1. The document describes an online 12-week certificate course on fintech offered by MIT.
2. The course aims to help professionals explore and build the future of financial technology by providing knowledge on emerging fintech areas like blockchain, cryptocurrency, payments, and financial markets.
3. The course involves group projects where students develop a business plan, prototype, or innovation roadmap for a fintech solution during the second half of the course.
Edward Musinski
www.futurerating.org
Thank you for your interest in our project!
We are looking forward receiving your feedback and suggestions.
Together we can build a better future!
Best regards,
The Future Europe Team
P.S. Please feel free to forward this information to your colleagues and contacts who may also find our initiative interesting.
17
The Knowledge Transfer Network, (KTN), Monthly Digital and Creative Business Briefing update. Listing support and innovation opportunities for UK Digital Technology Businesses More info: www.ktn-uk.org
U of Utah tech commercialization study (ssrn version)Norris Krueger
This document discusses elements of successful university technology commercialization programs. It begins by providing an overview of the University of Utah's highly successful program that generated over 60 spinouts in 3 years, with 94% still operating.
The document then outlines five key elements of successful technology commercialization programs: 1) Leadership that establishes clear vision and support for commercialization. 2) Understanding and managing the institutional and regional context to leverage resources. 3) Changing the culture to be more market-oriented and entrepreneurial. 4) Engaging the external entrepreneurial ecosystem. 5) Empowering technology commercialization professionals and insisting on private sector leadership.
For each element, the document analyzes the University of Utah's approach, highlighting
This document discusses assessing new product opportunities for both new and existing companies. It covers identifying customer needs, market segmentation, determining first customers, and developing a go-to-market strategy. Key points include evaluating management versus technology, assessing pain killers versus vitamins, overcoming barriers for existing companies, and crossing the chasm to reach the early majority market.
Our HK Foundation's report -- based on a draft provided by the Victor and William Fung Foundation through the work of Fung Business Intelligence Centre
In most companies, strategic management and corporate learning live separate, often even independent lives. This needs to change. The accelerating pace and the unpredictable nature of change have made the traditional strategic planning process obsolete. Today, strategic management has morphed into a complex just-in-time learning process that requires continuous reflection on assumptions and reconfiguration of organizational practices. At the same time, corporate learning is evolving into a key business function, transcending the traditional training and education paradigm.
Sadly, the convergence of the two domains has largely remained a conceptual insight only. It doesn’t need to be that way. In this Power Hour, Roland Deiser, founder of the European Corporate Learning Forum, senior fellow at the University of Southern California and author of Designing the Smart Organization, will share a compelling framework that illustrates how learning leaders can create and nurture structures, mechanisms and policies across the three elements of strategic process — generation, formulation and execution — that make learning a key player in assuring an integrated strategic learning architecture.
Roland Deiser, Founding Chairman, European Corporate Learning Forum
Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
New Technology Based Firms and Venture Capital policy in NigeriaAdebola Daramola
An exploratory research employing systematic evolutionary approach (Avnimelech and Teubal 2002) to study Venture Capital and New Technology Based Firms in Nigeria. It offers a history of economic agents, actors activities and linkages in the creation of technology based firms in Nigeria, with due consideration to their economic outcomes and social impacts (Gault 2010).
Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
Edward Musinski
www.futurerating.org
Thank you for your interest in our project!
We are looking forward receiving your feedback and suggestions.
Together we can build a better future!
Best regards,
The Future Europe Team
P.S. Please feel free to forward this information to your colleagues and contacts who may also find our initiative interesting.
17
The Knowledge Transfer Network, (KTN), Monthly Digital and Creative Business Briefing update. Listing support and innovation opportunities for UK Digital Technology Businesses More info: www.ktn-uk.org
U of Utah tech commercialization study (ssrn version)Norris Krueger
This document discusses elements of successful university technology commercialization programs. It begins by providing an overview of the University of Utah's highly successful program that generated over 60 spinouts in 3 years, with 94% still operating.
The document then outlines five key elements of successful technology commercialization programs: 1) Leadership that establishes clear vision and support for commercialization. 2) Understanding and managing the institutional and regional context to leverage resources. 3) Changing the culture to be more market-oriented and entrepreneurial. 4) Engaging the external entrepreneurial ecosystem. 5) Empowering technology commercialization professionals and insisting on private sector leadership.
For each element, the document analyzes the University of Utah's approach, highlighting
This document discusses assessing new product opportunities for both new and existing companies. It covers identifying customer needs, market segmentation, determining first customers, and developing a go-to-market strategy. Key points include evaluating management versus technology, assessing pain killers versus vitamins, overcoming barriers for existing companies, and crossing the chasm to reach the early majority market.
Our HK Foundation's report -- based on a draft provided by the Victor and William Fung Foundation through the work of Fung Business Intelligence Centre
In most companies, strategic management and corporate learning live separate, often even independent lives. This needs to change. The accelerating pace and the unpredictable nature of change have made the traditional strategic planning process obsolete. Today, strategic management has morphed into a complex just-in-time learning process that requires continuous reflection on assumptions and reconfiguration of organizational practices. At the same time, corporate learning is evolving into a key business function, transcending the traditional training and education paradigm.
