Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
Rokoko was founded by Jakob Balslev, Matias Søndergaard, and Anders Klok in March 2014. Initially, they launched a Kickstarter campaign for the Smartsuit Pro.
The mocap (motion capture) company has more than 50,000 users all over the world, ranging from indie creators to some of the biggest names in the business.
Rokoko used this pitch deck to raise a $3M strategic round which was specifically pulled together to bring the creators of Zepeto onto Rokoko’s cap table. The funding round values Rokoko at over $80 million, led by Naver Z.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Stanford VC Unlocked 2023 - Top 8 Mistakes First-Time Fund Managers Make by E...Edith Yeung
Edith Yeung from Race Capital presents Top 8 Mistakes First-Time Fund Managers Make at Stanford VC Unlocked 2023 .
Hope none of us would become Zombie VC 🧟♂️ 🧟♀️ avoid the following mistakes some emerging fund managers make:
- Build a fund based on short term trends
- Mismatch between fund strategy
- Misalignment of incentives and responsibilities
- Excessive optimism in fundraising
- Partner with the wrong LPs
- Failure to execute stated strategy
- Inadequate communication with LPs
- Delayed exits when warranted
Classic business strategy document to help you find your business "sweet spot." Use the presentation to look deeply into your industry and determine how to differentiate yourself from the competition. Based on work of Mchael Porter
Both digital and traditional businesses are constantly evolving, and the need to move fast is a pervasive reality. Delivering what customers want and need goes beyond the creation of delivery channels. In fact, it relies on the company’s ability to produce, consume, organise, understand, curate, and distribute data.
In this presentation, Dan Aragao and Simon Hope provide a glimpse of the journey ThoughtWorks and REA are currently undergoing to create a truly data-centric, cutting-edge digital business.
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
Rokoko was founded by Jakob Balslev, Matias Søndergaard, and Anders Klok in March 2014. Initially, they launched a Kickstarter campaign for the Smartsuit Pro.
The mocap (motion capture) company has more than 50,000 users all over the world, ranging from indie creators to some of the biggest names in the business.
Rokoko used this pitch deck to raise a $3M strategic round which was specifically pulled together to bring the creators of Zepeto onto Rokoko’s cap table. The funding round values Rokoko at over $80 million, led by Naver Z.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Stanford VC Unlocked 2023 - Top 8 Mistakes First-Time Fund Managers Make by E...Edith Yeung
Edith Yeung from Race Capital presents Top 8 Mistakes First-Time Fund Managers Make at Stanford VC Unlocked 2023 .
Hope none of us would become Zombie VC 🧟♂️ 🧟♀️ avoid the following mistakes some emerging fund managers make:
- Build a fund based on short term trends
- Mismatch between fund strategy
- Misalignment of incentives and responsibilities
- Excessive optimism in fundraising
- Partner with the wrong LPs
- Failure to execute stated strategy
- Inadequate communication with LPs
- Delayed exits when warranted
Classic business strategy document to help you find your business "sweet spot." Use the presentation to look deeply into your industry and determine how to differentiate yourself from the competition. Based on work of Mchael Porter
Both digital and traditional businesses are constantly evolving, and the need to move fast is a pervasive reality. Delivering what customers want and need goes beyond the creation of delivery channels. In fact, it relies on the company’s ability to produce, consume, organise, understand, curate, and distribute data.
In this presentation, Dan Aragao and Simon Hope provide a glimpse of the journey ThoughtWorks and REA are currently undergoing to create a truly data-centric, cutting-edge digital business.
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
Economic intelligence and knowledge managementDavid VALLAT
Competitiveness is based on knowledge.
The way companies acquire knowledge from their environment and apply it, will determine their ability to survive into the 21st century volatile, complexe and uncertain world.
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Applying the Wealth Creation Framework to the CEDSnado-web
This presentation was delivered at NADO's 2018 Annual Training Conference, held in Charlotte, NC on October 13-16. For more information, visit: https://www.nado.org/events/2018-annual-training-conference/
A general overview of the Canada Foundation for Innovation grant application assessment process for UBC applicants for the 2015 Innovation Fund. Recommendations for grant applicants to the 2015 Innovation Fund.
Michael Edson @ Forum One: Strategy and AudienceMichael Edson
Presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. November 5, 2009. (This is a copy of the slides actually given at the event. See the Long Version for additional slides.)
