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Lead To Win Days 1 3 July August 2009 Telfer
 

Lead To Win Days 1 3 July August 2009 Telfer

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    Lead To Win Days 1 3 July August 2009 Telfer Lead To Win Days 1 3 July August 2009 Telfer Document Transcript

    • Lead to Win Phase II: Executive Development Days 1-3 Delivered at the University of Ottawa July 28, 29, and 30 TABLE OF CONTENTS 1. Objective of the Lead to Win program 2. Benefits of the Lead to Win program 3. Associates 4. Location of teaching facility 5. Schedule: Days 1-3 6. Day 3 opportunity assessment 7. Tips to help participants deliver successful Day 3 presentations 8. Differences between Day 3 and Day 6 opportunity assessments 9. Participants accepted into Days 1-3 of July-August session 1. OBJECTIVE The objective of the Lead to Win program is to establish and grow technology businesses in Canada's Capital Region. The goal is for each business to generate a minimum of six technology jobs in the next three years. 2. BENEFITS The Lead to Win program helps participants: • Identify and fill the gaps between what they know and what they need to know to profitably grow businesses • Harden and strengthen their business opportunities • Build the right foundation to sell to first customers, raise funds, and attract and retain talent • Establish a large and diversified network to obtain resources, reputation and peer support • Increase motivation, energy and confidence The Lead to Win Program's points of difference that add significant value to a participant are: • Program is delivered by experienced individuals who have been through the process of developing a technology company themselves and have practical solutions to real world problems • Reviewers with diverse experiences provide substantive feedback on a business opportunity multiple times • Focus is on reducing time to cash • Uses the ecosystem approach to harness the creativity required to launch and grow companies The program's points of difference that add significant value to the region are: • Proven success measured in terms of the number of knowledge jobs created in the region and the amount of capital attracted, not the number of participants who enroll in the program • Volunteers from a large number of organizations contribute to the success of the program
    • Lead to Win July-August Session • Strategy is set by stakeholders of an innovative community and program governance is transparent and open • Content is freely available for use by other communities and organizations, not proprietary 3. ASSOCIATES The Strategic Associates of the Lead to Win program are: 1. Carleton University 2. City of Ottawa 3. Industrial Research Assistance Program (IRAP) 4. Ontario Talent First Network 5. Ottawa Centre for Research and Innovation (OCRI) 6. Ottawa Chamber of Commerce 7. Développement économique- CLD Gatineau 8. Arrow Electronics 9. onconference Individuals from the following organizations contribute to the Lead to Win program: 1. Algonquin College 22. LJD- Technology 2. Alcatel-Lucent 23. Lumenera Corporation 3. Altera 24. McLarty & Co 4. Bedarra Research Labs 25. Netcelerate 5. Business Development Bank of Canada (BDC) 26. neuroLanguage 6. Blindside Networks 27. Ottawa Patent Agency 7. Centre de développement d'entreprises technologiques 28. Ottawa Talent Initiative 8. Cisco 29. Peter’s New Jobs 9. Congruance IT 30. Purple Forge 10. Fidus 31. Telfer School of Management, University of 11. Flow Ventures Ottawa 12. Fraser Milner Casgrain 32. TheCodeFactory 13. FreeScale 33. Technology Innovation Management Program 14. Gowlings 34. TiE 15. Hewson Bridge and Smith 35. Trivaris 16. HI-Q.A. 36. Versature 17. Holis Associates 37. Vitesse Re-skilling Canada 18. Ideas2Revenue 38. Waterfront Toronto 19. Katsura Investments 39. Wesley Clover 20. Kuro Partners 40. Weyes Eyes 21. KPMG 4. LOCATION OF TEACHING FACILITY Days 1-3 of the July-August Lead to Win Executive Development session will be held at the Centre for Executive Leadership, Telfer School of Management, University of Ottawa located at the World Exchange Plaza, 45 O’Connor, TD Tower, suite 350, Ottawa ON K1P 1A4. Telephone: (613) 564-0818 Group work will be held in Case rooms 1, 2, 3 and 4 and suite 350. Driving directions From The East: • On the 417 From East (Orleans): • Take the 417 WEST to METCALFE Street • Take METCALFE Street North to the building’s parkade 2
