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    Forbes: The Companies Winning With AI Aren’t Replacing Workers
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    August 17, 2026

    Source:

    • Forbes, published on August 11th, 2026

    By Gary Drenik

     

    In a difficult business environment, artificial intelligence can look like an obvious answer for executives seeking faster work, lower costs and new efficiencies. But as AI moves into everyday business use, the more important question is whether those gains will last.

     

    New research led by Professor Jan-Emmanuel De Neve of Saïd Business School, University of Oxford suggests companies may be making a strategic mistake if they treat AI mainly to cut headcount. The research argues that businesses focused too heavily on automation risk weakening the human capabilities they will need for growth, including creativity, judgment, institutional knowledge and leadership development.

     

    “It’s a classic manifestation of status quo bias,” says De Neve. “It’s far easier for an executive to look at a spreadsheet and imagine using AI to streamline what people already do than it is to do the heavy strategic lifting of reimagining how technology can produce entirely new value. Treating AI as a headcount-slashing tool might yield quick, visible cost savings, but it is ultimately a path of organisational contraction that trades away a company’s long-term capacity to innovate.”

     

    The distinction is central to AI strategy. Automation replaces tasks people currently perform. Augmentation expands what people can do, giving employees more capacity for problem solving, customer relationships and higher-value decisions.

     

    A recent survey from my company Prosper Insights & Analytics shows why this matters. In its survey of U.S. adults, Executives and Business Owners were more likely than Employees to say they already use generative AI, at 53% compared with 38%. That suggests leaders may be closer to the strategic promise of AI, while employees are closer to the disruption it creates in daily work.

     

    Prosper Insights & Analytics also found that 31% of employees are concerned AI will cause job losses, while 11% are concerned they personally will lose their job because of AI. A further 25% of employees say they do not trust that AI has their best interests in mind.

     

    Those figures matter because AI adoption is also a trust exercise. If employees believe AI is being introduced to make them easier to replace, they are less likely to experiment with it openly, challenge its outputs or show managers where it can improve the business.

     

    Professor Ashish Kumar from Trinity Business School calls this “an agency and incentive problem.” Senior leaders often see AI through the lens of strategy, efficiency and long-term opportunity, while employees deal with the practical consequences when new tools disrupt existing workflows. Kumar argues that workers are more likely to embrace AI when they feel involved in the decision, understand how it will help them, and trust that the technology is being introduced to support their work rather than threaten it.

     

    De Neve argues that augmentation creates a different relationship between workers and AI. “When you choose augmentation, you unlock a compounding growth cycle. Employees engage with curiosity and agency, becoming ‘pilots’ of the technology rather than passive passengers.”

     

    The danger of an automation-first approach is especially clear when companies reduce junior hiring or cut entry-level roles. These roles are often viewed as easy to automate because they involve repeatable tasks, basic analysis or administrative work. Yet they are also where future leaders learn judgment, build relationships and understand clients.

     

    “When you cut human compensation and junior roles to fund technology, you hollow out your internal leadership pipeline and destroy the psychological safety required to innovate,” says De Neve. “The AI revolution will not be won by the organisations that replace people the fastest, but by those that empower them the best.”

     

    The issue is not whether companies should ignore efficiency, it is whether efficiency becomes the whole strategy. Professor Guillaume Coqueret of Emlyon business school argues that AI adoption depends on both individual adaptability and organisational factors including leadership, incentives, culture and the choice of tools. Legacy organisations face a harder challenge because AI often has to be introduced into older processes, established habits and uneven levels of confidence.

     

    That alignment also affects quality. One emerging risk is “workslop,” AI-generated content that looks useful but lacks the substance needed to move work forward. Alan Lerner, professor at the Open Institute of Technology – OPIT, describes workslop as “AI generated work content that masquerades as good work, but lacks the substance to meaningfully advance a given task.”

     

    The danger is that AI increases output volume while shifting the burden onto employees who must check and interpret unclear work, creating the impression of productivity while increasing the effort needed to make AI output reliable.

     

    Prosper Insights & Analytics data points to similar concerns. Among employees surveyed, 37% say AI needs human oversight, while 34% are concerned it can provide wrong information or hallucinations. These responses suggest many employees are not rejecting AI. They understand that its value depends on human judgment.

    That judgment is harder to sustain when employees are anxious, overloaded or unsure how their work is being evaluated. Debora Nozza, Assistant Professor at Bocconi University, says AI can reduce some tasks while increasing the mental burden around others.

     

    “In theory, AI should reduce the burden of work. In practice, it often changes the nature of that burden,” says Nozza.

     

    Prosper Insights & Analytics also found that 17% of employees say AI makes them anxious. That does not mean AI adoption should slow, but companies need to pay closer attention to morale, training, communication and workload. If AI leaves employees less able to apply their judgment, the expected efficiency gains may prove smaller than leaders hoped.

     

    The most successful AI strategies will likely be judged by more than adoption rates or cost savings. Companies will need to ask whether AI is improving work quality, helping employees make better decisions, strengthening retention and building the next generation of leaders.

     

    Automation can make old processes faster. Augmentation can help companies develop new sources of value. Companies that recognise this may be better placed to turn AI from a short-term efficiency tool into a lasting source of competitive advantage.

    Read full article here: Forbes

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    Agenda Digitale: Innovation or Disruption? The 6-Step Model for Anticipating Markets
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    July 06, 2026

    Source:

    The 6D model of disruption describes technological evolution as a systemic sequence of interconnected phases. It analyzes the dynamics between incumbents and new entrants, user behaviors, and the business models that are reshaping value creation in digital markets.