Sadly, the convergence of the two domains has largely remained a conceptual insight only. It doesn’t need to be that way. In this Power Hour, Roland Deiser, founder of the European Corporate Learning Forum, senior fellow at the University of Southern California and author of Designing the Smart Organization, will share a compelling framework that illustrates how learning leaders can create and nurture structures, mechanisms and policies across the three elements of strategic process — generation, formulation and execution — that make learning a key player in assuring an integrated strategic learning architecture.
Roland Deiser, Founding Chairman, European Corporate Learning Forum
Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
New Technology Based Firms and Venture Capital policy in NigeriaAdebola Daramola
An exploratory research employing systematic evolutionary approach (Avnimelech and Teubal 2002) to study Venture Capital and New Technology Based Firms in Nigeria. It offers a history of economic agents, actors activities and linkages in the creation of technology based firms in Nigeria, with due consideration to their economic outcomes and social impacts (Gault 2010).
Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
1) The document discusses the shift from traditional science diplomacy to innovation diplomacy, as globalization has increased scientific and innovation collaboration internationally.
2) Innovation diplomacy involves assessing risks and opportunities across the entire innovation value chain when collaborating between countries. It also faces challenges of differing intellectual property regimes and incentives between public and private actors.
3) Countries are employing new approaches to innovation diplomacy, including funding collaborative R&D partnerships, policy dialogues, international institutional networks, and addressing global challenges through coalitions. However, formal innovation diplomacy strategies remain rare.
Foresight For Profitable Futures Mark OstrynMark Ostryn
Mark reviews what components drive long term business value: future vision, strategic flexibility, scalability, the team, acquisitions, alliances and partnerships and the creation of barriers to entry.
He then takes a case study approach to review how changes are taking place in education, construction, packaging, bakery and trucking.
Various tools for strategic planning are then considered including scenario analysis, adaptive scenarios, horizon scanning, scoping and competitive intelligence.
These tools are adapted to industry in a "collaborative foresight" framework using scanning, strategic thinking, networking and action planning in order to help entrepreneurs create a future vision.
National Innovation Systems & InstitutionsEbru Basak
This document discusses national innovation systems (NIS) from an institutional perspective. It outlines the development of the concept of NIS and defines it as a network of institutions involved in technology development and diffusion within national borders. A systemic approach views innovation as an interactive and cumulative process involving industry, universities, government and other actors. Institutions play key roles in NIS by providing information, managing conflicts, incentivizing innovation, and channeling resources. The functions and components of NIS vary across countries due to different socioeconomic and cultural contexts.
This document summarizes the key findings of a study on the entrepreneurial dimension of cultural and creative industries in Europe. It finds that small and medium enterprises face significant challenges accessing finance, markets, intellectual property protection, and developing entrepreneurial skills. Recommendations include improving data collection on these industries, providing support for networking and collaboration, and addressing the lack of access to long-term financing and knowledge of market opportunities for small creative businesses.
The document discusses the role of universities in developing successful innovation ecosystems, using Boston as a case study. It notes that Boston has historically been one of the most innovative cities due to its universities and research institutions. It is now the top biotech cluster in the world due to government support, a highly educated workforce, university research funding, and collaboration between academia and industry. Successful innovation ecosystems require regular interaction between science, entrepreneurs, and companies to bring new products and services to market. Universities can play a key role by supporting technology development and entrepreneurship training.
This document examines how the source of a business idea influences venture performance. It hypothesizes that in transitional institutional environments, ideas from policy sources perform better, while in stable environments, market-driven ideas perform better. Survey data from Chinese entrepreneurs supports the hypotheses, finding policy-driven ideas led to better performance during periods of transition, while market ideas worked best when the environment was stable. The findings suggest the source of the business idea deserves more attention in entrepreneurship research.
The VentureWell E-Team Grant & Training Program provides funding and training to multidisciplinary student teams working to commercialize STEM-based inventions. Teams apply for $5,000 grants to develop their technologies and attend a workshop focusing on market validation. Successful teams have potential for significant social and environmental impact. The application requires details on the invention, market fit, team composition, and commercialization plan. Selection prioritizes technical and market feasibility, commercial potential, team expertise, and positive impact. The goal is supporting students in bringing their ideas to market.
Lecture 9 - Evolving policy perspectives on innovationUNU.MERIT
This document discusses different perspectives on science, technology, and innovation policy. It covers neoclassical and evolutionary views of innovation policy, as well as big science projects from World War II. Key topics of technology and innovation policy discussed include which technologies governments should support, intellectual property issues around university research, and whether markets or policies best drive innovation. The document also outlines adaptive innovation policy approaches focused on managing unpredictable innovation outcomes and collaboration across innovation systems.
