Fosaw is a technology foresight company specializing in scouting emerging technology.

Our goal is to provide best of class services for global technology & innovation scouting for the betterment of society at large. Using our international network and in-house services, we have helped organizations rollout innovative solutions and identify unicorns for series A and B funding.

Real Technology with Real Impact

It’s important to recognize that not all technology is created equal. There are significant differences between groundbreaking innovations such as microprocessing and less impactful offerings like online pet food sales. However, even seemingly insignificant technologies can solve complex problems, as demonstrated by E-commerce intelligent customer recommendations and logistical efficiencies, and Social Media efficient management of large numbers of connections. These companies should not be dismissed as fake technologies but rather recognized for their contributions to the industry.

The Internet is one of the most revolutionary technologies of our time, and its potential should not be underestimated based on the failures of companies in the late 90s.

Over time, the market tends to expose fake technologies and companies, which can make investing in them a risky proposition. While it’s possible to profit from a short-term bubble, true technology companies tend to create long-lasting returns.

Investing in companies with a strong conscience and reputation is also important.

As investors, we should seek out companies that are developing real technologies that have the potential to create durable returns, such as Intel.

Exploration and Evaluation

There are unknowables. Venture investments mature over long periods and there are many confounding variables, from variable economic conditions to a shifting legal landscape – everything is overdetermined. Venture is a secretive industry and legal strictures cramp down on disclosures. We have data that suggests what doesn’t work (the status quo) and implies what might. But we have no direct evidence for the proposition that we ought to be investing in smart people solving difficult technical problems. In this sense, we are in the same position as our companies, which also operate with imperfect information. SpaceX had three failed launches before making history with its fourth. PayPal went through five business models before it found something that worked, and the history of Facebook’s initiatives is by no means an unalloyed record of success. Still, you have to run the experiment.