    By Francesco Derchi, Professor and Area Chair of Digital Business at OPIT – Open Institute of Technology


    One of the essential skills for those who operate in rapidly changing markets is not so much predicting the future, but recognizing the progressions already underway. The 6D model offers a systematic key to understanding how technologies evolve and reshape entire economic sectors.

    Disruption Is Not Chaos: The 6D Model for Understanding Innovation

    In the context of technological innovation, the word disruption is often used to describe sudden and radical changes that transform entire economic sectors. In reality, many of the transformations that reshape markets do not occur chaotically or unpredictably. On the contrary, they often follow recognizable trajectories and fairly regular progressions.

    Understanding these dynamics is essential for businesses, managers, and public policymakers who want to anticipate the impact of new technologies rather than suffer them. From this perspective, the 6D model of disruption represents a particularly useful tool for interpreting technological evolution as a systemic sequence of interconnected phases.

    From Marginality to Diffusion: How Technologies Become Dominant

    The model’s premise is simple yet powerful: many innovations don’t become dominant immediately. In the initial stages, they often appear expensive, marginal, and difficult to deploy, accessible only to a minority of players or users.

    Over time, thanks to technical advances, the diffusion of skills, and the reduction of costs, these same technologies become progressively more accessible, widespread, and integrated into economic and social life. Disruption, therefore, is not an isolated event but a chain of successive steps, in which each stage enables the next and contributes to redefining the competitive landscape.

    Incumbents and New Entrants: Winners and Losers in the Disruption Trajectory

    Looking at technological transformation through the 6Ds allows us to connect two dimensions that are often analyzed separately: the evolution of technology and the behavior of market players. When a technology advances along this trajectory, the balance between incumbents and new entrants also changes.

    Some companies are able to exploit the emerging phase of innovation to introduce alternative business models, while others, more established, struggle to adapt to change and risk losing ground. In this sense, the model serves not only to describe technological change, but also to understand how it reshapes competitive dynamics between companies.

    The Player Map: How to Spot Who’s Leading, Chasing, or Breaking the Rules

    A key aspect of the framework is its ability to visualize the map of players along the progression of disruption. Analyzing an industry means first identifying those driving innovation, those trying to follow it, and those attempting to overturn the rules of the game.

    The distinction between incumbent and insurgent is not just a theoretical classification: it allows us to understand how strategies evolve when technology becomes more widespread and accessible, changing the relationship between operational efficiency, value proposition and the ability to attract new users.

    Users, investments, behaviors: the transformations that accompany technological evolution

    The model also suggests carefully observing the transformational dynamics that accompany technological evolution. This isn’t just about technical advances, but also about changes in user behavior, investment flows, and ways of accessing services.

    Innovations are often initially adopted by a minority of pioneers and innovators, then gradually spread to broader segments of the population as they become easier to use and less expensive. Understanding this sequence helps businesses and organizations identify the best time to invest, experiment, or reposition.

    The case of hospitality: a sector that has gone through all the phases of disruption

    A prime example of this evolution is the hospitality and travel industry. Over time, the sector has undergone a recognizable progression: first the rise of digital aggregators that facilitate the search for offers, then the emergence of platforms based on online reputation, and finally the spread of the sharing economy and peer-to-peer models.

    Each step has redefined the way value is created and delivered, introducing new players and transforming user expectations of the service.

    Beyond Technology: Disruption as a Redesign of the Value Creation System

    This perspective highlights an often overlooked strategic point: disruption is not just about the technology itself, but how it redesigns the value creation system.

    In digital markets, competitive advantage no longer depends solely on the ownership of assets or infrastructure, but on the ability to orchestrate relationships between different players, build ecosystems, and develop new ways of interacting between users, platforms, and services. Value increasingly emerges from the overall configuration of the business model — that is, the way an organization creates, distributes, and captures value in the market.

    Ecosystems, platforms, and co-creation: an integrated understanding of change

    For this reason, applying the 6D model doesn’t mean simply observing the advancement of a technology. It means building an integrated understanding that includes business models, partnerships, platform dynamics, and ways of co-creating value between companies and users.

    In many cases, in fact, the most disruptive innovations emerge precisely when the way in which value is generated and captured within an economic ecosystem changes, rather than from the simple introduction of a new technological solution.

    Anticipating Industrial Trajectories: The 6D Model as a Strategic Tool

    From a strategic perspective, the framework’s main contribution is the ability to anticipate industrial trajectories. Recognizing the stage of a technology’s evolution allows for more robust hypotheses about future market developments.

    Companies can thus decide when to experiment with new models, when to consolidate their position, or when to radically rethink their offerings. In this sense, the model becomes a tool for analysis as well as for decision-making.

    The Role of Public Policy Makers: Managing Disruption Without Suppressing It

    At the same time, public policymakers can also use this perspective to design more timely industrial and regulatory policies. Intervening too early can stifle innovation; intervening too late risks creating concentrations of power that are difficult to rebalance.

    Understanding the progressive logic of disruption therefore becomes essential even for those who must govern economic transformation processes.

    An essential skill: recognizing progressions to navigate change

    Ultimately, the 6D model invites a shift in perspective: rather than interpreting innovation as a succession of isolated events, it proposes viewing it as a systemic evolutionary trajectory. This trajectory intertwines technology, business models, user behavior, and competitive dynamics between companies. For organizations operating in increasingly unstable and complex environments, developing the ability to recognize these progressions is not only an analytical advantage, but an essential strategic skill for navigating the industrial transformations that are redefining the digital economy.