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
✔️ Opensurvey : Project design, analysis and report drafting
✔️ Startup Alliance : Survey supervision, founder survey, final report review
This document provides an overview and agenda for a webinar about the E-Team Grant & Training Program hosted by VentureWell. It begins with introductions to VentureWell, their mission to support student innovators, and an overview of their various programs. It then discusses details of the E-Team program, including requirements, the application and selection process, intellectual property policies, and examples of successful companies formed by past E-Team grantees. The webinar agenda includes a question and answer period and covers topics like common reasons proposals are rejected to help applicants.
The document discusses the rise of startup accelerator programs to support new technology ventures. It defines accelerator programs as having five main features: an open but competitive application process; provision of pre-seed investment in exchange for equity; a focus on small teams rather than individuals; time-limited support including mentoring and programming; and supporting startups in cohort batches. It notes the rapid growth of accelerator programs since 2005, especially in the US, and signs of replication in Europe. The document aims to better understand and debate how accelerator programs could help transform startup ecosystems.
Why Banks Are Failing the Innovation Test - The Disruption House Research Reportrupertbull
Banks are failing to keep up with innovation when compared to other industries and companies. A study of 65 financial institutions found that the largest global banks lagged other companies and banks in key innovation capabilities like leadership and process innovation. While banks have strategic capabilities, they are not deploying them effectively due to leadership problems and a focus on product over process innovation. The study concludes banks must improve inter-generational leadership, develop new business platforms, use agile processes, engage employees, and create a narrative for change to better innovate.
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
Lecture 10 - Innovation studies and technology policyUNU.MERIT
This document discusses innovation policy, including its definition, objectives, instruments, trends over time, and challenges for developing countries. It defines innovation policy as aiming to promote new products, services, and processes in markets and organizations. The main focus is on economic performance and social cohesion. Innovation policy includes organizational change and marketing policies and is influenced by other policy areas. The document outlines different policy instruments and discusses innovation policy in relation to phases of economic development and industrialization. It also compares systems and neoclassical approaches to innovation dynamics and policy.
A manifesto-for-the-creative-economy-april13Centres-EU
This manifesto aims to identify policies needed to ensure the UK's creative economy thrives in the coming decade. The creative economy is an important part of the UK economy, employing 2.5 million people. However, its success is at risk due to disruption from digital technologies, which have threatened business models and made some UK creative businesses less competitive. UK policy responses have been uncertain. This manifesto argues for a new policy agenda based on constructive relations between technology and creative industries, and updated definitions and data for the digital era. This would help sustain the UK's leading position in the creative economy during ongoing technological change.
How do you align your innovation initiatives with the company's strategic intent? How do you push the companies boundaries yet maintain the essence of what the company does. You use Domaining as a key part of your innovation process.
Intermediation and Disintermediation in the Financing of InnovationFabio Bertoni
This document provides an overview of intermediation and disintermediation in financing innovation. It discusses how venture capital (VC) represents an intermediated form of finance for startups through independent VC funds. Early-stage VC funds play an important role in screening companies and providing value-adding advice to help foster innovation. However, empirical studies on the link between VC and innovation must account for potential reverse causality and endogeneity issues to distinguish whether VC improves innovation or simply seeks out innovative companies. The document also reviews other forms of intermediated and disintermediated finance such as business angels and crowdfunding.
Open Innovation In Financial Services Innovation Summit 2009Saine
The document discusses open innovation in the financial services sector. It notes that knowledge now sits beyond organizational boundaries, requiring a blend of openness and focus on customers. Financial services firms typically have little intellectual property protection, so open innovation can help leverage external knowledge for growth. The document outlines how financial firms can transition to more open business models and innovation processes that integrate external partners and customers.
1. This document outlines a research project examining the links between investment, innovation, and productivity in small and medium enterprises (SMEs).
2. The project will analyze four research questions: what drives innovation in SMEs and the importance of R&D; which types of innovation have the greatest productivity payoffs; how payoffs vary based on public or private funding of innovation; and how intellectual property protection influences payoffs.
3. The project will use data from the UK Innovation Survey matched with other sources to analyze these questions through a series of research papers over 2018-2019.
This document provides an overview of a 50-hour online course called "FinTech 101: Understanding Financial Technologies" created by The Open University in partnership with Innovate Finance. The course aims to educate students on the evolution of financial technology and its impact on the financial services sector. It covers topics such as blockchain, alternative finance models, and the changing roles of banks and regulations. Upon completing the course, students will gain an understanding of key FinTech concepts and trends shaping the future of finance.
1) The document discusses the shift from traditional science diplomacy to innovation diplomacy, as globalization has increased scientific and innovation collaboration internationally.
2) Innovation diplomacy involves assessing risks and opportunities across the entire innovation value chain when collaborating between countries. It also faces challenges of differing intellectual property regimes and incentives between public and private actors.
3) Countries are employing new approaches to innovation diplomacy, including funding collaborative R&D partnerships, policy dialogues, international institutional networks, and addressing global challenges through coalitions. However, formal innovation diplomacy strategies remain rare.
