Enable U Iain K Overview 03232010


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  • All committed to building tech industryCurious about what others are doing – that worksShare, learn, connect, helpHave a little fun ;-)
  • What is ecosystem?What are the roots/ evolution of a systems-based approachApplication to various areas of ManSci & businessIncreasingly the model for global business i.e. Cisco, HP, RIM, Toyota, WalmartNow being applied to regional innovation strategy/ cluster development
  • Welcome to the Waterloo Region ecosystem. It’s a messy business. But it works.The reason it works is that we’re all focused on the client, and we coordinate to meet a common objective.“It’s about the company, stupid.”For Communitech, the AC, and IRAP: Our accountability is to the client. Our commitment is to the ecosystem. Longer than any partner, IRAP has been supporting the efforts of Communitech to build successful technology companies. IRAP has been in this game longer than any other government agency or program, at either the federal or provincial levels. IRAP’s partnership has helped Waterloo Region’s tech ecosystem build capability and attract talent. In return, the ecosystem gives IRAP access to stronger deal flow, and increases the return on IRAP investments.
  • Hub – digital media/mobile imagesRefinements to all program areas
  • “The Hub” will be onstream in Spring 2010 and will leverage the 600+ technology based companies plus 3 colleges and universities to accelerate the commercialization of start-ups and new technologies.
  • Enable U Iain K Overview 03232010

    1. 1. Building capacity for Innovation<br />March 23, 2010<br />
    2. 2. Thanks to our partners<br />2<br />
    3. 3. Why are we here?<br />
    4. 4. Next two days<br />4<br />
    5. 5. 5<br />
    6. 6. Ecosystem defined<br />e·co·sys·tem   (ē'kō-sĭs'təm)    n.  a system formed by the interaction of a community of organisms with their environment.<br />Science Dictionary<br />A community of organisms together with their physical environment, viewed as a system of interacting and interdependent relationships and including such processes as the flow of energy through trophic levels and the cycling of chemical elements and compounds through living and nonliving components of the system. <br />Cultural Dictionary<br />A collection of living things and the environment in which they live. For example, a prairie ecosystem includes coyotes, the rabbits on which they feed, and the grasses that feed the rabbits.<br />6<br />
    7. 7. 7<br />Ecosystemmmmm<br />
    8. 8. 8<br />
    9. 9. Traditional models have<br />failed!<br />
    10. 10. Not this….<br />
    11. 11. Or this….<br />
    12. 12. What’s this about ecosystems for building tech clusters?<br />Relevance to developing a regional strategy<br />Why is this a good approach?<br />A holistic view of community <br />Recognition of interdependence<br />Awareness of need to think & act at all levels & with all constituents relevant to the growth & success of tech companies, and the sector overall<br />12<br />
    13. 13. a mash-up of informed linkages<br />13<br />Technology companies at all levels of enterprise<br />Academic institutions<br />Research institutions<br />Non-technology companies at all levels of enterprise<br />Sources of funding<br />All levels of government<br />Other enabling organizations<br />Every player matters!<br />
    14. 14. Enabling organizations<br />Entrepreneur <br />The Company<br />Government<br />Venture Services/EiRs<br />Knowledge Creation<br />Angels<br />Venture <br />Capital<br />Firms<br />Public<br />Listing <br />Agencies<br />Financial<br />Institutions<br />550<br />Tech Firms<br />Financing Expertise<br />Professional <br />Services<br />Firms<br />Entrepreneurial Culture<br />14<br />
    15. 15. What it means for Communitech<br />Catalyst for technology-focused economic development in Waterloo Region.<br />We have a vested interest in every organization with potential to impact the success of our companies. We need to know what they do and how they help.<br />We take responsibility for community awareness of tech sector needs, and tech sector involvement in community needs.<br />We remain firmly committed to the needs of tech companies at all levels, and to continually improving our capacity to deliver.<br />15<br />
    16. 16. Why now?<br />Because we’ve evolved<br />
    17. 17. Why now?<br />1997 – 2004 <br />Trade association<br />2007 – 2009 <br />Enabling organization<br />2004 – 2007 <br />Information hub<br />2010+ <br />Enabling organization <br />& ecosystem catalyst <br />
    18. 18. What’s next for <br />18<br />
    19. 19. Digital Media<br />
    20. 20. 20<br />mobility<br />
    21. 21. 21<br />mobility<br />
    22. 22.
