Ontario Commercialization Network A New Approach to Tech-Based Economic Development November 24, 2006 Ministry of Research and Innovation 1
Overview • MRI Commercialization Programs (Finance, Skills and Technology Gaps) • Goal of Ontario Commercialization Network (OCN) • OCN Model • OCN Hub (Ma. RS and OCE) • Sector Innovation Networks • Knowledge and Technology Transfer Networks • Regional Innovation Networks • Lessons Learned Ministry of Research and Innovation 2
Addressing the Pre-Commercialization Finance, Skills and Technology Gaps Addressed via ORIC* Efforts Financing Gap Technology Gap Ontario Research Fund (Research Institutions) $31. 4 Ontario Research Comm. Program (Tech Transfer) RIN / OCN Program $29 M Investment Accelerator Fund (pre-seed) Angel/Seed Stage VC $17 M Business Mentorship and Entrepreneurship Program $90 M Venture Capital (seed stage $1 -5 M) Early Stage Financing ($5 -15 M) Engineering Manufacturing Early Production Later Stage Financing ($100 M +) Global Markets Skills Gap Fundamental Research Intellectual Property Market Needs Analysis R&D Project Lab Prototype Sales Product Strategy/Early Management *Ontario Research & Innovation Council Ministry of Research and Innovation 3
Northern Ontario Ottawa Ontario Commercialization Network Peterborough Eastern Lake Ontario York Western GTA Guelph/Waterloo Sarnia Chatham London Toronto Golden Horseshoe Building a Commercialization Ecosystem Windsor Ministry of Research and Innovation 4
The Ontario Commercialization Network The goal of the OCN is to build an efficient and effective commercialization network / “ecosystem” that will: – Have both a regional and sectoral focus – Actively engage the private sector to support the flow of capital (financial and intellectual) – Use a market driven and client focused approach – Develop a highly networked and collaborative community of commercialization stakeholders (“the ecosystem”) – Improve transfer of knowledge and technology to the private sector to capture the benefits of investments in R&D – Provide more efficient and effective service delivery system to support technology-based entrepreneurs, start-ups and SMEs – Build an entrepreneurial culture Ministry of Research and Innovation 5
International Linkages Provincial & Federal Linkages OCN Model to support Tech-based Economic Development Provincial Innovation Network Sector Innovation Networks Knowledge and Tech Transfer Networks Regional Innovation Networks Municipal & Regional Economic Development Ministry of Research and Innovation 6
Provincial Innovation Network: The “Hub” Ma. RS: • Ma. RS connects the communities of science, business and capital to create a more efficient commercialization marketplace. • The Ma. RS community is built through co-location, catalytic programs and services, and structured networks. • The Ma. RS community is physically anchored in the Ma. RS Centre and extends virtually through the Ma. RS Portal and Ma. RS Networks. • Ma. RS delivers commercialization programs and services focused on building a pipeline of globally significant companies. Ministry of Research and Innovation 7
Provincial Innovation Network: The “Hub” OCE Inc. • Support research: OCE invests in industrially relevant research in Ontario’s universities, colleges and research hospitals. • Support commercialization: OCE initiatives are designed to move technologies to the marketplace through technology and market assessment, intellectual property protection, prototype development, and pre-seed funding to establish start-up companies. • Support development of talented people: OCE activities focus on training and developing the next generation of Ontario innovators and entrepreneurs. Ministry of Research and Innovation 8
Sector Innovation Networks (SINs): • SINs are not-for-profit organizations that have a strong sector focus with provincial scope and capacity to deliver commercialization and other expertise • Build the knowledge base on the sector -- researchers, R&D infrastructure, companies, etc. • Identify global strengths and where these strengths lie within the provincial landscape • Develop sector-based innovation and commercialization strategies • Implement commercialization programs and services aligned with the “the hub” of the OCN • Facilitate linkages and build networks -- science, industry and capital with a sector focus Ministry of Research and Innovation 9
Knowledge and Technology Transfer Networks • Knowledge and Technology Transfer Networks as primarily regionally based and link multiple institutions (universities, research hospitals and colleges) under a single network • The primary purpose of the networks are to share resources and align policies and procedures • The networks will incorporate private sector input into the tech transfer process • The networks will make it easier for the private sector to access resources and technologies (IP) • Knowledge transfer activities primarily involve linking students and faculty to industry driven commercialization projects (technical and/or business related) • A provincial network is being developed where “industry experts” will provide support to all of the tech transfer networks across the province Ministry of Research and Innovation 10