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Lecture 6 - Technology, Innovation and Great Power Competition - Autonomy and...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, ONR, Lorin Selby, Maynard Holliday, Bradley Garber,
Lecture 6- Technology, Innovation and Great Power Competition - Unmanned Syst...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, ONR, Lorin Selby, Maynard Holliday, Bradley Garber,
Lecture 5- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, JAIC, DIU, Mike Brown,Nand Mulchandani, Jacqueline Tame
Lecture 4- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, semiconductors, china, applied materials
Lecture 3 - Technology, Innovation and Great Power CompetitionStanford University
Mike McFaul, Russia, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank,
acquisition, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, INDOPACOM, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, China, stanford
Lecture 2 -Technology, Innovation and Great Power CompetitionStanford University
Matt Pottinger, Matt Turpin, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, requirements, stanford, Steve blank, China,Xi Jinping, Tobin
Lecture 1 -Technology, Innovation and Great Power CompetitionStanford University
acquisition, Mattis, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, requirements, stanford, Steve blank, China,
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competition
1. Army Venture Capital Initiative
ORIGINAL PROBLEM STATEMENT
The gap between U.S. and Chinese military innovation is
rapidly closing and poses a threat to U.S. military
dominance specifically in the Indo-Pacific Region.
In order to maintain our capability gap, the U.S. needs to
reevaluate and improve its public venture capital
economic relationship with companies that have
potential for dual-use technologies which can play a vital
role in leading U.S. military innovation.
FINAL PROBLEM STATEMENT
The gap between U.S. and Chinese military capabilities is
rapidly closing and poses a threat to U.S. military
dominance in the Indo-Pacific Region.
In order to maintain our capability gap, the DoD needs to
reevaluate and improve its funding strategies and
partnerships with mid-stage private companies that have
potential for dual-use technologies, which will play a vital
role in catalyzing U.S. military innovation.
Team 1 – Interviews: 54
Leopold van den Daele
BA Product Design ‘24
Sophia Danielpour
BA Economics ‘24
Joshua Vanderlip
GSB MSx ‘21
Andy Yakulis
GSB MSx ‘22
2. 2
Sclerotic AVCI
design:
beholden to too
many interests
Private vs
Public Sector:
AVCI 2.0 is
doomed to fail
Unfair Adv:
What is AVCI’s
unfair
advantage?
Value Prop:
AVCI’s DoD
connections
and culture
Need Found:
B-C stage,
Partnerships &
Support
Functional
Ecosystem:
Afwerx, DIU, all
promote DI
Advisory
Boards:
empowering
management
team
Bureaucratic
Overreach: Can
AVCI ever really
be lean?
Incentives: Who
is running this
and why?
What’s at stake?
System wide
inertia: Difficult
to enact durable
change
Andy
Sophia
L
e
o
p
o
l
d
Joshua
Real Potential:
AVCI as an
unprecedented
opportunity
Ineffectual
management
structure:
Crowded
The right
stage?: Seed
and Series A or
B-C?
Management
workaround:
Incentives and
structures
redesigned
Management
receives Carry:
restructures
incentives
Stage Pivot:
Series A-C
It’s a culture
question: Mil
should adopt
VC’s lean
structure
Potential
workaround:
Incentive and
management
structure
Identified
Investment
Thesis:
Incentivize
Innovation
AVCI Team Journey Map
Fall 2021
Management
Structure and
conflicts of
interest:
Potentially
Peter’s Recs:
Apolitical and
helpful moving
forward
Tax Incentives:
Promotes tier 1
VC firm
engagement
Identification of
Relevant
Investment
Stage: Later
stage?
Team
Assumed Tested Applied
Management
Redesign: AVCI
structural
workarounds
Intricacy and
Incentives:
systems needs
redesign
Team Journey Map
3. 3
Understanding the Problem: Great Power Concerns Require Innovation
• The U.S. has ventured into a new era of competition with
its adversaries, namely Russia and China, fought in
cyberspace and in the economic and acquisition domains.
• Now, more than any other era in history, the United States
must rally its innovation base to maintain its edge and, in
some areas, keep pace with its adversaries.
• Chinese technology innovation is advancing rapidly and
may outpace the United States if it does not take drastic
measures to incentivize innovation.
The Sputnik moment has passed.