    • Lead to Win July-August Session • Located at the corner of METCALFE & ALBERT On the 417 From West (Kanata): • Take the 417 EAST to METCALFE Street • Take METCALFE Street North to the building’s parkade • Located at the corner of METCALFE & ALBERT From The North (Gatineau): • Take the ALEXANDRA (Inter-Provincial) BRIDGE South to MACKENZIE Avenue • Take MACKENZIE Ave. to WELLINGTON Street • Turn RIGHT onto WELLINGTON Street • Turn LEFT onto O’CONNOR Street to QUEEN Street • Turn Left onto QUEEN Street On The From South (Airport): • Take the AIRPORT PARKWAY (which turns into BRONSON Ave.) to QUEEN Street • Turn RIGHT onto QUEEN Street Public transportation Ottawa has an extensive public transit system. OC Transpo’s many buses take people to their destinations quickly and safely. In fact, Ottawa’s bus system has grown along with the City. The Transitway corridor is fast and efficient, and travel prices are affordable. Look into getting a bus pass if you use OC Transpo to commute. To contact OC Transpo for route information and fares you can call 613-741-4390 or visit their web site at http://www.octranspo.com. O-Train This new light rail service uses an existing Canadian Pacific freight rail line that runs from Greenboro Transitway Station in the south of Lebreton Flats in the north. A total of five stations provide a range of new commuting options and enhance service to Carling Avenue, Confederation Heights and Carleton University. Light rail goes where the Transitway doesn't, providing convenient access to rapid transit service for as many as 6,400 riders each day. Transit connections The train is fully integrated with bus service for seamless travel between systems and increased commuting options. Bus stops are located adjacent to each station for your convenience. For information on the O-Train you can 613-741-4390 or visit their web site at http://www.octranspo.com Taxi services • Blue Line Tax Co. 613-238-1111 • Taxi de Ville (24 hr.) 613-841-6090 • West-Way Taxi (24 hr.) 613-727-0101 Parking Underground parking is available 24 hours a day, 7 days a week at the World Exchange Plaza. . Entrance to the parking can be accessed from Metcalfe or Queen Street. Upon entering the parking area you will be required to take a parking stub. From 9:00 am-5 00 pm the cost for parking is $3.00/hour and a maximum of $18/day. After 6:00 pm parking is $3.00/hour and a maximum of $5/night. Please retain the parking stub as it is needed for payment upon departure. 3
    • Lead to Win July-August Session 4
    • Lead to Win July-August Session 5. SCHEDULE: DAYS 1-3 Day 1: Tuesday July 28 Speaker and location Topic 7:45 a.m. Breakfast – Lobby Suite 350 Meet and greet 8:00 a.m. Tony Bailetti - Carleton Kickoff with Strategic Associates David Hudson - Talent First Network) • Program overview (Suite 350) • Opportunity assessments • Portfolio snapshot 8:30 a.m. David Hudson - Talent First Network • Define compelling customer value (Suite 350) proposition 10:00 a.m. Break – Lobby Suite 350 10:15 a.m. Learning application • Apply learning to your opportunity (Case rooms 1-4 and Suite 350) 11:00 a.m. David Hudson - Talent First Network • Participants’ presentations and Tony Bailetti & Steven Muegge -Carleton feedback (Suite 350) 12:00 p.m. Lunch – Suite 350 or 380 12:45 p.m. Peter Carbone – Coral CEA • Define business model Steven Muegge - Carleton (Suite 350) • Strengthen business model • Lever ecosystems 3:15 p.m. Break – Lobby Suite 350 3:30 p.m. Learning application • Apply learning to your opportunity (Case rooms 1-4 and Suite 350) 4:15 p.m. Peter Carbone – Coral CEA • Participants’ presentations and Steven Muegge & Tony Bailetti - Carleton feedback (Suite 350) 5:15 p.m. Alumni Dinner • 2002 alumni meet July-August (Suite 380) 2009 participants 6:00 p.m. David Vicary - Wise Eyes (Suite 350) 6:30 p.m. Jerry Everett – onconference Learn from good and bad experiences (Suite 350) of 2002 LTW alumni 7:00 p.m. Ahmed Metwally - ConnectmeTV (Suite 350) 7:30 p.m. Serge Lafontaine – Arrow Electronics • Bear Pit to produce 10 most 2002 Alumni important lessons learned by (Suite 350) entrepreneurs and Q&A 8:00 p.m. Departure Attending breakfast: Attending dinner: 2002 LTW Alumni • Doug Thompson, Acting Ottawa Mayor • Nancy Schepers, Deputy City Manager, Infrastructure Services and Community Sustainability Portfolio, City of Ottawa • Ian Scott, Consultant Economic Development, City of Ottawa 5