Foresight For Profitable Futures Mark OstrynMark Ostryn
Mark reviews what components drive long term business value: future vision, strategic flexibility, scalability, the team, acquisitions, alliances and partnerships and the creation of barriers to entry.
He then takes a case study approach to review how changes are taking place in education, construction, packaging, bakery and trucking.
Various tools for strategic planning are then considered including scenario analysis, adaptive scenarios, horizon scanning, scoping and competitive intelligence.
These tools are adapted to industry in a "collaborative foresight" framework using scanning, strategic thinking, networking and action planning in order to help entrepreneurs create a future vision.
National Innovation Systems & InstitutionsEbru Basak
This document discusses national innovation systems (NIS) from an institutional perspective. It outlines the development of the concept of NIS and defines it as a network of institutions involved in technology development and diffusion within national borders. A systemic approach views innovation as an interactive and cumulative process involving industry, universities, government and other actors. Institutions play key roles in NIS by providing information, managing conflicts, incentivizing innovation, and channeling resources. The functions and components of NIS vary across countries due to different socioeconomic and cultural contexts.
This document summarizes the key findings of a study on the entrepreneurial dimension of cultural and creative industries in Europe. It finds that small and medium enterprises face significant challenges accessing finance, markets, intellectual property protection, and developing entrepreneurial skills. Recommendations include improving data collection on these industries, providing support for networking and collaboration, and addressing the lack of access to long-term financing and knowledge of market opportunities for small creative businesses.
The document discusses the role of universities in developing successful innovation ecosystems, using Boston as a case study. It notes that Boston has historically been one of the most innovative cities due to its universities and research institutions. It is now the top biotech cluster in the world due to government support, a highly educated workforce, university research funding, and collaboration between academia and industry. Successful innovation ecosystems require regular interaction between science, entrepreneurs, and companies to bring new products and services to market. Universities can play a key role by supporting technology development and entrepreneurship training.
This document examines how the source of a business idea influences venture performance. It hypothesizes that in transitional institutional environments, ideas from policy sources perform better, while in stable environments, market-driven ideas perform better. Survey data from Chinese entrepreneurs supports the hypotheses, finding policy-driven ideas led to better performance during periods of transition, while market ideas worked best when the environment was stable. The findings suggest the source of the business idea deserves more attention in entrepreneurship research.
The VentureWell E-Team Grant & Training Program provides funding and training to multidisciplinary student teams working to commercialize STEM-based inventions. Teams apply for $5,000 grants to develop their technologies and attend a workshop focusing on market validation. Successful teams have potential for significant social and environmental impact. The application requires details on the invention, market fit, team composition, and commercialization plan. Selection prioritizes technical and market feasibility, commercial potential, team expertise, and positive impact. The goal is supporting students in bringing their ideas to market.
Lecture 9 - Evolving policy perspectives on innovationUNU.MERIT
This document discusses different perspectives on science, technology, and innovation policy. It covers neoclassical and evolutionary views of innovation policy, as well as big science projects from World War II. Key topics of technology and innovation policy discussed include which technologies governments should support, intellectual property issues around university research, and whether markets or policies best drive innovation. The document also outlines adaptive innovation policy approaches focused on managing unpredictable innovation outcomes and collaboration across innovation systems.
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
✔️ Opensurvey : Project design, analysis and report drafting
✔️ Startup Alliance : Survey supervision, founder survey, final report review
This document provides an overview and agenda for a webinar about the E-Team Grant & Training Program hosted by VentureWell. It begins with introductions to VentureWell, their mission to support student innovators, and an overview of their various programs. It then discusses details of the E-Team program, including requirements, the application and selection process, intellectual property policies, and examples of successful companies formed by past E-Team grantees. The webinar agenda includes a question and answer period and covers topics like common reasons proposals are rejected to help applicants.
The document discusses the rise of startup accelerator programs to support new technology ventures. It defines accelerator programs as having five main features: an open but competitive application process; provision of pre-seed investment in exchange for equity; a focus on small teams rather than individuals; time-limited support including mentoring and programming; and supporting startups in cohort batches. It notes the rapid growth of accelerator programs since 2005, especially in the US, and signs of replication in Europe. The document aims to better understand and debate how accelerator programs could help transform startup ecosystems.
Why Banks Are Failing the Innovation Test - The Disruption House Research Reportrupertbull
Banks are failing to keep up with innovation when compared to other industries and companies. A study of 65 financial institutions found that the largest global banks lagged other companies and banks in key innovation capabilities like leadership and process innovation. While banks have strategic capabilities, they are not deploying them effectively due to leadership problems and a focus on product over process innovation. The study concludes banks must improve inter-generational leadership, develop new business platforms, use agile processes, engage employees, and create a narrative for change to better innovate.
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
Lecture 10 - Innovation studies and technology policyUNU.MERIT
This document discusses innovation policy, including its definition, objectives, instruments, trends over time, and challenges for developing countries. It defines innovation policy as aiming to promote new products, services, and processes in markets and organizations. The main focus is on economic performance and social cohesion. Innovation policy includes organizational change and marketing policies and is influenced by other policy areas. The document outlines different policy instruments and discusses innovation policy in relation to phases of economic development and industrialization. It also compares systems and neoclassical approaches to innovation dynamics and policy.
