· data MAPs ·

Our co-founders' tech-economic white paper on innovation management upon a novel algorithm-driven data architecture. It is also a deep insight on SciTheWorld's first 7 years & future work.

"We wanted to let non-tech profiles soundly understand the jargon and key concepts behind advanced transformation. It is written for them. Its skipping gives a lot of information. Its scanning, a lot of judgement.

Overall, our clients have concluded that businesses must become factories (BaaS)."

Sergio Álvarez-Teleña, Co-Founder

Eloquently: most tech companies are not really more efficient than the rest for being innovative. It largely is due to the fact that they created their own platform, ad-hoc to their needs, and then sold it, as-is, to their clients. The clients - i.e. any company, really - create their own platforms upon combinations of such external software. And, as a result, they find themselves adapting to that very combination of services. This is, they buy others' legacies. They don't create their own platforms, ad-hoc to their needs. And as a result, they are always threatened by their providers - "bigtechs will take over everything".

How can companies create their own platforms ad-hoc to their needs? A NextGen ERP. How can they minimize the risks from external providers? How can they embrace the rotation of the youngest employees? How can they reduce the costs in servers? How can they comply by design? How can they account for tactical technology in case of operational risk or hacking? How can they create low-cost versions of trendy tech? (CRMs, cyber, purchase, asset management, anti money laundry...). How can they combat hacking by design? How can they become algorithmic native? And how can all the former be compatible with current legacies?

All those questions, and more, answered through this paper.

· world heading towards Data MAPs ·

"Last week, AWS and Microsoft admitted that their customers have realized their cloud costs are out of control. Some of Microsoft's customers may even be ready to walk because the software giant admitted that helping them to control costs will enhance long-term loyalty." - On-premise ought to play a role.

"The past few decades have seen exponential growth in the volume of new scientific and technological knowledge. But, as Russell Funk and his colleagues reveal in this week’s issue, this increase in knowledge has not led to a similar spate of major advances — in fact, several big fields show signs of progress slowing. Analysing data on 45 million papers and 3.9 million patents published in the past six decades, the researchers find that both are becoming less disruptive of the status quo, leading to a web of knowledge that is less vibrant...". - Data MAPs introduces such a discussion, months ahead, and is itself a new, bold attempt to disrupt technology advances. 

· papers built upon Data MAPs ·

Advances in Portfolio Management: Dimension-Driven Portfolios (2023) [Trilogy - 1/3] 
** reached SSRN Top 10 List **
This essay discloses how to move portfolio management from aggregations to strategies. Your shares in Apple are not all the same - they are not really fungible from a risk perspective. Which shares belong to which strategies? How are those performing? What are the alternative names to consider instead of Apple? If at some point you have too much exposure to US and you want to reduce it, which shares of Apple shall you let go? Artificially moving your portfolio management from particular views on a number of strategies deployed to aggregated, cross-portfolio KPIs is, indeed, bold. And to avoid it, all dimensions of an strategy shall be considered - Dimension-Driven Portfolios (DDP).

Advances in Portfolio Management: On-Platform Performance Attribution (2023) [Trilogy - 2/3] 
** reached SSRN Top 10 List **
This essay proposes a new way to manage portfolios so that the investors can neatly understand their basket based on a reference (beta); an enhanced version of such reference (alpha 1 - statistical arbitrage ecosystem) and advanced set of free strategies (up to algorithmic market making). This allows asset management companies to have a better control of the overall risk taking as well as to better define performance attribution and to better attract and retain talent (keener on algorithmics than traditional finance).

Advances in Portfolio Management: On-Platform Governance for Portfolio Managers (2023) [Trilogy 3/3]
This essay explains how to leverage the expertise of portfolio managers while releasing them from operational tasks so that they can concentrate more on research. It is part of the Augmented Machines approach we coined in 2012, advocate for ever since and nurture everyday. Our WallStreetLand.xyz community is based on this sole idea.

Advances in Cognitive Warfare: Augmented Machines upon Data MAPs towards a Fast and Accurate Turnaround (2023) 
** reached SSRN Top 10 List ** (Didn't see this coming!) 
This paper was written for NATO and demanded by the Spanish army. It covers how to take over a country without needing to set out a war but by hacking into the board through the equity markets. Once in the board of the most prolific companies of a country you can influence it towards your own benefits. How? Leveraging a combination of algorithmic trading technology assets along with digital agents that underpin the former hack through cognitive games.

Advances in Banking: Top-Down Vertical Integration (2023) 
This essay argues why FinTech is rapidly converging into incumbents. Their technology is based on a database (data-driven) which is not enough to take the algorithmic step towards maximal efficiency. Further, the solution in this sector is fairly easy: the retail banking technology shall be started from algorithmic trading technology. If a company can hedge using different dynamics across depths of the order book and different baskets dependent on the context then, it can surely transfer money from A to B. In between, it can also advice for wealth management, manage portfolios, become an insurer (half of whom are asset managers) and democratise trading intelligence to retail as brokers. This is called vertical integration and, we believe, the only way to create a banking champion.

Advances in AI: When Applied Science is not Science Applied (2023) 
** reached SSRN Top 10 List ** 
This essay gives rise to a major discussion: can top-end academics have a significant say on Applied Science? The answer is no unless they have relevant experience as well on the domain (at least, Microeconomics) in order to understand science as a tool, not a target. They also need to understand the software architecture, regulation and usability in order to be able to have a sound judgement. Last, they are used to create a solution upon a sole model. Real world solutions require the combination of experts' heuristics and a myriad of models.

Advances in Transformation: Why and How CEOs are Moving from Digitalwashing to White Collar Factories (2023) 
This essay explains why it is so difficult for shareholders to find senior managers that seek to go through the process of algorithmization towards benefiting from Maximal Efficiency. It has happened in blue collar companies but not yet in white collar ones. The barrier-to-entry to create such type of technology is very large and, if they decided to create it on their own, there are no low-hanging-fruits along the way. As an equilibrium, then, it seems an area that needs to be fully covered by external, algorithmic-native ERP software. However, there is a Pareto Superior: if that software is federated (FedTech) the evolution is hybrid hence, ad-hoc - i.e. again a new use case where to apply Data MAPs.

The Lean Aggregation Behind the Next M&A, Tenders and Organic Growth: Federation and the Three-Layer Companies (2024)
This paper introduces the Three-Layer Company approach. It is a lean way to understand the distribution of the technology across a project (people vs platform) for senior managers to be able to understand and challenge better their Algorithmization process. It brings to the surface the fact that, oftentimes, the more people there is in tech in a company the less tech there is in place - which, even though it makes sense, given the fact that technology brings massive efficiencies, it is the opposite to the KPIs that have become trendy during the last decade. Once that part is mastered, being able to interconnect departments within a company (unlocking of new business approaches), merge companies of a similar sector (private equity's M&A) or simply take a company to its NextGen level becomes a transparent, neat process.

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