    • Lead to Win July-August Session Day 2: Wednesday July 29 Speaker and location Topic 7:45 a.m. Breakfast – Lobby Suite 350 • Meet and greet 8:00 a.m. Corien Kershey – HBS • Segment markets and select first (Suite 350) customers 10:00 a.m. Learning application • Apply learning to your opportunity (Case rooms 1-4 and Suite 350) 10:45 a.m. Break – Lobby Suite 350 11:00 a.m. Corien Kershey – HBS • Participants’ presentations and (Suite 350) feedback 12:00 p.m. Lunch – Suite 380 12:45 p.m. David Thomas - Bedarra • Lessons learned from startup (Suite 350) experiences 3:00 p.m. Break – Lobby Suite 350 3:15 p.m. Randy Whitcroft – Ideas to Revenue • Accelerate sales to first customers (Suite 350) 5:15 p.m. Dinner – Suite 380 5:45 p.m. Tony Bailetti - Carleton • Introduction of mentors David Hudson - Talent First Network • Rules of engagement for peer and (Suite 350) mentor opportunity assessment 6:00 p.m. Peer and mentor opportunity Peers and mentors assess assessment opportunities Case rooms 1 to 4 and Suite 350 • Group I Mobile applications • Group II Content and media • Group III Health services and technology • Group IV Software • Group V Consulting and applied technology 8:00 p.m. Departure Attending dinner: Mentors 6
    • Lead to Win July-August Session Day 3: Thursday July 30 Speaker and location Topic 7:45 a.m. Breakfast-Lobby Suite 350 Meet and greet 8:00 a.m. Chuck Colford – Congruance IT • Finance the business Ken Charbonneau – KPMG (Suite 350) 10:00 a.m. Break-Lobby Suite 350 10:15 a.m. Chuck Colford - Congruance • Prepare business case for each Ken Charbonneau - KPMG key stakeholder (Suite 350) • Finance the business • Metrics that matter to businesses in creative economy 12:00 p.m. Lunch-Case rooms 1 to 4 12:40 p.m. Tony Bailetti - Carleton • Introduction of external reviewers David Hudson - Talent First Network • Rules of engagement for external (Suite 350) reviewers’ opportunity assessment 1:00 p.m. Reviewers’ opportunity assessment Case rooms 1 to 4 and Suite 350 • Group I Mobile applications • Group II Content and media • Group III Health services and technology • Group IV Software • Group V Consulting and applied technology 3:30 p.m. Tony Bailetti – Carleton • Growth formulas and tools (Suite 350) • Foundation for growth Note: attend during times when your opportunity is not being assessed by external reviewers 4:45 p.m. Tony Bailetti - Carleton • Day 4-6 David Hudson - Talent First Network • Mentor support (Suite 350) 5:00 p.m. Departure Attending lunch: Day 3 Reviewers Criteria and process for opportunity assessment: The criteria and process that external reviewers will use to assess opportunities on Day 3 is a subset of the criteria set by representatives of the nine Strategic Associates of the Lead to Win program. 7
    • Lead to Win July-August Session 6. DAY 3 OPPORTUNITY ASSESSMENT Introduction of external reviewers and start time External reviewers will be introduced to opportunity proponents at 12:40 p.m. on Day 3 and opportunity assessments will start at 1 p.m. sharp. Opportunity assessment: duration and time allocation Each opportunity assessment should last a maximum of 30 minutes. The Lead reviewer is responsible for keeping time. Each group of reviewers decides on how time should be allocated. This should be communicated to opportunity proponents as they arrive. The following time allocation is suggested: • Set up time and niceties: 2 minutes • Presentation: 10 minutes • Q&A: 12 minutes • Opportunity Assessment form completion: 5 minutes • Validation forms have been completed properly and collected: 1 minute Criteria For each opportunity, each reviewer will independently complete a form that has three parts: A, B and C. In Part A, the reviewer provides ratings from 1 (Strongly disagree) to 5 (Strongly agree) to three of the seven statements approved by the Strategic Associates of the Lead to Win program: Customer Value, Competitive and Partner Value. In Day 6, reviewers will rate the opportunity using the following seven dimensions. 1. CUSTOMER VALUE: Company’s market offer solves a problem or pain that is significant to identifiable target customers 2. COMPETITIVE: Company’s market offer delivers more value to target customers when compared to alternatives and alternatives are well understood 3. PARTNER VALUE: Company will provide good value to those channels and partners that help bring its market offer to customers 4. JOBS: Company can generate at least 6 good knowledge jobs in Canada’s Capital Region over the next three years 5. FINANCIAL: Company has a sound financial plan and founders have a sound plan to feed their families until company generates sufficient cash to pay themselves 6. FOUNDATION: Company will develop a strong foundation for future growth in Canada’s Capital Region 7. TEAM: Core team has what it takes to achieve its objectives over the next three years In Part B, each reviewer selects one of three statements that best reflects the opportunity’s readiness for Days 4-6. The three options are: Green (Opportunity is ready for Days 4-6), Yellow (Opportunity 8