A manifesto-for-the-creative-economy-april13Centres-EU
This manifesto aims to identify policies needed to ensure the UK's creative economy thrives in the coming decade. The creative economy is an important part of the UK economy, employing 2.5 million people. However, its success is at risk due to disruption from digital technologies, which have threatened business models and made some UK creative businesses less competitive. UK policy responses have been uncertain. This manifesto argues for a new policy agenda based on constructive relations between technology and creative industries, and updated definitions and data for the digital era. This would help sustain the UK's leading position in the creative economy during ongoing technological change.
How do you align your innovation initiatives with the company's strategic intent? How do you push the companies boundaries yet maintain the essence of what the company does. You use Domaining as a key part of your innovation process.
Intermediation and Disintermediation in the Financing of InnovationFabio Bertoni
This document provides an overview of intermediation and disintermediation in financing innovation. It discusses how venture capital (VC) represents an intermediated form of finance for startups through independent VC funds. Early-stage VC funds play an important role in screening companies and providing value-adding advice to help foster innovation. However, empirical studies on the link between VC and innovation must account for potential reverse causality and endogeneity issues to distinguish whether VC improves innovation or simply seeks out innovative companies. The document also reviews other forms of intermediated and disintermediated finance such as business angels and crowdfunding.
Open Innovation In Financial Services Innovation Summit 2009Saine
The document discusses open innovation in the financial services sector. It notes that knowledge now sits beyond organizational boundaries, requiring a blend of openness and focus on customers. Financial services firms typically have little intellectual property protection, so open innovation can help leverage external knowledge for growth. The document outlines how financial firms can transition to more open business models and innovation processes that integrate external partners and customers.
1. This document outlines a research project examining the links between investment, innovation, and productivity in small and medium enterprises (SMEs).
2. The project will analyze four research questions: what drives innovation in SMEs and the importance of R&D; which types of innovation have the greatest productivity payoffs; how payoffs vary based on public or private funding of innovation; and how intellectual property protection influences payoffs.
3. The project will use data from the UK Innovation Survey matched with other sources to analyze these questions through a series of research papers over 2018-2019.
This document provides an overview of a 50-hour online course called "FinTech 101: Understanding Financial Technologies" created by The Open University in partnership with Innovate Finance. The course aims to educate students on the evolution of financial technology and its impact on the financial services sector. It covers topics such as blockchain, alternative finance models, and the changing roles of banks and regulations. Upon completing the course, students will gain an understanding of key FinTech concepts and trends shaping the future of finance.
By embracing the world of start-ups, students gain valuable skills, experiences, and opportunities that can shape their future. This article explores the importance of digital entrepreneurship and start-ups for students, highlighting the benefits, challenges, and strategies for success.
The document discusses how financial institutions are increasingly looking externally to partner with organizations like FinTech companies, universities, and technology providers to innovate more quickly in response to changing market dynamics. It provides examples of partnerships between banks and these external organizations focused on developing new technologies, products, and business models. The document advocates that financial institutions leverage external partnerships and collaborations to access new ideas, technologies, and talent in order to accelerate their transformation and seize opportunities in the evolving financial services industry.
Financial services institutions recognize that technology will be critical to meeting business goals like efficiency and customer satisfaction, but don't always understand which technologies are relevant or available. A new model from HPE guides FSIs through challenges in deciding where to invest in technology. The HPE FinTech Innovation Model outlines the maturity and adoption levels of technologies like cloud, big data, mobility and security across key areas like customer interaction, operations and payments. It helps FSIs understand where they need to be compared to competitors and assess when technologies are ripe for adoption.
Qu speaker series:Ethical Use of AI in Financial MarketsQuantUniversity
As AI and ML penetrates the financial industry, there are growing concerns about ethical use of AI in Finance. In this talk, Dan will focus on how the AI can be operationalized to help industry professionals and executive teams alike think about opportunities, risks as well as required actions factoring in ethics in our data-driven world.
The document outlines Kenneth Morse's presentation at the 1st Global Competitiveness Forum on ICT as a driver of innovation and entrepreneurship. The presentation discusses desired outcomes of fostering entrepreneurship in Saudi Arabia through partnerships between government, businesses, and startups. It provides examples of technology adoption rates and opportunities for latecomer startups. Key factors for entrepreneurial success are identified. The presentation concludes with a discussion of trends in corporate venturing and partnerships between large firms and startups to drive productivity.
Mit blockchain technologies_online_short_program_brochuredarkmentor25
This document provides information about an online short course from MIT Sloan School of Management titled "Blockchain Technologies: Business Innovation and Application". The 6-week course examines blockchain technology through an economic lens to understand its business applications and opportunities for problem solving. Participants will learn about how blockchain can enable verification and facilitate marketplaces without intermediaries. The course also explores blockchain's implications for digital platforms, privacy, emerging technologies like AI and IoT, and how it can be applied in organizations. It is intended for professionals seeking to understand blockchain's impact and integrate it into business strategies.
