Добірка наукової літератури з теми "Deep Tech Start-up"

Abstract This business research case introduces Cogent Labs, a Japanese high-tech start-up that provides AI-driven technologies, is making the critical transition from an entrepreneur-driven to a mature management-run organization, the company’s business context and technology development. That requires to harmonize the entrepreneurial and managerial capacity, by a collaborative approach integrating cross-functional product teams. The high-tech start-up has demonstrated ability to overcome the transitional stage of the first entrepreneurship to stability and sustainability through the management, while at the same time keeping innovation by adding Natural Language Processing and Times-Series developments, and creativity; rapidly developing new products. The business case demonstrates that in the start-up to managerial transition of a high-tech start-up the key success factor lies in the motivation and coordination of the different professional cultures -scientific and engineering- that should collaborate in the AI research and fast development of viable products. The method is based on interviews conducted with key executives and a strategic analysis of the firm and its rapidly evolving context in terms of artificial intelligence (AI) and deep learning. The start-up company develops AI-based applications like Tegaki AI, supporting their initial clients from the financial sector in the incremental automation of business processes, based on AI-and Internet of Things (IoT)-driven business processes. Tegaki AI triggers non-strategic business decisions through optical character recognition (OCR) and optical handwriting recognition (OHR) algorithms that show 99.2% accuracy. This business case describes the context of entrepreneurship ecosystems in Japan and the economic emergence of business smartization solutions through the new AI paradigm and OHR.

Mit dem unabhängigen Start-Up e.GO Mobile wollen wir die Mobilitätswende vorantreiben. Kann in Europa überhaupt ein Start-up in der überregulierten, kapitalintensiven Deep Tech Branche Automobilbau erfolgreich sein? Können die riesigen Markteintrittsbarrieren der Automobilbranche von einem Newcomer überwunden und hinreichende Einzigartigkeiten und Wettbewerbsvorteile erreicht werden? Inwieweit sind weit verbreitete und akzeptierte Prinzipien und Theorien der Betriebswirtschaftslehre hier gültig bzw. anwendbar? Oder führen sie sogar in die falsche Richtung? Ich beschreibe unseren Feldversuch mit der e.GO Mobile SE, die ich 2015 auf dem RWTH Aachen Campus gegründet habe. Ein e-Auto Hersteller und Betreiber, der angetreten ist um die emissionsfreie, bezahlbare und wirklich nachhaltige Mobilität anzubieten. Der 2019 kurz zum Unicorn wurde und dem 2020 in der Pandemie vorübergehend das Geld ausging. Ich berichte, wie wir Markteintrittsbarrieren der Autoindustrie überwunden und uns über unsere Einzigartigkeiten finanzierbar gemacht haben. Haben wir daraus Wesentliches gelernt? Absolut ja! Das will ich mit diesem Beitrag teilen.

Learning outcomes Using the case, students will learn about the following topics: identification of the right shareholder for a start-up. Need for a tech co-founder for an app-based start-up. Delay in building the right team at the right time. Lack of preparedness; a start-up’s challenges in identifying the business model. What was the real pain point (problem identification)? Did the solution meet market expectations (solution quality)?; consumers’ usual social habits. How do people’s habits hinder a product’s survival in the market? Why do consumers continue to behave the same way they have? Technology-related constraints. Case overview/synopsis KnoDues was a mobile application (app)-based start-up in the domain of split expenses. The business idea germinated in early 2015 and became a reality toward the end of 2015. In a developing country context, the case provides rich insights into lean vs traditional start-up formation, founders’ knowledge, opportunity identification, product development and investment. India is a growing economy with ever-increasing smartphone users and internet consumers. Despite its deep-rooted rural-urban divide in the usage of modern technologies, India possesses a vast market opportunity in big cities. Rightly so, KnoDues intended to target the urban youth (between 15 and 35 years of age) population. Although KnoDues was not a unique product or the first of its kind, the founders perceived it to be the “first mover” in the Indian market. In its initial days, the product received an overwhelming response from accelerators and business-plan judges. Although KnoDues achieved more than 20,000 downloads by the end of 2016, customer retention and attracting investors became a difficult task. Founders felt that the difficulty was because of people’s “usual social habits,” and inadequate revenue model. Toward the end of 2017, KnoDues’s founders contemplated on ceasing their business. Complexity academic level Undergraduate, postgraduate and executive. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

