Farhan Lalji
Teaching Fellow
As well as lecturing at London Business School, Farhan Lalji is Managing Director of Anthemis Group, where he leads the Anthemis investments into funds. He is also technology expert in residence at King’s College London, and a board member at various technology start-ups across Europe, including Cledara and Wollit.
His research interests are digital innovation, entrepreneurship, and venture capital and private equity.
- flalji@london.edu
- +44 (0)20 7000 8185
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Masters Degrees core courses
A key part of our Masters programmes curriculum.
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Technology and Innovation Strategy
A central aim of this course is to understand technology markets and how technology and innovation shape strategic decisions. It is designed to meet the needs of future managers, entrepreneurs, consultants and investors who must analyze and develop business strategies in technology-based industries. The emphasis is on learning conceptual models and frameworks to help navigate the complexity and dynamism in such industries.
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Technology and Innovation Strategy
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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Innovation and Technology Strategy
This course explores how technology and innovation shape strategic decisions. The emphasis is on learning conceptual models to help navigate the complexity of technology-driven industries. We will explore the basis of competition in tech industries through insights from academic research and the strategic issues of how a firm should manage technology. These include understanding the technological and competitive nature of tech industries, ways to compete in the high-tech marketplace, resource allocation and R&D investment decisions, alternative commercialization paths, and managing factors that hinder or promote the adoption and diffusion of a new technology. PROGRAMMES WITH THIS ELECTIVE
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Managing a Digital Organisation
Seven of the top ten companies in the world by market capitalisation, and the vast majority of unlisted ‘unicorn’ companies, are players in the digital economy: they sell primarily digital products (or hardware for accessing digital products), they operate with platform-based business models that give them increasing returns to scale, they have few tangible assets and they employ relatively small numbers of people.
These features make digital organisations fundamentally different to “industrial” organisations such as food manufacturers, oil & gas companies or automobile companies, who make physical products and operate in the world of decreasing returns to scale on which traditional economic theories were built.
The purpose of this course is to help students understand the differences between industrial and digital organisations, and to provide them with frameworks and practical advice for how to manage and work in digital organisations.
PROGRAMMES WITH THIS ELECTIVE
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Managing the Growing Business: An Entrepreneurial Strategy Perpsective
Examine a range of entrepreneurial businesses and gain the ability to recognise the patterns in business models and management processes. Learn how to manage the risks and convert opportunities on this integrative course that concentrates on the general management challenges facing founders or managers in entrepreneurial businesses PROGRAMMES WITH THIS ELECTIVE
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Innovation and Technology Strategy