     

     

    Read full article here (in Italian): Agenda Digitale

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    Forbes: 5 Lasting Leadership Lessons From Italy
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    July 01, 2026

    Source:

    • Forbes, published on June 29th, 2026

    Italian leaders combine creativity with excellence. They advocate a human-centered approach, prioritizing trust and long-term relationships. Their leadership emphasizes quality, craftsmanship and long-term reputation over short-term gains. They blend deep-rooted traditions with a capacity for evolution, continuously reinterpreting their brand’s identity. This stewardship philosophy, often seen in family businesses, fosters strong, trust-based networks. Despite facing challenges, such as an over-attachment to family business dynamics, the ultimate lesson from Italian leaders is that organizations should integrate identity and innovation for sustained competitive advantage.


    By Sally Percy


    Italy has produced some of the world’s most inspiring leaders and founders including racing driver Enzo Ferrari and fashion designers Giorgio Armani and Miuccia Prada. These leaders achieved outstanding success by combining a commitment to creativity with a passion for excellence.



    So, what can Italy’s culture, values and business traditions teach leaders in other markets about growth and innovation? Five Italian leaders and leadership experts share their views:


    1. Know how to combine beauty with function

    “A big part of Italian culture revolves around creativity, taste, history and the ability to combine beauty with function,” says Riccardo Ocleppo, founder and CEO of social learning platform Docsity. “These traits shape a way of thinking that can be very powerful in leadership. Italy has a long tradition of building products, brands and institutions that are both technically strong and emotionally meaningful. Italian leaders often understand that people do not connect only with efficiency; they connect with identity, trust, quality and purpose.”



    There can be a downside to prioritizing creativity and taste, Ocleppo acknowledges. “Italian leaders can sometimes be too attached to craftsmanship, personal relationships or family-business dynamics,” he says, “which slows down difficult decision-making, professional management, internationalization and scalability.” Nevertheless, he believes that a new generation of Italian founders and managers is becoming more international and data-driven, seeing the opportunity to combine Italian creativity and distinctiveness with a more scalable, global mindset.



    Ocleppo cites confectionary manufacturer Ferrero as a good example of an Italian company that turned a brilliant product idea into a global success story. He says that Nutella, the hazelnut and cocoa spread, is an extraordinary example of an evergreen product: “simple, recognizable, emotionally powerful and almost unchanged over time.”

    2. Take a human-centered approach

    In Italy, leadership is relational before it is transactional, says Francesco Profumo, rector of higher-education institution OPIT – Open Institute of Technology. “Italian leadership is built on people, context and judgement,” he says. Trust, empathy and long-term relationships are not soft skills in Italy – they are hard assets.”



    Relational skills are even more important given the rise of artificial intelligence (AI), Profumo argues. “AI is redefining the nature of knowledge, work and decision-making,” he says. “In this context, leadership cannot be reduced to efficiency or control. It must rediscover its core function: giving meaning and direction. We are moving from a world where knowledge was scarce to a world where meaning is scarce. In the age of AI, the real competitive advantage is not technology; it is the quality of human thinking that guides it.”



    Adriano Olivetti, the late founder of the eponymous typewriter company Olivetti, was a good illustration of the Italian approach to leadership, according to Profumo, because he understood that a company can be both technologically advanced and socially visionary. “Long before ESG became a global framework, Olivetti was already practicing it,” Profumo explains, “investing in innovation, design, education and the wellbeing of workers and communities. He understood something that is still not fully understood today: that economic value and social value are not in conflict but reinforce each other.”

    3. Prioritize long-term excellence over short-term gains

    Often there can be a temptation to cut corners in business, with the aim of minimizing costs and boosting the bottom line. Yet the notion of cutting corners is an aberration to Italian leaders. “Italian culture places a strong emphasis on quality and craftsmanship, with a deep respect for excellence and mastery,” says Federico Frattini, dean of POLIMI Graduate School of Management. “This translates into leaders who care deeply about excellence, attention to detail and long-term reputation rather than short-term gains.”



    Italian leaders also like to tell a story through their products, Frattini believes. “Italian leaders often go beyond functionality,” he says. “They integrate beauty, design, and meaning into their products and organizations, creating brands with strong emotional and cultural identity.”



    Frattini identifies a couple of “blind spots” that can hamper the success of Italian leaders. One is the over-personalization of leadership. “Many organizations revolve around charismatic founders or family leaders, which can create challenges in delegation, governance and succession planning,” he says. Another is a lack of managerial formalization compared with other countries. “Processes, data-driven decision-making and structured governance have not always been priorities, although this is changing rapidly,” Frattini notes. “The key issue is that a strong identity, if not paired with openness and structure, can become a constraint instead of a competitive advantage.”



    4. Blend rootedness with a capacity to evolve

    Being able to draw on the strengths of the past while looking ahead to the future is another positive quality associated with Italian leaders. “Italian leadership stands out for a not obvious combination of rootedness and capacity to evolve,” says Francesco Billari, rector of Bocconi University. He cites winemakers Angelo Gaja and the Antinori family as examples of Italian leaders who have “built global brands starting from a very deep knowledge of their own terroirs, while continually innovating in processes and international positioning.”



    Billari says the model relies on the ability to hold together identity and openness, and tradition and innovation, to combine the best of two worlds. “In these cases, leadership is not just management, but the interpretation of a history and its projection into the future,” he explains.



    Inevitably, Italian leaders must overcome challenges to embrace this approach. One is scaling up without losing identity. Another is managing transitions, particularly generational ones. Billari also highlights the risk of underestimating generational trends. “Companies in Italy operate in one of the world’s oldest populations, yet they do not always adapt their strategies, products and organizational models to this reality,” he warns. “It is a blind spot that risks weighing on future competitiveness.”


    Read full article here: Forbes

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    QS Magazine: Do ‘tech deans’ make better leaders?
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    June 22, 2026

    Source:

    As students demand more technical savviness from their business schools, are technology leaders the logical answer?