    • Lead to Win July-August Session needs to be improved; however the likelihood that it can be improved by Day 4 is good); or Red (The likelihood that proponents can improve the opportunity so its ready for Days 4-6 is low). Proponents of opportunities that are identified as Red will not be invited to be part of Days 4-6 of the Lead to Win program. In Part C, each reviewer provides substantive feedback to opportunity proponents. This feedback will be provided to opportunity proponents on an anonymous basis. Process Process to be followed: 1. Presentations are made only to the reviewers in the room assigned for such a purpose. Individuals who are not reviewers or opportunity proponents remain outside the room. 2. 30 minutes is allocated to each opportunity. 30 minutes is a hard limit. 3. Each group of reviewers has a Lead reviewer. The Lead reviewer is responsible for: • Distributing the Day 3 Opportunity Assessment Form to all the reviewers in the group • Assigning an ID codes to each reviewer. To guarantee reviewer anonymity, the ID codes will not be passed on to Lead to Win organizers • Keeping time • Running smooth opportunity assessments with participants and reviewers • Ensuring that reviewers properly complete the Day 3 Opportunity Assessment Form • Collecting and returning the Day 3 Opportunity Assessment Forms completed by reviewers • Dealing with whatever issues may arise during the opportunity assessments • Providing feedback on how (i) proponents can improve their opportunities and (ii) Lead to Win program can improve the opportunity assessment process 4. Each reviewer, including the Lead reviewer, rates each opportunity independently before the next group/individual is allowed into the room. 5. If reviewers and opportunity proponents wish to exchange cards, arrange follow ups, etc.; they should do so during lunch or the social and not take time away from the assessment process. 7. TIPS TO HELP PARTICIPANTS DELIVER SUCCESFUL DAY 3 PRESENTATIONS Use of slides Proponents of an opportunity are required to make a presentation to external reviewers who have very different backgrounds. We find that those who use slides perform better than those who do not. Thus, we suggest that participants use slides to anchor their presentations to reviewers, however, we do not mandate that they do so. When using slides to make a presentation, a participant should keep in mind the following tips: 1. Use fewer than 10 slides in a 10 minute presentation 2. The slides are not your presentation; they shouldn’t say everything that you will 3. Get rid of verbiage in slides, increase the content/(# of words) ratio 4. Face the reviewers, do not read what is on the slides. Delivery Whether or not slides are used, participants should keep in mind the following tips: 1. Focus on the key messages you wish reviewers to retain. Make crisp points; do not belabor a point. 9
    • Lead to Win July-August Session 2. Practice, practice, and practice the delivery of your presentation. 3. Hook your reviewers early; if reviewers are not engaged in the first three minutes, what you say later does not matter. 5. Get reviewers to buy into your core business; this is far more important than trying to convince them that you are the smartest person in the room. 6. Manage time properly; if asked to limit presentation to 10 minutes, do this. Don’t pretend you could have done a better job if you had more time to present. 7. Clearly answer reviewers’ questions. Do not answer a question that was not asked. 8. Eliminate the use of jargon unfamiliar to reviewers; remember we have maximized diversity when selecting reviewers. 9. Explain why you do things, not just describe what you are going to do. The “why” is as important as the “what”. 