The European Innovation Council (EIC) was launched as part of Horizon Europe in March 2021 in order to identify and support novel technologies and innovations. In February 2022 the European Commission (EC) adopted the EIC's 2022 work programme, which provides funding opportunities and boasts new features compared to last year's programme. These new opportunities include increased funding for breakthrough innovators with a focus on creating new markets, a scale up initiative for deep tech companies and extra emphasis on support for women innovators. Mariya Gabriel, Commissioner for Innovation, Research, Culture, Education and Youth, said: 'The work programme for this year is backed by the biggest ever annual funding for visionary entrepreneurs and researchers, as well as new measures to support female innovators and scale-ups.' Indeed the funding available for 2022 for start-ups and small and medium enterprises (SMEs) is €1.16 billion, and more than €480 million is available for transnational research collaborations. This funding is organised into three categories: categories: the EIC Pathfinder, the EIC Transition and the EIC Accelerator. The EIC Pathfinder supports visionary thinking around innovative new technologies while the EIC Transition supports innovations in and beyond the lab and the EIC Accelerator supports SMEs, with a focus on startups. In addition to financial support, the businesses receive expertise and assistance with scaling up their innovations. New to the 2022 work programme is an expansion of the definition of women-led companies. Another component of the extra support to female innovators is the development of an innovation gender and diversity index to identify gaps and stimulate diversity within companies.

ElectraMetTM is on a mission to apply advanced carbon electrode technologies to deliver targeted solutions for sustainable water treatment while delivering superior performance and reliability to its customers. We are a venture-funded start-up based in Lexington, Kentucky from core technology developed at the University of Kentucky. Founded in 2014 after winning a local pitch competition, we have grown to more than 20 employees with a standalone manufacturing facility, which is a contrast from our start in a small lab-space at the University of Kentucky’s Advanced Science & Technology Commercialization Center (ASTeCC) incubator. Much of our success is owed to federal SBIR awards, state matching grants, and the Bluegrass Angels, without which, we would not have realized the growth we are at today. This summer, we closed a $6MM Series B financing round, led by HG Ventures, to meet the rising demand for sustainable industrial water treatment, accelerate corporate partnerships, and expand operations. Over the past 7 years, we have commercialized two product offerings, INCION® and ElectraMetTM, both based on patented carbon electrode technology. INCION® is an electrochemical device for water softening that employs the principles of inverted capacitive deionization (i-CDI), removing calcium and magnesium from water streams without the use of membranes, thus eliminating issues associated with scaling.1 , 2 ElectraMetTM is an electrochemical filter for targeted metals removal, with an initial focus on lead, chromium, and copper.3 Industrial applications range from electroplating to semiconductor manufacturing to mining. Figure 1 depicts the progression of our device design over time and Figure 2 shows representative data for copper removal from wastewater at an electroplating facility for over 1000 gallons treated. The path to commercialization has not been without its challenges, both technical and business facing. When it comes to scaling up any technology, there is a lot of work involved, and the process is not trivial. This is especially true for electrochemical systems, whose behavior is often dramatically affected by electrode spacing and localized kinetics. To better predict results in the field, we use equivalent process parameters to evaluate performance at the lab-scale (ie. flow rate, current efficiency, etc.), in conjunction with fundamental electrochemical studies (eg. chronoamperometry). These methods have provided a reasonable correlation between results obtained in the lab and at industrial sites. Through trial and error, as well as focused R&D projects, we have had to delve deep into materials selection, electrode design, electronics, controls, and pre-treatment options, among other things. In this presentation, we want to share our journey from idea to product, with the hope of providing insight into what it takes to succeed in commercializing an electrochemical device. References: Gao, A. Omosebi, J. Landon, and K. Liu, Energy Environ. Sci., 8 (3), 897-909 (2015). Omosebi et al., Environ. Sci. Water Res. Tech., 6 (2), 321-330 (2020). Boehme, C. Lippert, and J. Landon. “Faradaic Porosity Cell.” U.S. Patent 16/520,340 & PCT/US2019/043129, filed July 23, 2019. Figure 1

