Company Divisions

Our divisions work together to form a three point
development and delivery operation, all
empowered by our open Workstream Network.

Programmes for real world use cases & markets

Programme division dedicated to developing, implementing and actively managing visionary programmes. These programmes set the stage for solutions and innovation to be embraced and adopted; disruptive initiatives, which promote disruptive solutions.

Technical conception & Development

Product and platform development division, responsible for nurturing the concept from origination and establishing it to scale. Misx Labs is a collection of joint ventures between global technology hubs and teams operated and housed within academic institutions and partnering private enterprises. These hubs are engaged with via IFE agreements.

Investment Generation & Channelling

Capital and investment division, responsible for generating and channelling finance from markets, partnering organisations and private equity.

Our Strategy

5 staged gated process

We establish a universal approach to innovation and venture creation; a unique process powered by our resource network,we call The Funnel. The Funnels approach aims to systematically and seamlessly originate innovation. We evolve white space concepts into established entities, guided through each gate by our core principles.

Ven25

Our in house teams (on board entrepreneurs and futurists) actively explore for global challenges. These concerns are assessed, raising the questions “How can we better……?”.

Multiple teams originate propositions in silo cultivating the white space within the network for 30 days before being bought together to merge and refine their conclusions. The MISX naming convention giving each proposition a unique identification   

Through a rigorous refining process these propositions are evolved and merged until its collectively agreed that a single selection is the strongest candidate and is fitting as a programme to address the challenge

This final iteration of the proposition becomes a targeted and specific programme setting out the vision and framework. Upon this foundation successive and supplementary innovations are to be generated in the following stages. For a successful gate at the Ven25 stage, the associated White Space is to be stocked with a programme initiative collectively endorsed to be spun off for implementation and multiple innovation ideas that have been sketched within this stage as solutions.

Ven50

Engagement across the network is extended to further develop existing and conceive new solution concepts within the white space. The goal of this stage is to begin to evolve the white space so it seeks to create a viable platform as a solution to the challenge.

This stage introduces external contributors, students and academic institutions to the process. Each additional team shall act as a bootstrapped lab, exploring and developing the concept they choose. Each team shall label and identify their work based on the MISX naming convention. 

The governing panel is grown to include representation from the labs involved in developing the venture. The extended collective governance shall manage selection, retirement and merging of concepts across the labs.

For a successful gate at the Ven50 stage, the associated White Space is to be stocked with a single or multiple platform ideas, that are collectively agreed as being fit for proof of concept. Within this stage should the research and exploration create a solid splintered programme, it is to be channelled to begin as a new Ven25 proposition. At this stage within the process as a parallel exercise the spun off programme within the Ven25 stage shall actively be introduced and marketed globally.

Ven75

Tech experts on the network (existing partnerships and entrepreneurs) are bought on board as a partner to participate and offer resources allowing proof of concept works to begin. The goal is to develop a prototype and focus on IP creation.
Via the network student labs and partners are matched via specific protocols. The governing panel is once again extended to allow partners to be represented. The expanded governance rigorously continues to refine the concepts being put through proof of concept. Merging, retiring and evolving exercises continue through out all stages of the process. Governing panel members who belong to teams and partner entities associated to retired concepts shall voluntarily remain active. Successful proof of concept shall give birth to a SPV, with the associated Lab students and Partners being awarded equity. The SPV allocates a core management team, chosen by SPV shareholders and endorsed by the governing panel. More than one SPV can be formed withing this stage. Once a SPV is formed it will move onto the next stage. Alternatively governance may wish to pursue platform and product relationships and guide concepts to merge under a single SPV. The Ven75 stage shall remain open until all the ideas in the white space are subjected to proof of concept exercises and either belong a SPV, or are retired.

The formation of SPVs sends confidence signals around the network regards promising innovations at scale being on the horizon. Investment interest scouting begins in readiness for the final stages of the process. Its envisaged at this stage the spun off programme shall become shall active and shall be in the implementation phase somewhere around the world.

Ven100

SPVs actively begin to execute the alpha stage of product and platform development. To source knowledge, technical resource and access to capital requiring facilities, partnerships are formed with established enterprises.

The notion of bootstrapped development continues through to the end of the Ven100 stage. It is still possible for governance to merge concepts and SPVs at this stage if deemed to be more effective and viable. Partnerships are formed with equity award in the SPV, and where initial capital injection from the partnering enterprises is required, on a case by case basis agreements are formed locally with endorsement from the governing panel. The governing panel is once again extended to allow market enterprises who are in partnership to be represented. 

A successful reception of a platform and its products within a SPV as alpha releases shall conclude the Ven100 gate being a success for the SPV in question. Its proven itself to be an effective and viable business moving it on to the next stage where it shall be spun out to be its own individual entity. The Ven100 stage shall remain open until all the SPVs are either spun off or merged with other Ven100 SPVs or ventures on the network. The original Programme which bore all these SPVs at this point is expected to be recognised as a mainstream initiative. Investment interests grow further with MISXFI engaging external players actively seeking opportunities. Engagement terms and proposals are exchanged by MISXFI and Investors in readiness should a successful Co / DAO be formed in the next stage.

Co/DAO

Ven100 SPVs are spun out to become standalone companies or DAOs, with a dedicated company board being formed. A founder’s director shall represent MISX on the board.
This is the final day to day involvement of the governance panel for the process. Authority and governance is now migrated to the newly formed board. Beyond this point the company or DAO shall act on its own, with the sole purpose of building a business that provides high sustainable value add and returns. The company or DAO shall move away from bootstrapped operation and attract and accept external investment. The incoming capital shall allow for a self-sustaining corporate structure to be formed and allow execution of platform & products in Beta stage of development. Ultimately fuelling Scaling of the business and growth

Programme being mainstream now continues to grow and influence

Our Network

5 staged gated process

We establish a universal approach to innovation and venture creation; a unique process powered by our resource network,we call The Funnel. The Funnels approach aims to systematically and seamlessly originate innovation. We evolve white space concepts into established entities, guided through each gate by our core principles.