    By Chloë Lane


    As AI dominates business school strategy conversations, institutions are increasingly appointing deans who have expertise in tech instead of traditional business backgrounds.


    More than one-third of students now say a university’s visible stance and tools for AI directly influence their enrolment choice, according to QS’ 2025 Education Trends Snapshot.


    The demand for AI education is there, but do technology experts actually make better business school leaders, and does this technical expertise at the top-level ever really trickle down into the curriculum?


    ”A technology background changes how you approach problem solving”


    For José Esteves, Dean of Porto Business School (PBS), a background in technology has had a huge bearing on the way he makes decisions. “A technology background changes how you approach disruption, problem-solving and innovation,” says the dean, who trained as an informatic engineer, and has worked in AI technology, and innovation for 30 years, both in the corporate world and in education.


    Esteves has been Dean of Portugal-based PBS for three years, after more than 21 years at IE Business School in Spain, where he redeveloped and launched Europe’s first Tech MBA.


    He says technical fluency is a source of strategic advantage in this new Age of AI, and deans who have this background in technology are therefore better equipped to lead at this time. “The issue is not whether a dean experiments occasionally with chatbots or dashboards,” he says, “but whether they understand how advanced systems — AI agents, robotics and automation — are reshaping industries, organisations and leadership.”


    According to Esteves, business schools need leaders who can directly engage with these technology shifts, rather than delegating them to technical specialists. They need leaders who understand how technology is reshaping learning, operations, and competitiveness, and who are prepared to make bold bets. “Technology is now a strategic advantage. But what makes this shift possible is not access to tools — those are everywhere. It is mindset,” he says.


    Esteves believes the modern dean needs a broader mix of technological, behavioural, structural and human capabilities. In practice, this means understanding AI orchestration, leading through ambiguity, redesigning learning into more modular and work-integrated formats, all while building emotional resilience.


    The overarching goal for Porto Business School is to encourage students to think more fundamentally about transformation. Under Esteves’ lead, PBS has made the bold move to embed a compulsory AI for Business course into the curriculum for each of its programmes, designed to be treated as a shift in how organisations create value, make decisions, design processes, and compete.


    Similarly Federico Frattini, Dean of Italy’s POLIMI Graduate School of Management, says his background in engineering and technology management means he naturally gravitates toward evidence-based thinking, embracing uncertainty as a driver of progress.


    POLIMI invests heavily in digital platforms and lifelong learning models that Frattini says allows them to continue to adapt, rather than rely on static structures.


    “I would not say that deans with technical expertise are inherently better equipped to lead in the AI era — but they do bring a valuable perspective,” he says. “Understanding technology helps you ask the right questions, avoid superficial adoption, and integrate AI meaningfully into both curriculum and operations.”


    ”The role of a dean is to address the problems in front of us’


    It’s not about having a technology background but a systems background, says Dean of UK-based Imperial Business School Peter Todd,. A systems background is useful for a dean as it teaches them to look at how all the pieces connect.


    A self-labelled “accidental academic”, and an expert in information technology, innovation management and technology strategy, Todd was drawn to Imperial because it’s one of the world’s leading STEMB (STEM plus business) universities. He saw the opportunity to help bridge these worlds and help Imperial to bring science to humanity.


    Todd sees the role of a business school dean to coalesce the energy of the people around them and bring people together to address the problems in front of us. AI is one such problem – or opportunity, depending on your view. At Imperial, programmes like the MSc Business Analytics include modules like machine learning, causal modelling and generative AI/LLMs. Similarly, the finance and analytics programmes now also embed AI-driven modelling and data science skills. “We’re just coming out of the experimentation phase and getting into the structuration phase,” says Todd.


    Now, more than ever, it’s important to know what questions to ask, rather than thinking you have the answers, he advises, as geopolitics and technology are more complex than they were five years ago.


    “Understanding something about technology is important but organisations are still all about people; what’s critical isn’t understanding or mastering pieces of technology but understanding how they affect those people,” he reveals. “Those of us who look at systems maybe have an advantage therefore in a time when the future is very uncertain.”


    ‘Technical expertise alone does not make someone a better leader’


    OPIT, short for Open Institute of Technology, is a technology-focused higher education institution that offers a variety of tech-heavy online specialised bachelor’s and master’s on topics such as responsible artificial intelligence, applied data science and enterprise cybersecurity.


    Although his technology background has “absolutely” shaped how he approaches higher education leadership, the school’s founder, Riccardo Ocleppo, does not believe that it’s essential for business school leaders.


    “I do not believe the future belongs only to narrow technical specialisation,” he says. “Deep expertise in technology will remain essential for some roles, especially in research and advanced technical fields, but the real value will come from combining disciplines, connecting ideas, and understanding how technology intersects with business, society, ethics and human behaviour.”


    The real value of his background, he says, is that it pushes him to think in an interdisciplinary way. In the AI era, higher education leaders need depth to grasp the significance of emerging technologies and breadth to interpret their wider implications. While a tech background does help with this, it is not the only way.


    “What matters to me personally is that we approach AI with both openness and discipline,” he explains. “As a higher education institution our role is not to chase every trend or become overly enthusiastic about whatever is new. We have a responsibility to distinguish between short-term hype and long-term transformation, and to build programmes that remain relevant over time.”


    A university leader today, then, cannot focus solely on academic quality, but must understand how rapidly skills are changing, how students’ expectations are evolving and industries are transforming. They must adapt responsibly without losing academic rigour.


    “Technical literacy is certainly a great asset, especially in the AI era, but leadership ultimately depends on judgment, vision, and the ability to shape education around what society will need next,” Ocleppo adds.