It was a challenge to write about my father without going through a mixture of emotions and memories. Our father-daughter relationship was far from perfect; we had our fair share of misunderstandings—him being the disciplinarian of the family, and me being the youngest and rebellious daughter. My father was an introvert— he would rarely say “I love you” or give us hugs growing up. Rather, he would show his affection for my sister and me through his subtle but caring ways. I can still vividly remember one afternoon when we were kids, he came home from the hospital and my sister and I welcomed him home with hugs, only to be rejected by him. After seeing us with sad faces (and prodding from our mother), he had to explain the reason why he didn’t return our hugs was because he didn’t want to pass on the microbes which he may have been exposed to at the clinic. In retrospect, there were a lot of times I would misinterpret his well-meaning paternal actions Youngest in a brood of four, and born of a family of lawyers, Robie Zantua chose to become the first doctor among his Velasco-Zantua roots. While his older siblings would spend secondary school in Manila, he was left in Talisay, Camarines Norte under the care of his maternal aunt for his primary schooling. He would laughingly tell us that because he was a year younger than his classmates, his teacher had to test him before accepting him in school — he was able to read “buto” (seed) without difficulty (buto is ‘penis’ in his native dialect). In hindsight, it was probably because he grew up alone and had to do things independently at a young age that as an adult, he found it hard to ask for favors from others. On one occasion while I was still a medical clerk, he invited me to observe his emergency OR (a case of foreign body impaction of a balut). When we arrived at the ER, we saw that the patient was yet to be prepared for OR— he was not yet even hooked to the I.V. fluid. To my surprise, he asked for I.V. needs from the ER nurse and inserted the I.V. catheter himself, hooked the I.V. fluid; and on to the operating theatre we went. Years later, I realised if that happened in the government hospital where I trained, it was a sure Sunday duty for the ER resident; but Tatay did not make a fuss out of it and went to address the more important matter— performing the emergency procedure. He was ‘tubong Bicol’; his original plan was to return to Camarines Norte after his ENT residency training in PGH—a promise he made to the late Dr. Mariano Caparas. This plan however had to change, to Dr. Caparas’ dismay, in order to grant my mother’s request that they build their medical practice and start a family in her hometown at Santa Rosa, Laguna. My mother and father became a huge part of each other’s lives. My parents were not expressive when it came to their emotions for each other, but it was a marriage filled with love. In fact, up to the last remaining days of my dad in the ICU, the family distantly celebrated our parents’ 41st wedding anniversary with cut flowers from the garden which he religiously tended. They shared the same undergraduate course— they were both B.S. Pre-medicine majors in UP Diliman— and then later on became classmates in the UP College of Medicine Class of 1976. Their love for each other were shown in the simplest ways, and these would turn to be the finest memories with Tatay. When they would do their morning strolls on Bagasbas beach, they would do so holding each other’s hands. Of course back then I cringed at the sight but deep inside, I hoped for the same when I became married. Later in life and especially during the pandemic, my parents would complement each other’s tasks at home; my dad would lovingly prepare meals for the household and tend the garden while my mom would mainly take care of the grandchildren. My father was a homebody, a great family man, and as my mother would say, he did simple things in extraordinary ways, especially those which involved his grandkids. When he wore his work hat, he was strict and at times difficult, especially when he was passionate about a certain topic. He could be ill-tempered and be a source of conflict, and this was because he was strong-willed, and vocal about his ideas. His boon and bane. As an ENT consultant, he became active in the academe, research and established his practice in Laguna and Manila. He was invited by the late Dr. Llamas to teach in the UST College of Medicine and helped establish ORL as an independent department. Later on, he joined the University of Perpetual Help College of Medicine along with Dr. Fita Guzman. He spent the majority of his working years as an active faculty in two institutions, a laudable feat which only the hardworking ones can pull off. He also became the president of AHNOP and was very passionate in the field of head and neck surgery. While it was very unfortunate that my father succumbed to COVID and its complications, I choose to remember him as a man whose life was dedicated to us, his family. We were blessed to have him as the head of our family, we are forever grateful for the man we call Tatay— the man who would tirelessly cook Bicolano dishes for us, the man who would patiently and lovingly make sure we were always safe and healthy, the man who would go out of his way and put himself last just to make sure his family was well taken care of. His love was definitely felt by everyone in the family, and I sure hope he felt the same way. May his legacy live on through his children and grandchildren. We love you beyond words, Tatay.