4. 4
Sclerotic AVCI
design:
beholden to too
many interests
Private vs
Public Sector:
AVCI 2.0 is
doomed to fail
Unfair Adv:
What is AVCI’s
unfair
advantage?
Value Prop:
AVCI’s DoD
connections
and culture
Need Found:
B-C stage,
Partnerships &
Support
Advisory
Boards:
empowering
management
team
Bureaucratic
Overreach: Can
AVCI ever really
be lean?
Incentives: Who
is running this
and why?
What’s at stake?
System wide
inertia: Difficult
to enact durable
change
Andy
Sophia
L
e
o
p
o
l
d
Joshua
Real Potential:
AVCI as an
unprecedented
opportunity
Ineffectual
management
structure:
Crowded
The right
stage?: Seed
and Series A or
B-C?
Management
workaround:
Incentives and
structures
redesigned
Management
receives Carry:
restructures
incentives
Stage Pivot:
Series A-C
It’s a culture
question: Mil
should adopt
VC’s lean
structure
Potential
workaround:
Incentive and
management
structure
Identified
Investment
Thesis:
Incentivize
Innovation
AVCI Team Journey Map
Fall 2021
Management
Structure and
conflicts of
interest:
Potentially
Peter’s Recs:
Apolitical and
helpful moving
forward
Tax Incentives:
Promotes tier 1
VC firm
engagement
Team
Assumed Tested Applied
Management
Redesign: AVCI
structural
workarounds
Intricacy and
Incentives:
systems needs
redesign
Team Journey Map: First Major Discovery: DoD’s innovation ecosystem
Identification of
Relevant
Investment
Stage: Later
stage?
Functional
Ecosystem:
Afwerx, DIU, all
promote DI
5. 5
First Major Discovery: DoD’s Innovation Ecosystem is Fatally Flawed
• Small business DoD innovation is misaligned with the goal of maintaining
competitive military advantage: un-enticing investment check size, an archaic and
risk averse DoD acquisitions ecosystem, and a fear of the loss of intellectual
property.
• Venture Capital (VC) firms do not want to invest in solely DoD-only companies:
investment returns face speed and risk levels that are unacceptable.
• DoD attempts to spur innovation have merely created a system of innovation
tourism, almost exclusively focused on early-stage ventures.
• The Defense Primes are best suited for the procurement of large material solutions,
not innovative technology, and they have a systemic choke on R&D funding through
ineffective requirements based “innovation”.
7. 7
Sclerotic AVCI
design:
beholden to too
many interests
Private vs
Public Sector:
AVCI 2.0 is
doomed to fail
Unfair Adv:
What is AVCI’s
unfair
advantage?
Value Prop:
AVCI’s DoD
connections
and culture
Functional
Ecosystem:
Afwerx, DIU, all
promote DI
Advisory
Boards:
empowering
management
team
Bureaucratic
Overreach: Can
AVCI ever really
be lean?
Incentives: Who
is running this
and why?
What’s at stake?
System wide
inertia: Difficult
to enact durable
change
Andy
Sophia
L
e
o
p
o
l
d
Joshua
Real Potential:
AVCI as an
unprecedented
opportunity
Ineffectual
management
structure:
Crowded
The right
stage?: Seed
and Series A or
B-C?
Management
workaround:
Incentives and
structures
redesigned
Management
receives Carry:
restructures
incentives
Stage Pivot:
Series A-C
Identified
Investment
Thesis:
Incentivize
Innovation
AVCI Team Journey Map
Fall 2021
Management
Structure and
conflicts of
interest:
Potentially
Peter’s Recs:
Apolitical and
helpful moving
forward
Tax Incentives:
Promotes tier 1
VC firm
engagement
Identification of
Relevant
Investment
Stage: Later
stage?
Team
Assumed Tested Applied
Management
Redesign: AVCI
structural
workarounds
Intricacy and
Incentives:
systems needs
redesign
Team Journey Map: Second Major Discovery: Uncovering AVCI “1.0”
Potential
workaround:
Incentive and
management
structure
It’s a culture
question: Mil
should adopt
VC’s lean
structure
Need Found:
B-C stage,
Partnerships &
Support
8. 8
Second Major Discovery: Uncovering AVCI “1.0”
● 2002 NDAA Section 8150 authorized an Army Venture Capital Arm
○ OnPoint Technologies was founded as a non-profit, managed by for-profit VC Firm,
Arsenal Venture Partners
○ US Army was the “Strategic Investor”
● Communications and Electronics Command (CECOM) served as:
○ Principle interface with AVCI
○ Admin and Contracting Support
● 2002: $25.4 Million // 2003: $12.6 Million // 2004: $10 Million
○ Investments intended to provide: “The Service’s continued need for new power
and energy solutions”
Could the Army Venture Capital Initiative be a solution despite the ghosts of the past?
