technification
Business owners in the current economy already use technology
in some way. Tech is either an integral part of the business, like
e-commerce sites or digital marketing agencies, or digital platforms are used,
becoming tools of the trade for any modern business, like G-Suite for
collaborating on documents or Slack to communicate. This module is a review
of the state of technology that will configure the tools to compete in any
organization; from science to innovation and development. Business leaders
in the 21st century must understand the transformative power of
technology, what it offers and enables, without the need to be a systems or
software engineerE
[ Business operations improved by automated processes, software,
Cloud Technology, or AI.(
[ Recommended ground-breaking technologies and their integration,
including AI, IoT
, 5G, NFTs & Metaverse, etc.(
[ New methodologies and innovation, such as Agile, Scrum, Kanban,
Design Thinking, FinTech management, etc.(
[ The decision process through data, how to access relevant data for our
business, useful tools in the decision-making process.(
[ The process of implementing technology in companies as a driver
of cultural change.
10. MDBI
School Master Student Week Faculty Career & Talent
M6. Growth Marketing &
E-commerce Strategies
Growth itself is the ultimate goal; and the generic objective of growth
hacking strategies is to get the largest number of users or customers with
the least possible expense, using creative and low-cost strategies for
customer acquisition and retention. Leaders understand how to acquire
new customers through online marketing campaigns in multi-channel
environments. Leaders also expand their understanding of omnichannel and
the digital shopping experience, e-commerce main platforms (for startups,
SMEs and multinationals) and e-commerce business modelsŒ
R Fundamentals of Digital Marketing as a strategic business unit.h
R Main KPIs and ROI of digital marketing campaigns, main channels and
strategies for customer acquisition and loyalty.h
R SEO (organic search), SEM/PPC (paid search) and Paid Social campaign;
Display and Programmatic campaigns.h
R Growth marketing and the key elements of growth hacking, as a primary
catalyst of digital transformation.h
R The different types of e-commerce business models that currently exist,
and how to evaluate the performance of each.
M5. Data Management &
Business Intelligence
In this digital era, business management requires much more than traditional
elements; plan, organize, direct and control. It also requires talent from those
who are in charge of people, as well as business processes. Big Data is
produced daily and in enormous quantities, it is time to transform then
analyze this data to achieve various decisions within enterprises. Understand
the importance of data management, data analysis, data transformation,
and data visualization for decision making processes and data-driven
solutions. Successful companies are using data science to help make
business decisions, solve complex problems and create strategies to improve
results and performance.Î
R The dynamics of End-to-End Data Science and Machine Learning projects,
focusing on predictions-based scaling, productions and MLOps.h
R The industrial applications of Data Science, focusing on domain
knowledge and applying this learning experience into different sectors,
such as banking, insurance and pharma, etc. h
R Intro to DSC tools, exploit data for decision-making purposes. (Data
Cleaning, Data Transformation, Data Visualization).h
R The importance of informed decision making through data, and the
spectrum of tools that allow decision making.
11. MDBI
School Master Student Week Faculty Career & Talent
M7. Sales & Customer Success
The aim of this module is to prepare businesses, both tech and traditional, to
benefit from technology and scale/grow, by developing customized,
efficient, and measurable sales processes and strategies. Understand the
four main areas that make up the pre-sales, sales, and post-sales process of
B2B Tech companies; including Outbound Sales, Inbound Marketing,
Renewals, and Upselling. Learn how to implement these processes in
traditional business environments to magnify sales and outreach.
Customer success happens only after a lead converts from sales. And their
work involves both the retention and engagement portions of the customer
lifecycle funnel^
[ B2B focused sales strategy; CRM, Sales Navigator, SDR, AE, buyer
journey.U
[ B2C focused sales strategy; CRM, SDR, AE, buyer journey.U
[ Technology in sales; best tools to integrate, best processes to upgrade.U
[ Stakeholder management, operational management, and cross-cultural
management.U
[ The key elements of customer success; onboarding success, product
success, customer success, company success, and team success.
M8. Experience & Product Design
According to Forbes, 89% of companies compete primarily on the basis of
customer experience. Human experience became the battleground for brand
differentiation, leading businesses to outsource or integrate the right
expertise to help define and improve their customer and brand experience.
Hence creating the field of Human Centered Design (HCD). Within HCD,
there are an ever-increasing number of disciplines and specializations (CX,
UX, UI, Service Design SD, & Interaction Design IxD); all of which adopt a
user-centered approach to product and service as a fundamental piece of
success^
[ Understand digital products and assess incorporation of such products
for traditional businesses.U
[ Understand digital product development and management (what they
are, development processes, quality & maintenance) to evaluate
outsourcing
or in-house production.U
[ SD, CX, UX, UI and IxD, their differences and common points.
12. MDBI
M9. The World of Tech Neologisms
Our future success is guided by our ability to understand, adapt and integrate
new technology into our lives. Emerging concepts, technologies and activities in
the field of digital innovation help prepare companies for a revolutionized future.
