This study examined how different product development directive origins whether top-down or market-led, affects commercialization outcomes and consumer adoption within Philippine QSRs. Despite the volume of R&D activity in our country’s F&B sector, there is limited evidence on how the said directive types of influence OTIF launches, testing and validation practices, and eventually sustained product performance in the menu. Using a mixed-method design, the study gathered quantitative data from 30 survey respondents and qualitative insights from 10 interviews, triangulated by secondary and readily available industry sources. Key variables measured included commercialization success, adoption outcomes, time-to-market pressure, compressed Product Development lifecycles, and the risk of bypassing validation stages.

Findings show that market-led directives outperform top-down directives in both commercialization success and consumer adoption-related metrics. Top-down initiatives are perceived by respondents to usually launch on schedule but often experience compressed timelines and reduced validation steps, while market-led initiatives demonstrate stronger discipline in testing and sustained higher consumer adoption. Correlation analysis revealed a strong link between executive-drive directives and compressed timelines, and a positive relationship between more frequent validation and stronger adoption. However, timely launches do not guarantee product longevity in the market. Qualitative results supported these patterns, and the findings also align with the Innovation Diffusion Theory, the Resource-based View Theory and the Dynamic Capabilities Theory. The study recommended a hybrid model moving forward, leveraging the market-led initiatives for consumer-dependent projects and reserving the top-down directives for high-impact strategic initiatives. This study aimed to contribute empirical evidence on directive origin and impact to innovation outcomes in the PH QSR market, addressing a notable gap in the currently available R&D-related research.

As digitalization accelerates, banks and financial institutions face mounting pressure to modernize while safeguarding operational integrity, regulatory compliance, and customer trust. This capstone project explores the strategic integration of Managed Quality Assurance Services (MQS) into the Software Quality Assurance (SQA) framework of local bank XYZ, focusing on enhancing its User Acceptance Testing (UAT) processes.

The study employs a comprehensive People-Process-Technology (PPT) approach combined with SWOT analysis to assess the current state of XYZ’s QA practices. It identifies key challenges in the existing staff augmentation model, such as role ambiguity, limitations of manual testing, and scalability issues. Furthermore, a strategic gap matrix is used to highlight discrepancies between current practices and desired outcomes, particularly in resource management, risk reduction, and readiness for automation.

To evaluate the forces influencing change, the research applies force field analysis, revealing that cost efficiency, scalability, and access to advanced testing technologies are primary drivers. Conversely, concerns about data governance, workflow disruptions, and employee apprehension regarding role transitions act as restraining forces. These insights inform a technology roadmap emphasizing knowledge transfer, phased testing takeover, establishment of a Testing Center of Excellence (TCOE), and continuous improvement. To ensure MQS performance aligns with ISO 9001 standards, key performance indicators (KPIs) such as defect rate, cycle time, rework rate, and CAPA effectiveness are proposed. The study also addresses BSP regulations that both the bank and the vendor must integrate into the MQS transformation to maintain compliance.

In conclusion, the research demonstrates that MQS is not merely an outsourcing strategy but a means to enhance software quality, operational flexibility, and long-term team competitiveness. It advocates for a phased transformation supported by strong leadership, effective change management, and ongoing training for internal teams. The MQS journey of local bank XYZ exemplifies how innovation can coexist with stability and how efficiency can align with governance.

This capstone project provided multiple scenarios on the future of electric vehicle (EV) manufacturing in the Philippines by local automotive firms. This paper assessed the economic and technological capabilities, government policies, and social acceptance that will shape the local EV manufacturing for the next 10 years.

Multiple foresight methods are used such as STEEP and SWOT analysis, scenario building, and road mapping. The study analyzed the current industry capabilities, supply chain system, government regulatory frameworks, human resource readiness, and the electric infrastructure of the Philippines. This project produced economic and policy recommendations for the government, a technology roadmap for the EV firms, and a working framework to boost the EV manufacturing capabilities in the country.

Three scenarios are presented in this paper, with the first one focusing on the best outcome for the EV manufacturing sector in the Philippines, driven by huge government policy support through fiscal incentives and the like, energy infrastructure development, and funding of research and development for technology transfer between government and private institutions. The second scenario foresaw market-driven forces as developers of the sector instead of a holistic government policy implementation support. The last scenario focused on a lackluster outcome for the EV manufacturing industry as the country is outcompeted by neighboring nations with its lack of government support in financial aspects, combined with lagging energy infrastructures, and an unskilled workforce.

The resource outlines the detailed planning, execution and implementation of a Human Capital Management System to support the Digital Transformation of Company XYZ. The People aspect remains to be one of the critical components of an organization's transformational journey. This involves culture change, skills alignment & development and process improvement which is considered in the resource document.

This study investigates how different future conditions could shape the development of the Library Management System (LMS) of Pamantasan ng Lungsod ng Pasig (PLP) and, by extension, the role of its library in teaching and learning. Using foresight and scenario-building methods commonly applied in academic library planning, the research constructs four
contrasting scenarios—Status Quo, Worst Case, Difficult, and Optimistic— to explore how key driving forces such as funding stability, political support, technological readiness, institutional capacity, and user expectations might interact over time. These scenarios highlight the risks of remaining static or reactive, including technological lag, disengaged users, and the gradual erosion of the library’s relevance, while also illustrating pathways where strategic investment in digitization, staff upskilling, and policy alignment can transform the library into a more responsive, user-centered, and resilient learning hub.

From this analysis, the study recommends that PLP prioritize a phased modernization of its LMS through open, modular platforms; strengthen internal technical capacity and continuity planning; institutionalize data and feedback for decision-making; and align library digital initiatives with national higher education and digital transformation frameworks to secure legitimacy and support. In doing so, PLP can position its library not only as a backbone of academic success for its own students but also as a local model for inclusive, future-ready library services within the broader Philippine higher education landscape