10. Convince reviewers to help you; do not argue with reviewers. Content that participants should include in Day 3 presentation When producing the content of a presentation, participants should keep in mind the following tips: 1. Identify the customers you target and provide simple explanations of what customers will buy without using buzzwords (e.g., platform) 2. Ensure you provide enough information for reviewers to assess your opportunity in terms of the following three dimensions: 1. CUSTOMER VALUE: Company’s market offer solves a problem or pain that is significant to identifiable target customers 2. COMPETITIVE: Company’s market offer delivers more value to target customers when compared to alternatives and alternatives are well understood 3. PARTNER VALUE: Company will provide good value to those channels and partners that help bring its market offer to customers 3. Explain the customer pain or problem right up front; use examples to illustrate what failed and why. Be vivid – make the reviewers feel the customer's pain. 4. Describe how your offer fixes the customer’s pain or problem; use examples to illustrate how your solution makes the customer’s pain go away or solves the problem. 5. Make clear what the value of your offer is to the: (i) user; (ii) economic buyer; (iii) infrastructure gatekeeper; (iv) organization that buys; and (v) any other key stakeholder of the purchase decision. Value to users may be important, but value to other stakeholders (especially those who pay) may matter more. 6. Describe what benefits you will provide your partners who will help take your offer to market. Use examples to ensure that the benefits to partners are clearly understood and explain why these benefits are compelling. 7. Identify your key two or three differentiators for which customers will pay and explain why customers will be willing to pay for these differentiators. 8. Make clear how customers benefit from your offer and what will motivate them to purchase from. you; i.e., describe why customers will buy from you rather than buy from others or alternatively do nothing. 9. Identify your differentiation over the medium- to long-term – e.g. do you provide more capability, cost less, or deliver faster than competition? 10. Clearly describe your market entry strategy and why it will be successful. 11. Act on global opportunities, not just small or local opportunities. 10
    • Lead to Win July-August Session 12. Clearly describe the business model that you will use to grow and provide examples of successful companies that use a similar business model. 13. Describe your successes to date. 14. State what you know and what you know you don’t know. Declare what your nest steps will be. 15. Spend time selling the value of what you are doing; don’t spend too much time explaining the mechanics of what you are doing. Once you sell the value to reviewers, mechanics can be dealt with later. 8. DIFFERENCES BETWEEN DAY 3 AND DAY 6 OPPORTUNITY ASSESSMENTS Day 3 and Day 6 reviewers are asked to assess different things. Day 3 reviewers are asked to assess whether or not proponents of a business opportunity can: (i) clearly articulate their customer and value propositions and the key differentiators for which customers are willing to pay and (ii) are ready for Days 4-6: Operations. Day 6 reviewers are asked to assess the Strength of the business opportunity and participants’ readiness for Phase III: Sales to first customers. Day 3 reviewers assess an opportunity in terms of three of the seven dimensions Day 6 reviewers will use. This means that being successful in Day 3 does not guarantee success in Day 6. While there is some overlap between the mix of Day 3 and Day 6 reviewers, the intent is to maximize reviewer diversity. The objective is for reviewers with diverse experiences to provide substantive feedback on a business opportunity multiple times. This helps build a stronger foundation for a business. 9. PARTICIPANTS ACCEPTED INTO DAYS 1-3 OF JULY-AUGUST 2009 SESSION 1. Guyves Achtari 25. Yi Li 2. Bilal Ahmad 26. Jeff MacDonald 3. Nestor Amaya 27. Yongyi Mao 4. Mihaela Andronic 28. Adam McNamara 5. Joe Babiarz 29. Reinhard Messner 6. James Blondeau 30. Art Munro 7. Ian Brown 31. David Nadeau 8. Jerry Carver 32. Kshirsagar Naidu 9. Sheri Cayouette 33. Prakash Naidu 10. Terrence Chen 34. Anoop Nannra 11. Ben Cliffe 35. John Neale 12. Gilles Cote 36. Louis Payant 13. Daniel Crenna 37. Merlinda Poon 14. Don Ellis 38. Jean-Pierre Poulin 15. Alan Graves 39. Dobrila Rancic-Moogk 16. Gary Hewett 40. Kim Roper 17. Kenn Hussey 41. Pat Seemel 18. Rob Johnstone 42. Dinesh Shah 19. Randy Jones 43. Donald Smeth 20. Chris Justus 44. Rick Spencer 21. Marvin Krym 45. Oscar Vargas 22. Alem Legesse 46. Tingting Wang 23. Sharon Lewinson 47. Tariq Zaid 24. Tom Lewison 11
    • Lead to Win July-August Session 12