This document discusses the rapidly changing landscape of technology in the financial services industry from 2020 and beyond. It identifies 10 key technology trends that will impact financial institutions, including the rise of fintech driving new business models, adoption of blockchain, increased use of customer data analytics, growth of cloud computing and cybersecurity risks. The document urges financial institution executives to develop clear technology strategies to navigate these changes and compete successfully in the future.
Pitched a novel model for establishing a Think Tank to improve the Indian startup ecosystem.
Key goals include:
1) Driving Technology development
2) Studying the co-evolution society and technology
3) Actively collaborating with the government, International community for Policy making and Advocacy.
Collaborated with Vijay Raghavan.
Photo by Jo Szczepanska on Unsplash
Russian business incubator program - The functioning of business incubator o...Vasily Ryzhonkov
The purpose of this document is:
TO ASSESS THE STRUCTURE AND PROCESS AND IDENTIFY THE PARAMETERS
THAT WOULD ENSURE THE SUCCESSFUL IMPLEMENTABILITY OF A NATION WIDE
BUSINESS INCUBATOR (BI)PROJECT IN RUSSIA
• INVESTIGATE THE PROSPECT DEVELOPMENT INCLUDING:
1) COMPETITIVE ANALYSIS OF BIMODELS AND PROCESSES - (SWOT);
2) SITUATION ANALYSIS OF BIIN CANADA,AND EU (CASE STUDIES);
3) EVALUATION OF ‘BI GRADUATES’ –PROCESSES AND FINDINGS AND;
4)ASSESSMENT OF SETTING UP AND OPERATING BI
• SUGGEST OBJECTIVES,DATES,CONSULTATION AND COLABORATION BETWEEN
RUSSIAN AND CANADIAN TEAM S IN AN EIGHT MONTHS STRATEGIC PLANNING
PROCESS
This document provides information about the course "Data Mining in Finance: Intelligent Information Systems and Computer Intensive Methods for Financial Modeling and Data Analysis" taught by Professor Andreas Weigend at New York University's Stern School of Business. The 3 credit course uses lectures, homework assignments, and a group project with a Wall Street firm to introduce students to emerging data mining techniques and their applications in finance. Topics include building and evaluating trading models and managing risk. The course aims to provide both theoretical knowledge and practical experience with these quantitative methods and their use in financial services.
We are pleased to submit a Project that is innovative for both the methodological approach and the modalities of intervention and refer to the below “factors of change”:
A) The new orientations on the theme of poverty eradication,
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Similar to MIT_Fintech_certificate_course_Future_Commerce_information_pack (20)
1. PAGE 1
Massachusetts InstituteofTechnology |SchoolofArchitecture+Planning
MASSACHUSETTS INSTITUTE OF TECHNOLOGY
Fintech certificate course:
Future Commerce
Online and part-time
2. PAGE 2
Technological innovation applied to financial services has created a new wave of
entrepreneurial activity that threatens to change the shape of the global financial
system over the next decade. This disruption is creating new opportunities for both
entrepreneurs and “intrapraneurs” (corporate innovators).
Investment in fintech startups has increased by over 600% over the last 5 years. Joining
the venture capital community, bank spending on innovative technologies is projected
to amount to $19.9 billion in 2017*.
How should key players, decision-makers and disruptors respond to this revolutionary
force, fast gaining ground in economic centres from Asia and North America to Australia
and beyond?
Enter MIT’s Fintech certificate course: Future Commerce
This 12-week online class is designed for those who want to experience, engage with,
and embrace the disruption fintech is bringing to the global economy. Designed for
professionals, entrepreneurs and investors working or consulting within the financial,
banking, and insurance sectors, this immersive online learning experience will empower
you with the knowledge you need to explore and build the future of transactions and
financial technology.
A projectised approach designed for real-world application
During the first half of the course, you will form small groups with fellow students to
collaboratively engage with theoretical material to improve your understanding of the
financial technology industry.
During the second half of the course, you will have the opportunity to apply your
knowledge while completing your capstone project, where you will develop a business
idea that aims to solve a particular problem by producing one of the following**:
1. A Venture Plan / Business Case for either an entre- or intrapreneurial venture
for commercializing a compelling emerging technology opportunity
2. A Prototype Demonstration of a compelling emergent financial technology or
future commerce enabler
3. An Innovation Roadmap looking at the big picture of technology and industry
trends and analyzing the dominant dynamic drivers of innovation
**Note that these projects are completed in project groups. If you wish to work on a project individually, you will need to
apply to do so, and applications will be reviewed on a case-by-case basis. More information about the group project will
be provided during the Orientation Module at the start of the course.
*Sources: KPMG, American Banker
3. PAGE 3
At a glance: the MIT Fintech certificate course:
Future Commerce fact sheet
Prerequisites:
No formal prerequisites, though it is recommended that students should have basic
business knowledge and a broad familiarity with fundamentals of business finance.