This interview was conducted at the famous Lotus Clinic at Mumbai. Interview of Dr DD Tanna (DDT) was personally conducted by our Editor Dr Ashok Shyam (AK). It was an interesting two hours talk in late evening and we are presenting here the salient features of the interview. AK: First let me thank you for this interview. Let’s begin by asking about your family and where you grew up? DDT: I grew up in Kalbadevi area in Bombay in a typical Gujrati locality. I had four brothers so we were five of us together with my father and mother. At that time education was not something very popular in our family and when I graduated I was among the handful in 2 mile radius and when I completed post-graduation there were none in the entire area. The trend was that people used to go to college just for the stamp of collage and then join the father business. But I was a good student and so I did complete my studies AK: Tell us something more about your childhood? DDT: I had a very eventful childhood, we used to play many sports. I was very good at cricket and even at medical college I was captain of the cricket team. But along with cricket I played many local sports kho-kho, langadi, hoo-to-too, football, volleyball, swimming etc. Didn’t get chance to play hockey but I did play everything I came across. AK: I understand you have seen Mahatma Gandhi and heard him speak. Please share your remembrance of that? DDT: Once Gandhiji was holding a meeting in Bombay and my father said to me ”let’s go see Gandhiji”. I went with him and there was a huge crowd and I felt quite uncomfortable. I wanted to leave when my father said to me ‘why are you afraid of the crowd, these are all your fellow human beings, not cattle herd”. That statement touched me very much and till today, I am not afraid of any crowd. Understanding that all are my fellow human beings, took away my stage fright forever. I can speak my thoughts clearly and without fear and I can dance with the crowd with equal ease. I have seen Mahatma Gandhi at close distance and he appeared to be a very frail man. At first I wasn’t impressed, but then I realised that this frail man can have the huge crowd following him just because of his thought process. That understanding has helped me a lot in my life. AK: So why did you become a doctor, what was your inspiration? DDT: I was good in studies and in those days there were only two choices either to be an engineer or to be a doctor. I had decided that I would be an engineer with no doubt in my mind. One day one of my uncles, who happened to be an engineer, visited us. When asked I told him my intention to become an engineer, to which he replied ”In that case you have to take up a government job all your life”. In those days the only scope for an engineer was to be in government job, but the idea of being a enslaved for life by an organisation was something I couldn’t accept. My freedom was very dear to me and overnight I changed my decision and pledged to become a doctor. AK: How was your MBBS term? Why did you choose orthopaedic surgery? DDT: I was quite casual in MBBS and was more involved in sports. I got serious in last year to get good grades. Frankly speaking there were none who influenced me in the undergraduate college. After joining medicine developed a natural liking to surgery and always wanted to become a surgeon. Doing general surgery and then super specialisation for another two years seemed to be a long time. Orthopaedic surgery was a new branch at that time and offered direct super specialisation. And so I joined orthopaedic surgery. AK: What were your early influences in medical college? DDT: I wasn’t a very serious student in medical college. Possibly I became a bit serious in my last year of MBBS to score marks to get the branch of my choice. After MBBS and before joining post-graduation I had some spare time at hand which I utilise in reading. That period was a period of change I my life. I read authors like Bertrand Russel who had a major influence in my life. I read ‘Altas shrugged’, ‘We the Living’, and ‘Fountainhead’ and these three books had deep impact on me. I also read The Manusmrti’s specifically for their philosophical treatise and not the religious aspect. I still like to ponder on these philosophical aspects from time to time. By the time I joined as an orthopaedic registrar, I was a pretty serious person. In first 6 months of my orthopaedic residence I was fascinated with basics specially the histopathological aspect of orthopaedics. I read all about the histiocytes, the fibroblasts etc and even today I still think in these terms when I think about orthopaedics. AK: You joined the B Y L Nair Hospital, Mumbai in 1965. Tell us something about your life at Nair Hospital? DDT: Well in fact I passed my MS in 1965. I joined possibly in 1954 as a medical student. I was a student, house surgeon, lecturer, honorary surgeon all at Nair hospital. I was one of the youngest consultant as I became