These emerging trends have been dubbed Tech Neologisms. Financial services
is not the only industry being revolutionized by technology. From agriculture to
education, medicine to law, and regulation to real estate, the impact of
technology can be felt everywhere. In this module, we look at all such
neologisms, which have gained immense popularity in today’s digital age"
FinTech (Financial Technology).,
MedTech or HealthTech (Medical Technology).,
EdTech (Education + Technology).,
RegTech (Regulatory Technology).,
TravelTech.,
PropTech (Real Estate + Technology), LegalTech recap.
M9.
1. The Final Master Project
The final project consists of the preparation of a project by groups made up of
between a minimum of 3 and a maximum of 5, using the creation of natural
groups as a methodology.
The project can be focused on an analysis and improvement of a real
traditional business with recommended technification of main departments.
Primary focus is Module 4 - Operations Management & Tech.
Students will have deliverables and tutorials led with the support and guidance of
an expert teacher in the area of
work knowledge. The culmination of this project
will end in the defense of the Master's Final Project before a jury.
School Master Student Week Faculty Career & Talent
14. MDBI
Master Professors
Our lecturers are experienced professionals with broad expertise in different business
and technological sectors. They work in large corporations as well as the most important
national startups, to transfer expert knowledge to our candidates.
And more experts to be announced.
School Master Content Student Week Career & Talent
Chief Operating Officer,
Global Head of Business Operations
Chief Operating Officer,
Global Head of Business Operations
Data Account
Manager
Data Account
Manager
Director of Technology & Operations,
AWS Business Development Manager
Director of Technology & Operations,
AWS Business Development Manager
VP of Customer
Digital Experience
VP of Customer
Digital Experience
Head of Business
Operations
Head of Business
Operations
Global Head of
Tech Innovation
Global Head of
Tech Innovation
15. NUCLIO DIGITAL SCHOOL
Career&Talent
Services
Companiesthatcollaborateinthe
entrepreneurshiptrack:
Companiesthathireourstudents:
AtCareer&Talent,weguideourstudentsto
helpthemimprovetheirprofessionalprofile,
wemanagethestudents'relationshipswith
thedifferentcollaboratingcompanies,we
preparethemtoovercometherecruitment
processesandweaccompanythemin
obtainingthejobtheyarelookingfor.
Findajob Launchyourproject
B
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D
I
G
I
T
A
LMY FRIEND
·
B
T
A
L
M
Y
F
R
I
E
N
D
·
TheSoftSkillsProgramprovidesstudents
withtheknowledgeandimplementationof
thosesoftskillsthatareincreasinglyin
demandbycompanies.Theitineraryis
dividedinto3modulesof3sessionseach,
whereineachofthem,differentSoftSkills
willbeidentifiedandputintopracticein
ordertoidentifytheskillsthateachperson
hasinnatelyandtostrengthenthosethat
aremoredifficulttodevelop.
JobSeeking
Track
Entrepreneurship
Track
SoftSkills
Program
Chooseone
Whatdoweofferyou?
Thistrackfocusesonenhancingyourskills
andyourprofessionalprojectiontotakethe
nextstepinyourfuturecareer.
Thistrackfocusesonprovidingtheentrepreneur
withallthenecessarytoolsandfacilitiestolaunch
thestudent'spersonalproject.
1. Self - discovery
Duringthisphasethestudentdiscovershis/her
professionalprofilethroughagamethatdefinesthe
characteristicfeaturesofhis/herpersonality.
2. Personal Branding
Inthisnextphase,differentworkshopsarecarriedout
aimedatimprovingtheprofileofeachstudent.
3. Career Advice
Thestudentwillhavetheopportunitytocarryout
anindividualassessment,wherewewillreview
theirentireprofessionalprofile,bringingitcloserto
theirsector.
4. Make it Happen
Finally,everyyearwecelebratetheHiringDay,where
companiesandstudentsareindirectcontact,
conductinginterviewsandknowingthevacant
positionstheyhaveatthattime.
1. Business Plan
ThankstoamentorspecialisedintheStartupand
Entrepreneurshipworld,inthisphasethestudent
acquiresthebasistocreatehis/herBusinessPlan.
2. Mentoring
Thementorwillcarryoutanindividualmentoringsession
witheachofthestudents,todiscussthestrengthsand
weaknessesoftheBusinessPlanandgivethenecessary
feedbacktocontinueworkingontheproject.
3. Workshops
Duringthisphase,severalworkshopswillbeheldtodefine
keypointstocompletetheproject.
4. Simulation
Thelastphaseofthisitineraryconsistsofthemost
importanteventforEntrepreneurs,thePitchDayevent,
whereeachstudentwillpresenttheirprojectinfrontofajury
specialisedinEntrepreneurship.Theywillreceivefeedback
fromthejuryand,whoknows,maybesomeofthemwillget
theirfirstcontacttobringtheirprojecttoreality.
School Master Content Student Week Faculty
16. Barcelona Tech Center
Calle Padilla 287 – 289 · 08025
+34 932 20 58 90
hello@nuclio.school
LEARN [TO BE] THE FUTURE
Madrid Tech Center
Calle Núñez de Balboa 12 · 28001
+34 911 98 97 07
@nuclioschool
www
.nuclio.school