Outcome:
A certificate of completion from MIT, as well as a practical portfolio of evidence of
knowledge and competencies gained in the form of your capstone project.
Key focus areas:
8 - 12 hours
per week
12 weeks,
online
$2,300* Starts
6 June 2016
*Tax may be charged on the course fee depending on the student’s country of residence.
• Money and Payments
• Markets
• Marketplaces
• Infrastructure
“You will be exposed to the future of money; with disruptive technologies, like blockchain, leading to
the rise of new currencies. You will explore innovation in financial markets; how new technologies
around data and analytics, for example, are creating the ability to predict the future price of a
security with great accuracy. You’ll have an opportunity to understand how all of this serves and
impacts small to medium-sized enterprises. You’ll investigate what’s going on with identity, privacy
and security, and other areas of financial infrastructure. You’ll also hear from some of the world’s
leading minds on developing new policies around these areas.”
― DAVE SHRIER: MANAGING DIRECTOR OF CONNECTION SCIENCE AT MIT
4. PAGE 4
MIT instructors on this course
Alex “Sandy” Pentland
Founding faculty director of the MIT Connection Science Research
Initiative, which uses network science to access and change real-world
human behavior; and holds a triple appointment at MIT in Media Arts
and Sciences, Engineering Systems Division and with the Sloan School of
Management. He is a founding member of advisory boards for Google,
AT&T, Nissan, and the UN Secretary General, and a serial entrepreneur
who has co-founded more than a dozen companies including two hedge
funds.
Dave Shrier
Managing Director of MIT Connection Science. He leads other new
initiatives for MIT, advises the European Commission on commercializing
innovation and building regional innovation capacity, and counsels
leadership at private and public companies on growth strategies. David
has driven over $8.5 billion of growth initiatives for various Fortune 1000
companies, and has served as CEO or COO/CFO for 6 privately funded
companies.
Brian Forde
Director of Digital Currency at the MIT Media Lab, where he leads efforts
to mainstream digital currencies like Bitcoin through research, as well as
incubation of high-impact applications of the emerging technology.
Joost Bonsen
Lecturer at MIT Media Lab & Founding Research Fellow, Joost is an
innovation ecologist studying and enabling both global ties and
extraordinary effectiveness at all scales of action that matter, from
invention in exploratory research labs and venturing in entrepreneurial
startups all the way through orchestration of innovation ecologies
regionally and globally.
5. PAGE 5
ORIENTATION MODULE:
WELCOME TO THE VIRTUAL LEARNING
ENVIRONMENT
• Get to grips with your new online classroom.
• Meet your Course Teaching Team and get to
know your fellow classmates.
MODULE 1:
INTRODUCTION TO Fintech
• Understand the current state of the four
thematic areas in the fintech ecosystem:
Infrastructure (identity, privacy, security);
money and payments; markets, and
marketplaces.
• Identify the trends and opportunities shaping
the fintech ecosystem.
• Explore how trends in fintech innovation
might influence the near and long-term
futures of various industries.
MODULE 2:
FRAMING AND PITCHING YOUR IDEA
• Apply strategic narrative to tell a story that
inspires change and shifts opinion.
• Learn the best practices for innovation and
problem-solving through intrapreneurship
and entrepreneurship.
• Present a 60-second elevator pitch of an
original idea to solve a problem through a
fintech innovation (based on one of three
project types).
MODULE 3:
DISRUPTIVE BUSINESS SOLUTIONS
• Learn how traditional business models are
being impacted by disruptive technology.
• Explore how specific applications of
disruptive technologies are impacting
financial institutions, customers,
governments and merchants across a wide
range of industries.
• Understand how the application of
blockchain technology is impacting money
and payments.
• Learn about the impact of fintech
innovations within markets and
marketplaces.
What you will learn on this course
Find out more about the learning outcomes you will achieve as you progress through
the 12 modules of this course:
Over and above your MIT instructors, you’ll also hear from leading minds in the field (in
the form of guest lectures), and engage with your course material and fellow students
via tutor-led, intensive small groups and your online discussion forum. You’ll also receive
support from a dedicated Performance Coach to keep you on track with your studies.
6. PAGE 6
MODULE 4:
COMPETITIVE DYNAMICS
• Discover the tools, processes and techniques
of different approaches to competitive
analysis.
• Map out the primary competitors that
influence the fintech landscape.
• Analyse the competitive strategies of the
dominant roleplayers in fintech innovation,
and the trends affecting them.
MODULE 5:
FINANCIAL, ECONOMIC AND
REGULATORY FRAMEWORKS
• Review the principles and best practices
related to cost, revenue, scalability and
financial modeling.
• Compare different financial models to best
represent a particular fintech venture, and
the associated economic considerations.
• Identify key regulatory challenges that impact
the fintech industry, and explore ways of
solving these.
MODULE 6:
SELLING YOUR IDEA TO INSPIRE
ACTION
• Apply advanced strategic narrative
techniques to refine your elevator pitch for a
venture capital audience.
• Gain insight into the future of the fintech
industry and what successful fintech
ventures might achieve over the next 20
years.