9. 9
First Organization of AVCI Had Deep Structural Issues
Fund & Check
Size
Poor
Management
Misaligned
Incentives
Flawed
Investment Focus
Lack of Oversight
& Guardrails
1 2 3 4 5
10. 10
Sclerotic AVCI
design:
beholden to too
many interests
Private vs
Public Sector:
AVCI 2.0 is
doomed to fail
Unfair Adv:
What is AVCI’s
unfair
advantage?
Value Prop:
AVCI’s DoD
connections
and culture
Need Found:
B-C stage,
Partnerships &
Support
Functional
Ecosystem:
Afwerx, DIU, all
promote DI
Advisory
Boards:
empowering
management
team
Bureaucratic
Overreach: Can
AVCI ever really
be lean?
Incentives: Who
is running this
and why?
What’s at stake?
System wide
inertia: Difficult
to enact durable
change
Andy
Sophia
L
e
o
p
o
l
d
Joshua
Real Potential:
AVCI as an
unprecedented
opportunity
Ineffectual
management
structure:
Crowded
The right
stage?: Seed
and Series A or
B-C?
Management
workaround:
Incentives and
structures
redesigned
Management
receives Carry:
restructures
incentives
Stage Pivot:
Series A-C
It’s a culture
question: Mil
should adopt
VC’s lean
structure
Potential
workaround:
Incentive and
management
structure
Identified
Investment
Thesis:
Incentivize
Innovation
AVCI Team Journey Map
Fall 2021
Management
Structure and
conflicts of
interest:
Potentially
Peter’s Recs:
Apolitical and
helpful moving
forward
Tax Incentives:
Promotes tier 1
VC firm
engagement
Identification of
Relevant
Investment
Stage: Later
stage?
Team
Assumed Tested Applied
Management
Redesign: AVCI
structural
workarounds
Team Journey Map: Refining a Solution
Intricacy and
Incentives:
systems needs
redesign
12. 12
Final Problem Statement
The gap between U.S. and Chinese military innovation and
capabilities is rapidly closing and poses a threat to U.S.
military dominance specifically in the Indo-Pacific Region.
In order to maintain our capability gap, the U.S. DoD needs to
reevaluate and improve its public venture capital economic
relationship funding strategies and partnerships with companies
with mid-stage private companies that have potential for
dual-use technologies which can play a vital role in leading , which
will play a vital role in catalyzing U.S. military innovation.
13. 13
Proposed New Structure for AVCI & Associated Recommendations
Board of Trustees
→ Advisory Board
ATWG Advises
Tech Roadmap
ASA(ALT) →
NVCA and DIN
Contracting Support:
CECOM → Army
Futures CMD
1 2 3 4
14. 14
Final Recommendation: Go All In on AVCI “2.0”
Reaffirm and Improve Authorities Through Renewed Congressional Support
Create a Competitive $750m AVCI Evergreen Fund
Invest in Mid-Stage Companies Creating Dual-Use Technologies
Empower and Incentivize the Management Team
Encourage Creation of Dedicated Sidecar Fund and Co-investing From Large Firms
Create a DoD Funded competitive 750m Venture Capital Evergreen Fund
focused on investing in mid-staged dual use technologies.
1
2
3
4
5
15. 15
DoD Wide Recommendations
Fund and Leverage AVCI 2.0 managed by 2nd Front, Inc via Army Futures
1
Encourage Larger Investments in Mid-Stage, Dual-Use Companies
2
Propose parallel 501(c)(3) Venture Capital Arms for Each Military Branch
3
Appropriately Fund and Encourage NSIC (DIU) to Use Existing Authorities
(2019 NDAA) For Equity Investing Similar to the AVCI Model
4
16. Questions?
Leopold van den Daele | Sophia Danielpour | Joshua Vanderlip | Andy Yakulis
November 30, 2021