    Read full article here: QS Magazine

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    OPIT EDGE Podcast – Inside the Ethereum Foundation – How to Break Into Web3
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    April 29, 2026

    The Open Institute of Technology (OPIT) has given crypto industry enthusiasts and tech professionals a behind-the-scenes look into the blockchain world through the latest episode of its podcast: OPIT EDGE. The episode involves an interview with Kalidou Diagne, a senior frontend engineer at one of the biggest organizations in the industry, the Ethereum Foundation.

    Quick Summary

    • The latest episode of the OPIT EDGE podcast involved an interview with Kalidou Diagne.
    • Diagne is a senior frontend engineer with the Ethereum Foundation.
    • During the podcast, Diagne discussed his transition to Web3.
    • He highlighted the importance of independent learning and a focus on practical problem-solving.
    • He discussed big crypto trends, like a growing focus on privacy and Zero Knowledge architecture.

    Introducing OPIT EDGE

    OPIT EDGE is a student-driven podcast project from the Open Institute of Technology. It’s oriented around the tech industry, with episodes exploring the technological world from various perspectives, providing intriguing insights and advice to students and graduates alike. Each episode features a special guest from a specific field, like quantum AI, big data, or, in this case, Web3.

    Episode 4: Inside the Ethereum Foundation – How to Break into Web3

    The fourth episode of the OPIT EDGE podcast is entitled “Inside the Ethereum Foundation – How to Break into Web3.” It features the podcast’s host, Levi Mandji, sitting down with Kalidou Diagne, architect at the Ethereum Foundation, a non-profit organization that supports the Ethereum ecosystem via research, project funding, and protocol development.

    As the title indicates, the episode largely revolved around Diagne sharing his journey as he progressed from conventional software development into the Web3 ecosystem. He touched on several topics during his discussion with the host, including his views on education, advice for those who wish to follow a similar path, and interesting industry trends related to crypto and blockchain.

    Here’s a closer look at some of the main talking points from this episode.

    Web2 vs. Web3

    Before discussing his work in Web3 in detail, Diagne explains how Web2 and Web3 actually differ. He explained how Web2 is the centralized internet that is largely dominated by big tech corporations, such as Meta, Google, etc. With Web2, users effectively trade data for services, entering their email addresses or phone numbers to create profiles on platforms like Facebook, for example.

    He notes that arguably the biggest difference with Web3 is how it has a completely different power dynamic. Instead of central authorities like Google holding the power, Web3 is built around open-source code and peer-to-peer protocols. He explained that this also makes Web3 development and engineering completely different from working with Web2.

    Diagne’s Transition

    Given the vast differences between Web2 and Web3, it can be difficult even for experienced developers and engineers to move from one ecosystem to the other. They may struggle to adapt to the unique elements of Web3 that simply don’t exist in Web2, and vice versa. Diagne, however, was able to make that transition and explained how he did so during the interview.

    He discussed how he took his transition into his own hands by actively contributing to open-source projects on GitHub. He would also seek out projects with bugs or other problems that needed solving and apply his skill set to provide solutions. This helped him gain valuable practical experience with Web3, and it even led to his first job offer from a U.S. company working with NFTs.

    Self-Learning Mindset

    Diagne emphasized the importance of a “self-learning mindset,” a proactive, growth-oriented approach to education. People with this kind of mindset are naturally curious and eager to improve their skills, gaining personal knowledge not just through books or lectures, but through putting their skills to the test on real-world projects and problems.

    Diagne explained how, over the course of approximately six months, he would work on GitHub projects, watch YouTube videos to learn more about Web3, and go as deep into the field as he could. He saw challenges as opportunities to learn, and always sought to test himself; even if he encountered problems or wrote code that didn’t work the first time around, he’d work hard to perfect it.

    Degrees vs. Skills

    In many ways, Diagne is an autodidact. He explained that he began educating himself about development in his free time during high school. Upon leaving school, he had a choice: go to university or enter the working world. He decided to go directly to work, concerned that if he spent several years on a degree, the technology would evolve so quickly that much of his knowledge could be irrelevant.

    So, he honed his skills over time, through trial and error. With that said, he still underscored the importance of education in general, noting that while some companies prize skills and experience, others will only offer roles to those with qualifications. He added that, while the self-study approach worked for him, others may find higher education a much better option to gain the skills they need.

    AI-Assisted Coding

    Diagne also took a moment to touch on the topic of AI-assisted coding, otherwise known as “vibe coding,” and tied this into a larger discussion of how AI is changing the face of the tech world today. He shared his belief that AI will “revolutionize” most industries, but also warned students and aspiring developers against becoming overly reliant on it.

    He highlighted an example in which an app was created via vibe coding, but had a major issue in its backend, which led to users’ private data being leaked. Diagne cautioned that AI-assisted coding can be useful for the basics, but urged those wishing to work in technology to make sure they have their own coding skills and not to simply expect AI to write all their code for them.

    The Ethereum Foundation and Crypto Trends

    Diagne also shared insights into working in the heart of the crypto industry as part of the prestigious Ethereum Foundation. He mentioned a few of the big trends shaping the industry at the moment, including:

    • Privacy: Diagne explained that privacy is a top priority for many organizations in the Web3 world right now, adding that they are experimenting with new ways to keep data private without compromising the security of Web3 tools and services.
    • Zero Knowledge: He added that “Zero-Knowledge” technology is becoming a bigger part of the industry, too. This revolves around special cryptographic techniques used to verify statements without relying on potentially personal or sensitive information in the process.

    Advice for Aspiring Developers

    When asked to share what advice he’d give to someone wishing to break into the Web3 world, Diagne stated that they should not simply fixate on learning, but actually put their knowledge to the test. He recommended that aspiring developers actually try to replicate the things they learn, build their own projects, and implement skills on a regular basis.