Over the course of Modules 7, 8 and 9, students will follow
one of three unique learning paths. These learning paths will
be based on the type of capstone project that groups are
working on, namely crafting an innovation roadmap, writing
a business plan or designing a prototype.
MODULE 7:
CAPSTONE PROJECT: STRATEGIC
ANALYSIS
• Innovation Roadmap: Compile a big picture
analysis of the industry trends in fintech
innovation.
• Business plan: Show how your business
model innovation will create value in a
chosen fintech industry.
• Prototype: Create a problem-solution
statement for your prototype demo.
MODULE 8:
CAPSTONE PROJECT: COMPETITIVE
ANALYSIS
• Innovation Roadmap: Analyse fintech
competitors to formulate a theory of change
that would catapult a company to a market-
leading position.
• Business plan: Compile a competitive
analysis, comparing the current major
participants and dominant drivers in a
particular market.
• Prototype: Conduct a feature-wise analysis of
the product or solution versus key competitors.
MODULE 9:
CAPSTONE PROJECT: MARKET
FORECASTING, FINANCIAL
MODELING AND UNIT ECONOMICS
• Innovation Roadmap: Compare fintech
industry participants in terms of total
demand and relative market share and
propose a Fintech adoption curve.
7. PAGE 7
• Business plan: Create a financial model for a
business plan or business case, delineating
key assumptions of revenue and cost.
• Prototype: Create a unit economics model
that represents the plan for scaling your
fintech innovation venture.
MODULE 10:
CONSOLIDATING YOUR CAPSTONE
PROJECT
• Explore the elements that have contributed
to successful pitches for different contexts
in history.
• Learn about the features that characterise
customer-facing and venture-facing explainer
videos.
• Submit a three-minute explainer video and
written report of your or your group’s fintech
venture.
MODULE 11:
FUTURE DIRECTIONS
• Explore what trends in the field of fintech
will have the most significant impact on the
future.
• Debate ways in which fintech innovations
can have an impact on greater society and
inspire positive change.
MODULE 12:
WRAP UP AND AWARDS
• Reflect on the online learning journey with
your instructors and fellow classmates.
• Celebrate the award-winning pitches and
network for the future.
“There has been an explosion of investment in the fintech industry, and a disruption of the
major business models in several segments, ranging from commercial investment banking,
to insurance, to money transfer. In the last four years, venture capital investment in fintech
has increased more than 600%. You need to understand what’s going on in this highly chaotic
environment. And we can help.”
― DAVE SHRIER: MANAGING DIRECTOR OF CONNECTION SCIENCE AT MIT
8. PAGE 8
Who should take this course?
Senior management, executive associates or directors within the financial services,
banking, and insurance sectors, as well as those working in ecommerce, management
consulting, or within a tech startup. Specific roles that would benefit include: tech
entrepreneurs, senior business directors, managing directors (specifically CIOs and
COOs), senior analysts, senior developers, business unit directors, product managers,
senior software or app developers, business development managers, finance
professionals, and digital strategists operating in the finance sector. General business
managers and other professionals seeking to enter the finance industry would also
benefit from this course.
What is MIT Experimental Learning?
MIT Experimental Learning (MIT XL) is a new program within MIT’s School of Architecture
+ Planning (home of the world famous MIT Media Lab). MIT XL is dedicated to providing
actionable insights and hands-on capabilities enhancement for the working professional,
incorporating MIT’s latest thinking on computational social science and applied cognitive
science to enhance the learning experience. Drawing from MIT’s rich resources in
innovation, technology research, design thinking, and systems thinking, MIT XL seeks to
deliver a world-class learning experience to a global community. MIT XL incorporates
tools and content from MIT Connection Science, a research-led initiative that uses data/
analytics to build better organizations and better societies.
Who is GetSmarter?
GetSmarter is an online education company that collaborates with top-tier Universities
to present career-focused online short courses. Their people-driven approach to
online learning has resulted in an average course completion rate of over 90% across a
portfolio of over 60 university-approved short courses, over 8 years.
9. PAGE 9
How you’ll learn
Every course is broken down into manageable, weekly modules, designed to
accelerate your learning process through diverse learning activities:
Work through your instructional material online
Collaborate with your classmates on your projects via the discussion forum and
online hangouts.
Enjoy a wide range of interactive content, including video lectures, live polls,
scenario simulations, and more.
Investigate current, real-world case studies presented by leading Fintech industry
experts like Chris Larsen (CEO, Ripple), Valery Vavilov, CEO BitFury, Philip Evans,
Senior Advisor, Boston Consulting Group, and more.
Apply what you learn each week in quiz assessments, collaborate activities, and
capstone project group work.
10. PAGE 10
Call: +1 224 249 3522 | Email: getsmarteronline@mit.edu
Contact us
REGISTER NOW
MASSACHUSETTS INSTITUTE OF TECHNOLOGY
Fintech certificate course:
Future Commerce
Massachusetts InstituteofTechnology |SchoolofArchitecture+Planning