The knowledge hub's lean, collaborative approach helps shape the direction of impact ventures, drive net positive entrepreneurship, and enable world leading research collaboration.
How? by discovering and unleash hidden value across academic, enterprises, UX designers, deep knowledge, entrepreneurs, public sector, corporates, think-tanks, and other stakeholders.
Articles published in over 10 national news outlets and translated into 6 different languages.
(inc. Sifted, The New Times, China Daily, The Japan Times, Economic Times, MIT Tech Review Insights)
Leading universities & research organisations with which our team collaborates.
(inc. UCL, IIPP, Ecole des Ponts, Harvard University, IE Business School)
Common Goal: to discover, incubate, and accelerate the next gen of thought leaders and ideas to drive circular transition.
The common goal in bridging research and entrepreneurship communities within and external to NPL
We bridge the relationship between deep research and entrepreneurship. Our team and research partners have worked with leading research organizations around the world, including:
Grand social challenges benefit from innovation; but its not simply about the best or most original idea, or the most unique technological fix. Instead it's about systematic experimentation and understanding of what works well in which environment.
Our collaborative research model seeks to navigate academic hierarchies without sacrificing rigor to unleash hidden value from different communities and sources of knowledge.
We avoid research duplication and accelerate value creation from existing academic assets. This allows for a more circular and collaborative model of research.
Our problem and solution libraries provide a systematic understanding of where gaps in research and innovation lie within a given problem area.
We build and maintain a robust research community. We source knowledge and insights efficiently from the vast pool of global experts.
We continously scan and filter the best literature to better understand priority problem areas, and identify the associated stakeholders.
Let's imagine a different kind of platform economy
When the means of shaping a democracy are built on the ability to fine tune placement on a page, when the competitive advantage of a firm is dependent on non-transparent allocative algorithms, the concern is not simply whether there are anti-competitive practices, but whether, even if policymakers solve them, are they addressing the fundamental problem. Policymakers who merely focus on efficiency and the rate of innovation will fundamentally miss the opportunity, and rising demand, to improve the direction.