consultant at Nair hospital at age of 28, merely 8 months after passing MS exams. Possibly God was kind to me. Nair hospital was a decent place, but it became a force once Dr KV Chaubal joined Nair. Earlier KEM hospital had big name because of Dr Talwalkar and Dr Dholakia. I was lecturer when Dr Chaubal joined. He changed Nair hospital with his modern and dynamic approach. He gave me an individual unit within 3 years. Our rounds would be more than 4 hours in Nair hospital and had great academic discussions. AK: We have heard about a very famous incident when you operated Dr Chaubal? Do tell us something about that DDT: Well Dr Chaubal was suffering from a prolapsed disc and he had taken conservative management for some time with recurrent episodes. At one point we went ahead and got a myelogram done (no MRI in those days), and a huge disc was diagnosed. He called me the next day and asked to operate on him. I was 10 years his junior and moreover he was my boss and there were many more senior surgeons who were available. It came as a shock to me that he would chose me to operate on him [and of course it was an honor to be chosen]. Dr Laud and Dr Pradhan assisted me in operating him and it was big news at that time AK: You were pioneer in bringing C-arm to India? Tell us something about the C-arm Story? DDT: We used to do all surgeries under X ray guidance in those days, at the most we had 2 x-rays set together by Dr Talwalkar to get orthogonal views. I used to go to USA and they would do all surgeries under C-arm. I came back and contacted Mr Kantilal Gada who used to manufacture X ray machines. He agreed to try to make a C arm if I pay him one lakh rupees [in those days]. The condition was if he succeeded, he would give the c arm to me at no profit rate and if he failed my money would be lost. He did succeed and we had India’s first C-arm at my place. It helped me at many times in clinical practice. One specific incidence about an Arab patient who had a failed implant removal surgery previously and Icould remove the implant within 30 mins because I could clearly see the distal end of the nail entrapped. This patient was a friend of The Consulate General of UAE and since then I started getting lot of patients from there. So that was a wise investment I think. AK: You were specifically instrumental in developing trauma surgery in India. Why focus of Trauma Surgery? DDT: Dr Chaubal the first person to start trends in everything. At first we were spine surgeons as Dr Chaubal was very interested in spine surgery. Dr Bhojraj and Dr VT Ingalhalikar were our students. I was one of the first people to do total hip and total knee surgeries very soon after Dr Dholakia did it for the first time in India. But somehow I felt these surgeries did not hold much challenge. Trauma surgeries were challenging and each case was unique and different. So I decided to stick to trauma surgery for the sake of sheer joy of intellectual and technical challenges it offers. AK: A lot has happened in the field of Orthopaedic Trauma in and you are witness to these growth and development. What according to you are the important landmarks in History of trauma Surgery? DDT: Interlocking is the major change. I used to go to AAOS meeting every year where people were talking about interlocking when we were doing only plates. I decided to make an interlock nail by drilling holes in standard K nail. There was no C-arm in those days and surgeries were done on X rays. We got a compound fracture tibia and I made a set of drilled K nails for this patient as per his measurements. We successfully did the static locking using K nail in this patient. We slowly developed the instrumentation and jigs for it and developed commercially available instrument nail. Interlocking spread like wild fire and I was called as the Father of Interlocking Nail in India. AK: Your specific focus was on Intramedullary nailing and you have also designed the ‘Tanna Nail’ How did you think of designing the nail? Tell us about the process of designing the nail, the story behind it? DDT: Like said above, I developed the nail and instrument set with one Mr Daftari in Bombay. This was sold as ‘Tanna nail’ in Bombay. Slowly implant companies from other states also copied the design and started selling it as ‘Tanna NAIL’. I had no objections to it and I didn’t have a copyright anyway. Slowly I phased away the name as the design progressed and asked them to call it simply interlocking nails. AK: You are known for Innovation. Tell us something more about it? DDT: I specifically remember C-arm guided biopsy which I used successfully for tumor lesions. The same principle I used for drilling osteoid osteoma under CT guidance, which avoided an open surgery. There are many more technical tips and surgical techniques that I have been doing and some of them are listed in my book named ‘Orthopaedic Tit Bits’ AK: The last two decades have seen a tremendous increase in the choices of implants