    In addition, he strongly encouraged students to keep up to date with new trends and technologies as they emerge. He recommended following tech news and blogs so that they don’t get left behind, which is so important right now as the tech world evolves at an increasingly rapid rate.

    How OPIT Can Help Aspiring Web3 Developers

    OPIT’s unique brand of technological education aligns cohesively with Diagne’s advice, as the institute focuses on giving students practical skills and knowledge they can apply to solve real-world problems. It’s not just about reading books and memorizing statistics; OPIT goes further, helping students get ready to embark on technological careers with confidence and valuable skill sets.

    The institute offers several courses geared towards those who wish to work in Web3, from introductory courses like the Foundation Program through to master’s degrees, like the MSc in Digital Business and Innovation. Learn more on the OPIT website, or submit your application online today.

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    OPIT Program Deep Dive: MSc in Digital Business and Innovation
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    February 24, 2026

    The Open Institute of Technology (OPIT) offers an array of master’s degree courses aimed at the digital business leaders and innovators of tomorrow. This includes the OPIT MSc in Digital Business and Innovation, the perfect course for those seeking to sharpen their skills and deepen their knowledge before moving into high-profile roles, such as digital business analysis or possibly launching their own firms.

    Introducing the OPIT MSc in Digital Business and Innovation

    The OPIT MSc in Digital Business and Innovation is a master’s degree program aimed at equipping ambitious students with the skills they need to thrive in the dynamic digital economy of the 21st century. Combining both practical skills and foundational knowledge over the course of three terms, it prepares graduates for prosperous professional lives and leading roles in digital business.

    Like the other courses offered at OPIT, the MSc in Digital Business and Innovation is delivered exclusively online, allowing students to apply and enjoy the same high levels of instruction, no matter their location. Students can access an array of informative educational resources at any stage to study at a pace that best suits their needs, while also attending live lectures provided by tech leaders and specialists.

    Once students complete the course, which culminates in a capstone project and dissertation, numerous professional doors will now be open to them. They’ll be fully equipped to launch their own digital brands or pursue careers in roles such as corporate innovation management, digital marketing management, or digital entrepreneurship.

    The following bullet points provide a brief breakdown of what applicants can expect:

    • Duration: Three or four terms, typically spread over the course of one year.
    • Content: Advanced-level instruction on topics such as digital marketing, digital business foundations, entrepreneurship, digital product management, and the value of emerging technologies, such as AI, for innovation.
    • Focus: Acquiring the relevant skills and hands-on knowledge to become a digital business leader, taking on leadership or management roles at digital organizations post-graduation.
    • Format: Exclusively online, with a mixture of pre-recorded content (which you can access anytime) and scheduled live lectures.
    • Assessment: A progressive system of assessment to measure your understanding over the course of the program, along with a final capstone project and dissertation, but no final exams.

    What You’ll Learn

    Students of the MSc in Digital Business and Innovation will have the opportunity to strengthen their knowledge of various digital business-oriented topics over the course of the program. The first term, for example, focuses on foundational knowledge of data science, AI, business models, and project management.

    The second term moves on to explore digital business strategy, looking at topics like digital finance, entrepreneurship, and digital product management. Finally, the third term is all about executing the ideas gained up to that point, with students tasked with completing a capstone project and dissertation based on a real-world case study.

    Throughout the program, students will enjoy learning from proven professionals, researchers, and tech experts such as Harvard Business Review Course Director Francesco Derchi and McGill University Lead Instructor Paco Awissi. OPIT’s instruction also prioritizes practical, hands-on knowledge, so everything you learn will have real-world value and relevance.

    Who It’s For

    The MSc in Digital Business and Innovation program is aimed at those who have already obtained a BSc in a relevant field, like graduates of OPIT’s own BSc in Digital Business. Its content is suitable for those with ambitions of becoming digital business leaders and can also appeal to experienced professionals looking to take the next step in their education or even pursue a career transition.

    Numerous prestigious, high-salary roles will open up to graduates of this course, including digital business strategist, digital startup founder, digital intrapreneur, and digital transformation manager. What’s more, with OPIT’s world-leading networking opportunities, supportive faculty, and strong business connections, it’s remarkably straightforward to transition into your chosen career following graduation.

    The Value of the MSc in Digital Business and Innovation Course at OPIT

    OPIT is far from the only institution that offers an MSc in Digital Business and Innovation, but several elements make studying at OPIT a uniquely advantageous choice. These include:

    • Online Education: The OPIT MSc in Digital Business and Innovation is delivered entirely online. This means that students from all over the globe are eligible to apply, with no physical or geographical barriers to realizing their educational dreams. It also means that studying with OPIT is simpler, more convenient, and more cost-effective than conventional studies, too.
    • Hands-On Focus: Many conventional educational courses still dedicate large amounts of time or even entire terms to content that has little to no practical value in the real world. OPIT does things differently. All of its courses are designed with real-world value in mind, so everything you learn will be something you can take forward into your career to help you succeed.
    • Strong Support: Students at OPIT never need to feel left out, behind, or alone. A helping hand is never far away, as you can always reach out to fellow members of the OPIT community, contact your professors, or partake in communal study groups, as and when you feel the need. OPIT also offers an AI chatbot for personalized study support and helpful events, like career fairs.

    Entry Requirements and Fees

    OPIT aims to make top-tier tech education accessible to all who are passionate about technology and eager to play their part in the ongoing evolution of the digital business world. As such, entry requirements – even for a master’s course such as this – are reasonably relaxed (although candidates should display some level of competency with the subject). Applicants don’t necessarily need to have extensive knowledge or experience in digital business.

