Study Plan
The study plan of the First-Level Master’s Degree “Governance of Technological & Social Changes for Development and Innovation” is structured around several thematic areas designed to provide participants with interdisciplinary competences in innovation management, technological development, and strategic governance.
The program combines analytical, managerial, technological, and interpersonal skills required to design and manage innovation processes in complex and rapidly evolving environments.
The table below presents the main areas of study, associated competences, academic sectors, and corresponding ECTS credits included in the program.
| AREA | ASSOCIATED COMPETENCES | SECTOR | ECTS | |
| From the Idea to the First Sale | ▪ To be able to analyze numerical data in order to understand the potential of a market ▪ To be able to apply quantitative methods for the evaluation of scenarios ▪ To be able to interpret KPI and performance metrics in order to assess whether an idea is valid ▪ To be able to build forecasting and financial models ▪ Market surveys to create and govern the relationship with the custome | Quantitativeintuition (SECS-S/03) 13/STAT-02 Economic Statistics | 5 | |
| Sales(SECS-P/01) ECON-01/A Political Economy | 2 | |||
| Total “From the Idea to the First Sale” | 7 | |||
| Interpersonal Skills | ▪ To be able to conduct complex negotiations in multi-stakeholder contexts ▪ To be able to govern conflicts and tensions during negotiation ▪ To be able to structure convincing and goal-oriented arguments ▪ To be able to adapt the communication style according to the counterpart ▪ To be able to conduct a commercial negotiation effectively ▪ To be able to communicate value quickly and clearly (e.g., elevator pitch) ▪ To be able to build and maintain meaningful professional relationships ▪ To be able to communicate with investors and gain their trust ▪ To be able to master the most appropriate leadership style in each context | Negotiations PSIC-03/B Occupational and Organizational Psychology | 3 | |
| Persuasion PSIC-03/B Occupational and Organizational Psychology | 3 | |||
| Networking PSIC-03/B Occupational and Organizational Psychology | 2 | |||
| Leadership PSIC-03/B Occupational and Organizational Psychology | 2 | |||
| Total “Interpersonal Skills” | 10 | |||
| Project Governance and Internal Communication | ▪ To be able to communicate to collaborators and stakeholders one’s project vision in such a way that they contribute effectively to its success ▪ To be able to listen, delegate, and govern individual performance ▪ To be able to select the first team members by evaluating entrepreneurial attitude and fit with the startup culture ▪ To be able to understand which competences are needed within a team, where to find candidates, and how to convince them ▪ To be able to apply behavioral principles to design user-centered products and services ▪ To know and govern the behaviors of an intercultural and interdisciplinary team | Hiring PSIC-03/BOccupational and Organizational Psychology | 2 | |
| Behavioural sciences PSIC-03/BOccupational and Organizational Psychology | 2 | |||
| Governance PSIC-03/B Occupational and Organizational Psychology | 2 | |||
| Total “Project Governance and Internal Communication” | 6 | |||
| Technological Investments | ▪ To be able to use investors’ evaluation logics ▪ To be able to govern economic resources in a startup ▪ To be able to apply economic models to best serve customers and foster company growth ▪ To know the mechanisms of marginality, CAC/LTV, and the analysis of a healthy process | Start up andVC finance (ING-IND/17)IIND-05/A | 2 | |
| Start up economics (ING-IND/17)IIND-05/A | 2 | |||
| Total “Technological Investments” | 4 | |||
| How to Build and Develop a Product | ▪ Guidelines for process and product innovation (Process Reengineering) ▪ Best practices and success stories ▪ Market and product analysis ▪ Choice of the production cycle ▪ Definition of the services necessary for production ▪ Economic evaluation of investment profitability and optimal choice of production capacity | Product and Process Design and Administration (ING-IND/17)IIND-05/A | 2 | |