available in the market. Many of these implants were sold as the next “new thing”. Do you feel these new implants offer justifiable and definite advantage over the older ones? How should a trauma surgeon go about this maze of implants and choose the best for his patients? DDT: There is no easy way to do that, because most implants comes with a huge propaganda and body of relevant research. Many senior faculties will start talking about it and using it. For example, distal femur plates have now reported to have 30% non-union rate. Earlier I had myself been a strong supporter of distal femur plate but through my own experience I saw the complications. Now I feel the intramedullary nail is better than the distal femur plat in indicated fractures. Same with trochanteric plates or helical screws in proximal femur fracture. So we learn the hard facts over a period of time and by burning our own hands. But then you have to be progressive and balance your scepticism and enthusiasm. In my case the enthusiasm wins most of the time. AK: Share your views on role of Industry in dictating terms to trauma surgeons? DDT: I feel it’s very difficult to bypass the industry. Also because the industry is supported by orthopods. But again like I said we learn from our own errors and something that does not have substance will not last for long. For example clavicle plating, I supported clavicle plating for some time [and it felt correct at that time], but now I do not find wisdom in plating clavicle and so I have stopped. So I believe it’s a process of constant learning and also realising and accepting mistakes. Once I was a great proponent of posterolateral interbody fusion (PLIF) in spine but after few years of using it I realised the fallacy and I presented a paper in WIROC (Western India regional orthopaedic conference) titled ‘I am retracting PLIF’ and it was highly appreciated by the audience. AK: Tell us about your move toward joint replacement surgeries? DDT: I was one of the first one after Dr Dholakia to start joint replacement surgeries in India and I continue to do many joint surgeries. And of course ‘cream’ comes from joint replacement surgeries (laughs heartily) AK: You have been active in teaching and training for over 4 decades, how has the scene changes in terms of teaching methods and quality of surgeons undergoing training? DDT: Teaching is now become more and more spoon feeding and I think it is not real teaching. Even in meetings I enjoy the format where there is small number of faculty and case based discussion on practical tips and surgical technique. The 8 minute talk pattern is something I think is not very effective. Real teaching of orthopaedics cannot be done in classroom or in clinics. In clinics we can teach students to pass exams but not orthopaedics. Dr Chaubal always used to say that real orthopaedics is taught in practical patient management and in operation theatres. I tell my fellows that I wont teach much, but they have to observe and learn. In medical colleges there is no teaching at all, its almost died off. AK: What you feel is the ‘Way of Working’ of Dr Tanna that makes him a successful Orthopaedic Surgeon? Your Mantra? DDT: Always do academically correct things. Like I have been practicing 3 doses of antibiotics since last 20 years. I read a lot and then distil the academic points and follow them in practice. I get up at 4 am and read everyday. AK: What technical tips would you give for someone who has just embarked on his career as an Orthopaedic surgeon? DDT : I have given one oration which is also on you tube, you should listen to that. Anybody who becomes an orthopaedic surgeon is actually cream of humanity and are capable of doing anything. The only thing required is a strong will to excel and passion to succeed AK: I understand that you are a very positive person, but do you have any regrets, specifically related to orthopaedics. Something that you wished to do but couldn’t? DDT: Honestly nothing. Today when people ask me ‘How are you’ I say ‘can’t be better’. I couldn’t have asked for a better life AK: Any message you will like to share? DDT: I think passion to be best is essential. Even if one patient does not do well or if we do a mistake in a surgery, it causes huge distress and misery to us. We as doctor should be truthful to your patients. Between you and your patient there can’t be any malpractice. You should treat every patient as if you are doing it on your son or daughter. Always keep patient first AK: What degree or accolades would you like me to mention in your introduction? DDT: Nothing just plain MS Orth, I have no other degrees. In fact after my MS I attempted to give D orth exam. My boss at that time Dr Sant, said ‘are you crazy, after passing MS you want to give KG exam?’ He actually did not allow me to appear (laughs). Never felt like having any more degrees, degrees won’t take me ahead, its only my orthopaedic skill that will be take me ahead in life.