    Instead, they will simply need to ensure they meet the following criteria:

    • Hold a bachelor’s degree in any discipline
    • Have English proficiency at level B2 or higher
    • Be passionate about technology and willing to learn

    OPIT also recognizes prior academic and professional achievements, such as relevant work experience or other master’s degrees you have already obtained. You may be able to use our credit transfer service to shorten your study time and obtain your MSc in Digital Business and Innovation even sooner.

    Regarding fees, the entire course has a standard price of €6,750. You can pay the entire fee upfront or elect to pay a portion of the total cost on a term-by-term basis. Fees are all inclusive, so there are no hidden charges or extras to worry about, and OPIT offers scholarships and funding options to help you pay.

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    OPIT Program Deep Dive: BSc in Digital Business
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    February 24, 2026

    More business is being done online than ever before, and that upward trend is only set to continue in the years and generations to come. To get ahead of the game, many of the aspiring tech leaders of tomorrow are eager to master the art of digital business today, and the Open Institute of Technology (OPIT) is the perfect place to start, offering a BSc in Digital Business degree.

    Introducing the OPIT BSc in Digital Business

    The OPIT BSc in Digital Business is a Bachelor’s degree program combining conventional business acumen with digital and technological fluency. Aimed at empowering students with the skills and knowledge they need to start or grow their own digital businesses, this course covers topics like digital marketing and entrepreneurship, along with core IT fundamentals, like programming and data science.

    As with OPIT’s other degrees and programs, the BSc in Digital Business is provided entirely online, making it accessible to students all over the world. They enjoy unrestricted, round-the-clock access to various learning materials, including pre-recorded lectures, to help them study at their own pace, while also following a schedule of live lectures from world-leading researchers and tech specialists.

    Upon completion of the course, graduates will find a whole array of career pathways open to them. They could move into roles in the fields of digital marketing or digital business consultancy, for instance, or pursue a career as an IT business analyst, e-commerce manager, or growth marketer. They may, alternatively, choose to proceed with additional studies, like a master’s degree with OPIT.

    Here’s a quick breakdown of the main features of this BSc degree:

    • Duration: Three years, with six terms of study in total.
    • Content: Courses focused on the topics of digital business management and computer science, with the option to specialize in the fifth term. The sixth term revolves around a capstone project and dissertation, with internship opportunities also available for hands-on experience.
    • Focus: Gaining practical knowledge and skills required to set up, run, manage, promote, and grow businesses online.
    • Format: Entirely online, involving a combination of live lessons and asynchronous educational content, accessible at any time.
    • Assessment: No final exams, with students instead having to complete a series of progressive assessments over the course of their studies, plus a final project and dissertation.

    What You’ll Learn

    Those enrolled in the BSc in Digital Business program at OPIT will learn the numerous skills they need to construct a successful career for themselves in this increasingly important sector. That includes foundational computer science skills related to web development and emerging technologies, like artificial intelligence (AI), as well as business-oriented skills, like digital marketing and project management.

    These mandatory topics are spread out over the first four terms. For the fifth term, students will continue to take some compulsory courses related to digital business, but also have the option to select their own electives. This gives them the chance to specialize in subjects that interest them most or align with their professional goals, like cybersecurity and advanced digital marketing.

    No matter which electives you opt for, you’ll enjoy the unique benefits of learning under some of the world’s top academic leaders, like ESCP Europe Researcher Chloé Ipert or Harvard Business Review Course Director Francesco Derchi. Plus, with OPIT’s focus on hands-on learning, you won’t simply be tasked with reading books and memorizing facts, but learning practical skills to take into the real-world.

    Who It’s For

    The BSc in Digital Business program is a fine choice for a wide array of students. Recent high school graduates who understand and appreciate the rising importance of technology in the business world, for example, may be eager to enroll. So, too, will more mature, professional students seeking a career change, or tech specialists wanting to deepen their knowledge and strengthen their skill set.

    Whether you have aspirations of working as a corporate innovation strategist, digital product specialist, or digital transformation consultant, this course can work for you. It also opens the doors to countless other career paths, many of which have high levels of demand and impressive salary expectations, as well, even for entry-level employees.

    The Value of the BSc in Digital Business Course at OPIT

    Tech enthusiasts have plenty of options to choose from when seeking higher education in digital business, but OPIT’s BSc stands out from the crowd for several key reasons.

    Firstly, this is an exclusively online course. That immediately differentiates it from so many others. Instead of having to worry about relocation and travel to and from a faculty, or keeping up with a fixed schedule that might not necessarily suit your favored way of learning, OPIT gives you freedom and flexibility. Its approach is accessible to all, regardless of their location, and puts students in charge of their own learning.

    OPIT also sets itself apart from other, more conventional educational institutions by putting the spotlight firmly on practical knowledge and skills. It’s about giving students the hands-on experiences and useful information they need to take into their careers and succeed, rather than concentrating on data that may not actually serve them in any significant way. This, in turn, makes it easier to make the sometimes challenging transition out of education and into the professional world.

    All students at OPIT also benefit from the institute’s numerous supportive systems, an exciting events calendar, and an array of helpful tools. From mentorship programs to communal study groups, no student ever needs to feel alone, and help is only ever a click away. With the OPIT AI Copilot, you can get personalized support on-demand. Meanwhile, career fairs and other big dates on the calendar mean there’s always something to look forward to.

    Entry Requirements and Fees

    If you’re intrigued by the idea of the OPIT BSc in Digital Business, you’ll likely want to know what you need to do to apply. Fortunately, as part of its campaign to make tech education more accessible, OPIT doesn’t impose overly strict or specific entry criteria on its applicants. Almost anyone can apply, as all you need are:

    • A willingness to learn and a passion for technology and digital business
    • A higher secondary school leaving certificate (EQF Level 4 or higher)
    • A B2 level English certificate (or higher)

    OPIT also offers a credit transfer program, so if you’ve already undertaken relevant education elsewhere, or if you have appropriate work experience, you can use that to streamline your study experience. You may be able to skip certain courses in which you’re already proficient, for example, or even omit entire terms to obtain your degree sooner.