| Total “How to Build and Develop a Product” | 2 | |||
| How to Position Oneself for Success | ▪ To be able to apply effective go-to-market strategies for reaching customers ▪ To know the main acquisition channels and funnel optimization in low-budget contexts ▪ To be able to build a brand identity consistent with the value proposition and target ▪ To be able to leverage the drivers that generate trust and differentiation in competitive markets | Marketing (SECS-P/08)ECON-08/A | 2 | |
| Brand excellence (SECS-P/08)ECON-08/A | 2 | |||
| Total “How to Position Oneself for Success” | 4 | |||
| Regulations for Startups | ▪ To be able to negotiate shareholders’ agreements with partners and terms with investors ▪ To be knowledgeable about contracts and laws necessary for development | Law (IUS/21)GIUR-11/B | 2 | |
| Total “Regulations for Startups” | 2 | |||
| European Taxes and Accounting LandscapeColumbia’s module | ▪ Learn to navigate the European tax and accounting landscape | (SECS-P/03)ECON-03/AProf. Luca Gandullia | 1 | |
| Hiring andManagingEngineers on Projects | ▪ Learn management by projects: fundamentals of project management ▪ Learn to communicate with and manage different types of people on projects ▪ Learn to identify engineers with the right mindset and assign clear and motivating goals ▪ Learn the PRINCE2 Project Management framework | (ING-IND/17)IIND-05/AProf. Roberto Revetria | 4 | |
| Statistical Modeling of Risks andOpportunities forStartups | ▪ Learn probability distributions of failures in code and products and how to manage them quickly ▪ Learn the principles of organizational and production system design | (SECS-S/05)STAT-03/BProf. Enrico di Bella | 4 | |
| Building TechnicalProducts in a FastEvolving World | ▪ Learn Quality Function Deployment ▪ Learn Product and Process Design ▪ Learn Process Modeling through Regression Analysis, Digital Twins, and AI ▪ Learn Statistical Process Control (SPC) principles and tools ▪ Learn Experimental Design and the Taguchi Method ▪ Learn diffusion processes and the life cycle of technological products | (ING-IND/17)IIND-05/AProf. Roberto Revetria (SECS-S/03)13/STAT-02Statistica EconomicaProf. Enrico di Bella | 4 | |
| Supply Chain forStartups | ▪ Learn to design lean, scalable supply chains ▪ Learn to manage sourcing, production, and logistics ▪ Learn the value of information, distribution strategies, strategic alliances, and customer value ▪ Learn how to manage smart pricing strategies, global logistics, and supply contracts ▪ Learn how to effectively manage disruptions and global threats | (ING-IND/17)IIND-05/AProf. Roberto Revetria | 4 | |
| Final Project | 8 | |||
| Total Master | 60 | |||
Summary of Training Activities
The program consists of a total of 360 hours corresponding to 60 CFU (university credits). These are distributed as follows:
| Activity Type | Hours | CFU |
|---|---|---|
| Face-to-face lectures | 36 | 28 |
| Synchronous distance learning | 32 | – |
| Asynchronous distance learning | 100 | – |
| Internships / Placements | 96 | 16 |
| Other activities (workshops, business games, seminars) | 48 | 8 |
| Project work | 48 | 8 |
| Total | 360 | 60 |
Venue of Teaching Activities
The teaching activities of the Master take place primarily in Genoa, a city with a long entrepreneurial, maritime, and scientific tradition, home to the University of Genoa and numerous research centers, incubators, and technology companies.
Face-to-face lectures, workshops, and laboratories are held at the University’s classrooms and teaching facilities, supplemented by company visits to national and international partner companies.
An innovative and distinctive element of the Master consists of the delivery of a portion of the teaching activities at sea, on board dedicated naval units. This approach configures the sea voyage as a residential and communal training experience, in which professors, mentors, and students share not only the teaching hours but also aspects of daily life, fostering the construction of a learning community.