This business research case introduces Cogent Labs, a Japanese high-tech start-up that provides AI-driven technologies, is making the critical transition from an entrepreneur-driven to a mature management-run organization, the company’s business context and technology development. That requires to harmonize the entrepreneurial and managerial capacity, by a collaborative approach integrating cross-functional product teams. The high-tech start-up has demonstrated ability to overcome the transitional stage of the first entrepreneurship to stability and sustainability through the management, while at the same time keeping innovation by adding Natural Language Processing and Times-Series developments, and creativity; rapidly developing new products. The business case demonstrates that in the start-up to managerial transition of a high-tech start-up the key success factor lies in the motivation and coordination of the different professional cultures –scientific and engineering- that should collaborate in the AI research and fast development of viable products. The method is based on interviews conducted with key executives and a strategic analysis of the firm and its rapidly evolving context in terms of artificial intelligence (AI) and deep learning. The start-up company develops AI-based applications like Tegaki AI, supporting their initial clients from the financial sector in the incremental automation of business processes, based on AI- and Internet of Things (IoT)-driven business processes. Tegaki AI triggers non-strategic business decisions through optical character recognition (OCR) and optical handwriting recognition (OHR) algorithms that show 99.2% accuracy. This business case describes the context of entrepreneurship ecosystems in Japan and the economic emergence of business smartization solutions through the new AI paradigm and OHR.

Purpose This paper aims to explore the challenges faced by start-ups during COVID-19 and highlight solutions for catering to the new-normal consumer behaviour. The study accounts for 15 deep-tech start-ups sailing through the pandemic and their responsiveness. This study brings forth insights and experiences from the Indian start-up founders and CEOs during COVID-19. Design/methodology/approach This study uses a qualitative approach and is exploratory and phenomenological. A purposive sample of 15 young start-ups founded between the years 2013–2020 by founders aged between 24 and 41 was selected for the study. The recorded telephonic interview was collected from the founders from April 2021 to September 2021. The thematic analysis of the study evolves from Braun and Clarke (2006) using the MAXQDA 2020. Findings The study emphasizes upon challenges faced by start-ups, crisis management of start-ups and the relevance of technology-based start-ups during challenging times. This research provides a qualitative framework to establish the role of the technology acceptance model (TAM) towards the adaptability, responsiveness and resilience demonstrated by the start-ups. The findings also highlight the solutions to address challenges faced by start-ups and road to recovery. Practical implications The study has great relevance and lessons for budding entrepreneurs during crisis management. The study has implications for corporations and governments in terms of setting up incubators and accelerators to support budding entrepreneurs. Originality/value The study is unique in highlighting the relevance and importance of TAM for start-ups during crisis management like COVID-19. The study thrusts upon the need of technology acceptance for better crisis management.

The AI era research paper takes a deep dive into the other spheres of work apart from tech that AI and machine learning will impact. For the paper, I have taken a top down approach,by understanding the global scenario of how AI is working its ways through the world in general before moving onto AI in India in particular. The intention was mainly to signify the employment plight that will be a concerning matter for all of us in the not too distant future. The reforms of digital India and the continued development of the AI institute of Hyderabad coupled with increased competitiveness in market would ensure that automation may become a daily adversary of ours. It is important to understand the principles of automation by supercomputers like IBM Watson or basic AI software that are efficient and cost effective in cases. The census shown that in a need to gain more market share the companies would not hesitate to cut any loose ends.The global factors of brexit, trade wars and especially tech start-up growth have ensured technology a more AI centric approach. Other technology also works hand in hand with AI in the form of block chain, IoT or even big data analysis will be the future pillars driving nation-wide growth. Such changes are especially harmful to people with blue-collar jobs, not mention the fact that India is predicted to grow as the largest economy in the future and have the highest population in the world. An AI imprint will certainly become a recipe for disaster in this case. Thereby I considered what could be the macro as well as micro implications of this in all our major sectors and finance in particular.