    As far as fees are concerned, OPIT offers a variety of flexible options to suit those on different budgets. You can opt to pay for your BSc all in one go, if you prefer, and enjoy a discount in the process. Or you can pay on a term-by-term basis. There are also scholarships available, plus early bird discounts for those applying in advance.

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    Agenda Digitale: Regenerative Business – The Future of Business Is Net-Positive
    OPIT - Open Institute of Technology
    OPIT - Open Institute of Technology
    December 08, 2025

    Source:

    The net-positive model transcends traditional sustainability by aiming to generate more value than is consumed. Blockchain, AI, and IoT enable scalable circular models. Case studies demonstrate how profitability and positive impact combine to regenerate business and the environment.

    By Francesco Derchi, Professor and Area Chair in Digital Business @ OPIT – Open Institute of Technology

    In recent years, the word ” sustainability ” has become a firm fixture in the corporate lexicon. However, simply “doing no harm” is no longer enough: the climate crisis , social inequalities , and the erosion of natural resources require a change of pace. This is where the net-positive paradigm comes in , a model that isn’t content to simply reduce negative impacts, but aims to generate more social and environmental value than is consumed.

    This isn’t about philanthropy, nor is it about reputational makeovers: net-positive is a strategic approach that intertwines economics, technology, and corporate culture. Within this framework, digitalization becomes an essential lever, capable of enabling regenerative models through circular platforms and exponential technologies.

    Blockchain, AI, and IoT: The Technological Triad of Regeneration

    Blockchain, Artificial Intelligence, and the Internet of Things represent the technological triad that makes this paradigm shift possible. Each addresses a critical point in regeneration.

    Blockchain guarantees the traceability of material flows and product life cycles, allowing a regenerated dress or a bottle collected at sea to tell their story in a transparent and verifiable way.

    Artificial Intelligence optimizes recovery and redistribution chains, predicting supply and demand, reducing waste and improving the efficiency of circular processes .

    Finally, IoT enables real-time monitoring, from sensors installed at recycling plants to sharing mobility platforms, returning granular data for quick, informed decisions.

    These integrated technologies allow us to move beyond linear vision and enable systems in which value is continuously regenerated.

    New business models: from product-as-a-service to incentive tokens

    Digital regeneration is n’t limited to the technological dimension; it’s redefining business models. More and more companies are adopting product-as-a-service approaches , transforming goods into services: from technical clothing rentals to pay-per-use for industrial machinery. This approach reduces resource consumption and encourages modular design, designed for reuse.

    At the same time, circular marketplaces create ecosystems where materials, components, and products find new life. No longer waste, but input for other production processes. The logic of scarcity is overturned in an economy of regenerated abundance.

    To complete the picture, incentive tokens — digital tools that reward virtuous behavior, from collecting plastic from the sea to reusing used clothing — activate global communities and catalyze private capital for regeneration.

    Measuring Impact: Integrated Metrics for Net-Positiveness

    One of the main obstacles to the widespread adoption of net-positive models is the difficulty of measuring their impact. Traditional profit-focused accounting systems are not enough. They need to be combined with integrated metrics that combine ESG and ROI, such as impact-weighted accounting or innovative indicators like lifetime carbon savings.

    In this way, companies can validate the scalability of their models and attract investors who are increasingly attentive to financial returns that go hand in hand with social and environmental returns.

    Case studies: RePlanet Energy, RIFO, and Ogyre

    Concrete examples demonstrate how the combination of circular platforms and exponential technologies can generate real value. RePlanet Energy has defined its Massive Transformative Purpose as “Enabling Regeneration” and is now providing sustainable energy to Nigerian schools and hospitals, thanks in part to transparent blockchain-based supply chains and the active contribution of employees. RIFO, a Tuscan circular fashion brand, regenerates textile waste into new clothing, supporting local artisans and promoting workplace inclusion, with transparency in the production process as a distinctive feature and driver of loyalty. Ogyre incentivizes fishermen to collect plastic during their fishing trips; the recovered material is digitally tracked and transformed into new products, while the global community participates through tokens and environmental compensation programs.

    These cases demonstrate how regeneration and profitability are not contradictory, but can actually feed off each other, strengthening the competitiveness of businesses.

    From Net Zero to Net Positive: The Role of Massive Transformative Purpose

    The crucial point lies in the distinction between sustainability and regeneration. The former aims for net zero, that is, reducing the impact until it is completely neutralized. The latter goes further, aiming for a net positive, capable of giving back more than it consumes.

    This shift in perspective requires a strong Massive Transformative Purpose: an inspiring and shared goal that guides strategic choices, preventing technology from becoming a sterile end. Without this level of intentionality, even the most advanced tools risk turning into gadgets with no impact.

    Regenerating business also means regenerating skills to train a new generation of professionals capable not only of using technologies but also of directing them towards regenerative business models. From this perspective, training becomes the first step in a transformation that is simultaneously cultural, economic, and social.

    The Regenerative Future: Technology, Skills, and Shared Value

    Digital regeneration is not an abstract concept, but a concrete practice already being tested by companies in Europe and around the world. It’s an opportunity for businesses to redefine their role, moving from mere economic operators to drivers of net-positive value for society and the environment.

    The combination of blockchain, AI, and IoT with circular product-as-a-service models, marketplaces, and incentive tokens can enable scalable and sustainable regenerative ecosystems. The future of business isn’t just measured in terms of margins, but in the ability to leave the world better than we found it.

    Read the full article below (in Italian):

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