    23. 23. Successful ecosystems:<br />Culture<br />Risk-taking<br />Entrepreneurship<br />Connectedness<br />Uber-networks<br />Partnerships – usual and unusual<br />Capability<br />System-wide i.e. Tech talent and business talent<br />Capital<br />The right kind at the right time<br />Community<br />Identification with industry/ cluster as well as company<br />Building towards these objectives will make you successful<br />23<br />
    24. 24. How to make it work for you<br />Invest in an accurate understanding of what the companies do, and what each other organization in the ecosystem does<br />Blur the lines to become more intentionally involved in business success<br />Understand where engagement is urgent and where it isn’t<br />Embed yourself at the local, provincial and national levels<br />24<br />
    25. 25. Deployment 101<br />Asset inventory – who’s in your universe?<br />Partners<br />Technology capability<br />Existing players<br />companies<br />What’s missing?<br />What are the gaps?<br />Leadership<br />Step into the void – don’t wait for the stars to align<br />Engagement<br />Find a way to get everybody on the bus (process, structure and culture)<br />Win-wins, common enemies, and one team<br />Critical: Build a strong enabling organization<br />25<br />
    26. 26. What is an enabling org?<br />There’s no one model – they characterize themselves as:<br />Business incubators<br />EcDev<br />Trade associations<br />Off-shoots of universities<br />Tech councils<br />Different, yes. But all follow <br />the same principles. <br />26<br />
    27. 27. Core principles<br />It’s not about YOU<br />Put your companies/ customers first<br />Be focused & strategic<br />Ensure your activities align with objectives<br />Business-driven – it’s about making $$$, stupid!<br />Relevance (not just responsiveness) – know what your companies don’t know yet<br />Business-led<br />Respond to company needs using a life-cycle model<br />Programs for companies at every stage<br />Understand gaps / barriers along the way<br />Feed the whole system<br />27<br />
    28. 28. http://www.inlandbuilders.net/ongoing/windsors_clubhouse.jpg<br />28<br />What it takes to build the enabling org?<br />Place <br />– building and belonging (the right environment)<br />Club house – real estate as a strategy; engineering interactions<br />A sense of attachment / identity/ belonging<br />Your cluster in context<br />
    29. 29. What it takes to build the enabling org?<br /><ul><li>Programs – the right line card for each level of enterprise: Small / Medium/ Large
    30. 30. Events; networking; capacity-building; relationship-engineering; cultural
    31. 31. Govt relations; public relations
    32. 32. Peer learning
    33. 33. Venture support
    34. 34. Workforce development: recruitment/ training/ youth outreach
    35. 35. Export support</li></li></ul><li>What it takes to build the enabling org?<br />Partners – the right relationships to help companies grow<br />Finding a way for all players to participate – universities, government, professional service firms, sister orgs vs warring tribes<br />30<br />
    36. 36. What it takes cont’d<br />Profile – the right awareness of the sector, its needs and its contributions<br />External: get the world to take notice<br />Give your companies a street address that matters<br />Balancing act: building the brand of your org so people know where to go vs. the brand of your cluster<br />Company profile as brand driver for your cluster<br />31<br />
    37. 37. What it takes cont’d<br />Pennies – the right governance, funding and organizational model<br />Diversity in your funding model<br />Sustainability plans<br />Cult or Culture?<br />Your customer service model<br />Your back-end enterprise model<br />Commitment to constantly reinventing yourself<br />32<br />
    38. 38. What it takes cont’d<br />People – the right staff and the right board<br />Skill sets; networks; experience; credibility<br />Cult? Or culture?<br />Proof– the right measurement<br />- Varies by region and by program area<br />- Set your bench marks, check in regularly and report back<br />33<br />
    39. 39. On being strategic<br />Intersection of Org and Ecosystem…<br />What you do needs to line up to what you’re trying to achieve<br />34<br />
    40. 40. 35<br />Ecosystemmmmm<br />
    41. 41. Iain Klugman<br />Communitech<br />Waterloo Region<br />iain@communitech.ca<br />36<br />
    42. 42. Building capacity for Innovation<br />March 23, 2010<br />