Face aux défis sociaux et environnementaux contemporains, le soutien à l'émergence d'innovations technologiques est une voie qui mérite d'être explorée. Les nouvelles technologies développées par les startups deeptech portent en elles l'ambition de répondre à ces enjeux, à grande échelle. Néanmoins, les conditions de leur déploiement et les mécanismes de gestion des efforts de conception en phase de scale-up sont encore mal élucidés. En abordant le passage à l'échelle des startups deeptech à partir des théories et des méthodes développées dans le champ de la conception, cette thèse met en évidence que les startups deeptech conçoivent leur patrimoine de création au cours de cette phase de scale-up. À partir de trois recherches-interventions mises en place au sein de startups deeptech, ces travaux de recherche apportent une nouvelle condition pour la gestion du passage à l'échelle et fournissent des recommandations à l'égard de la puissance publique pour déployer le potentiel d'impact de ces startups
Faced with contemporary social and environmental challenges, supporting the emergence of technological innovations is a path worth exploring. The new technologies developed by deep tech start-up carry the ambition to address these issues, on a large scale. However, the conditions for their deployment and the mechanisms for managing design efforts in the scale-up phase are still not well understood. By approaching the scaling-up of deep tech start-up through the theories and methods developed in the field of design, this thesishighlights that deep tech start-up shape their creative heritage during this scale-up phase. Based on three intervention-research projects implemented within deep tech start-up, this research provides a new condition for scaling-up management and offers recommendations to public authorities so as to best deploy the potential impact of these start-up

This study shares some empirical insights for adopting a national innovation system (NIS) to catalyze capacity building in small states with relatively low technology-based research and development resources. These countries may have to start further back than other nations; however, this chapter maintains that with the right NIS, latecomers can have the advantage of catching up economically. This study explores Brunei Darussalam's journey to catalyze innovation for sustainable economic growth, particularly digitalization and deep tech. The study found that establishing a national innovation ecosystem could be effective with national consensus and acceptance behind the approach. It emphasizes building critical infrastructures, institutions, and governance to promote efficient knowledge flow, talent development, digital literacy, and overall absorptive capacity. Because Brunei is a small state, coordinating and facilitating cohesive linkages among its key stakeholders can strategically mobilize change. As Brunei Darussalam embarks on such a trajectory, it must determine a relevant model.

Organizing for effective change requires an understanding both of formal systems and of intimate human relationships. It requires that efforts be intentionally embedded within local context while remaining attuned to the human dynamics that breathe life into these very communities. Chapter 2 proposed that true educational reform requires deep and sustained systems-level change. Chapter 3 explored the impact that relationships have on the sense of connection, trust, and vulnerability necessary for the transformative process. Building on a systems-level lens and an investment in human relationships, this chapter will explore the tenets of behavioral learning theory to better understand how behavior change contributes to transformation within students and school communities. Changing behavior is difficult; it is a slow, often circuitous, journey. It requires real people, with their own personal preferences and habits, to change behaviors that they may have grown strongly accustomed to overtime. What’s more, school professionals responsible for shaping the behavior of others within the education setting often lack the foundational knowledge and skills to do so. In the process of reshaping student behavior and inspiring adult learning, educators frequently start with ambitious goals that lack a clearly articulated plan for promoting the changes necessary to achieve them. Without a roadmap, it is commonplace for educators to become convinced that efforts at change are going nowhere, to lose hope or give up along the way, and tell themselves that “we just can’t help this difficult student” or “this schoolwide initiative won’t work here.” This chapter proposes that the principles of behavioral learning theory can be applied to (1) teach students the social-emotional skills they need to become successful scholars and citizens and (2) build the capacity of adults to improve the overall culture and climate of a school campus. Guided by the tenets of behavioral learning theory we ask the following questions: How do we approach challenging behavior as an opportunity to engage with students and build new behavioral skills? How do we create proactive discipline systems with the explicit purpose of creating a sense of predictability, consistency, and equity?