The result is a learning community in itinere, based on:
- sharing;
- dialogue;
- reflection;
- collective growth.
The training experience is completed by international study periods, particularly at American universities and in high-growth markets (UAE, Saudi Arabia, etc.), which allow students to engage with international entrepreneurial ecosystems.
In order to maximize the value of these experiences, the Management Committee and the Faculty Board may recognize, as university credits (CFU), up to a maximum of 55% of total CFU for:
- activities and courses carried out and certified at qualified foreign universities, provided they are consistent with the themes and courses of the Master.
Attendance and Teaching Methods
The teaching methodology of the Master is hybrid, combining face-to-face and online lectures with a strong component of experiential and innovative teaching.
The training pathway is designed to integrate:
- theoretical and methodological activities delivered in-person and via e-learning;
- practical workshops guided by mentors and professionals;
- simulations and project laboratories;
- residential sessions at sea, blending learning and communal living;
- international experiences at qualified universities and innovation ecosystems.
This approach creates a continuum between theory, practice, and real life, ensuring students enjoy a unique transformative learning experience.
Attendance is mandatory, with absences permitted up to 15% per individual module. Please note that, pursuant to Ministerial Decree No. 930 of 29 July 2022, simultaneous enrollment is permitted in a second study program only if that program does not require mandatory attendance (this provision does not apply to study programs where mandatory attendance is limited to laboratory and internship activities only).
Intermediate Assessment Methods
Intermediate assessments, which are compulsory where CFU are awarded, include:
- written and/or oral exams (evaluation on a thirty-point scale);
- individual or group project work;
- presentations and written reports;
- practical laboratory tests;
- pass–fail assessments for courses without numerical grading.
Final Examination
The final examination, which is compulsory where CFU are awarded, consists of:
- a written dissertation (thesis or project work) on a topic agreed with the supervisor;
- an oral defense before an academic committee;
- evaluation on a scale of 0–110, with possible honors (cum laude).
Quality Monitoring and Evaluation Systems
The Master adopts a Quality Assurance (QA) system inspired by established national and international standards (ANVUR, ESG – European Standards and Guidelines for Quality Assurance in Higher Education, ENQA). The model is based on four main pillars:
- planning;
- continuous monitoring;
- periodic evaluation;
- continuous improvement.
1. Quality Planning
- Clear definition of learning objectives and expected learning outcomes, consistent with the Dublin Descriptors and with the competences required by the labor market.
- Development of quantitative and qualitative performance indicators (KPIs), including completion rate, placement, student feedback, and engagement of companies and investors.
- Programming of training activities according to criteria of coherence, effectiveness, and sustainability.
2. Continuous Monitoring
- Systematic collection of student satisfaction data through satisfaction questionnaires for each teaching module (ANVUR standard).
- Direct observation by the Management Committee and the Faculty Board, ensuring consistency of content with the Master’s goals.
- Structured feedback from mentors and partner companies, to ensure the relevance and alignment of activities with the real world of startups and innovation.
3. Periodic Evaluation
- Annual Review Report, integrating satisfaction survey results, placement data, and faculty evaluations.
- Semi-annual interim assessments of the objectives achieved by students (learning outcomes, practical skills, progress in the development of entrepreneurial projects).
- Evaluation of international experiences in terms of their effective contribution to training objectives, also for the purpose of CFU recognition.
4. Continuous Improvement
- Activation of a feedback and corrective action cycle, aimed at introducing changes to content, methodologies, and tools based on the issues identified.
- Involvement of external stakeholders (companies, incubators, investors) in the review of training pathways, to maintain alignment with market and research developments.
- Inclusion in a periodic benchmarking process against comparable programs at national and international level.
5. Bodies Responsible for Quality
| Body | Responsibility |
| QA Commission | Data collection, analysis, reporting, and proposing improvement actions. |
| Management Committee | Overall supervision and strategic coherence. |
| Faculty Board | Scientific and didactic quality. |