Regional Innovation Networks (RINs) • RINs are a regionally based, multi-stakeholder, not-for-profit organizations driven by the private sector • RINs serve as the foundation of the commercialization ecosystem (“the OCN”) to: – Identify a region’s comparative advantages – Establish a vision and mission for the future – Identify and align commercialization and other economic development resources available at the regional level (commercialization roadmap) – Develop and implement programs and services to address gaps as part of an annual implementation planning process – Create a focal and entry point for clients to access commercialization and other resources at the regional, provincial and federal levels Ministry of Research and Innovation 11
Business Mentorship and Entrepreneurship Program Researchers Linkages to Resources Proactive Outreach OCN Entrepreneurs • Client Diagnostic & Coaching OCN HUB RIN Gateway Web Portal & Client Management System • Linkages to regional resources & programs Research Institutions & Tech Transfer Office Start-ups Value Proposition To Customers SMEs MNEs Investment Accelerator Fund Accelerating Deal Flow Across the Network Ministry of Research and Innovation 12 Customers / Clients (Entrepreneurs) Global Business / Global Science / Global Capital Ontario Commercialization Network Implementation Framework
Regional Innovation Network Model • MNEs • SMEs • Start ups • Entrepreneurs • Researchers Economic Development Organizations Core Economic Development Activities RINs (diagnostic service) Networking & Linkages to Regional Resources Expansion & Retention International Linkages to Commercialization Resources Strategic Alliances (Companies & Researchers) Investment Attraction Export Development Technology Adoption Angel Network Provincial Commercialization Program & Services (expert advice) Commercialization Market / Competitive Intelligence Investment Technical / Technology Business Mentor “Creating New Economic Opportunities through Collaborations” Ministry of Research and Innovation 13
Regional Innovation Networks 1. Ottawa Centre for Research and Innovation (OCRI) 2. Eastern Lake Ontario Regional Innovation Network 3. Greater Peterborough Region DNA Cluster 4. Bio. Discovery Toronto 5. Western Toronto Greater Area Convergence Centre 6. York Biotech 7. Golden Horseshoe Biosciences Network 8. Guelph Partnership for Innovation 9. Waterloo Research and Technology Park Accelerator and Communitech 10. London Regional Innovation Network 11. Southwestern Ontario Bioproducts Innovation Network 12. Northern Ontario Commercialization Initiative Ministry of Research and Innovation 14
Lessons Learned 1. Tech-based economic development requires a detailed study / plan and community development process involving local stakeholders to identify strengths and weakness within the region. 2. Research institutions can help breakdown municipal boundaries and create regional innovation systems (networks). Typically these systems are not aligned with municipal boundaries. 3. Research institutions can help drive the planning process, but it is critical to transition the process to be more industry driven when the process moves from planning to implementation. 4. Cluster theory useful as an analysis tool, but has limited applicability to the Ontario landscape as an implementation tool or model. Ministry of Research and Innovation 15
Lessons Learned (cont’d) 5. Regional innovation system (network) model seems to have a number of advantages over the cluster model. These advantages include: ü Better alignment with current technology trends re: technology convergence ü Regional innovation systems (networks) can work in smaller regions and can result in beneficial collaborations between urban and rural communities ü Private sector investment aligned with technologies not industry sectors. “Hot” technologies such as sensors cross many sectors such as environmental technologies, energy technologies, advanced materials, etc. ü Business issues, for the most part, do not vary by industry sector, thus business support infrastructure at the regional level can be “generic” Ministry of Research and Innovation 16
Lessons Learned (cont’d) 6. RINs need a clear vision and mission, but need to take incremental steps to achieve the desired outcome. Trying to “leap frog” to a new paradigm has a higher chance of failure. 7. It is important to “anchor” regional innovation systems (networks). For Ontario, Ma. RS and the Ontario Centres of Excellence (OCE) are anchoring the RINs and SINs and providing a focal point to support collaborations across the OCN and implement provincial programs. 8. Inter-RIN collaborations are important but need to be led by an independent organization such as a sector innovation network (SIN). For example, the Health Technology Exchange (HTX) works closely with a number of RINs focusing on medical devices as an area of strength. 9. The OCN can be viewed as an “ecosystem”. An ecosystem can be defined from a business perspective as a complex set of relationships and whose members benefit from each other's participation via symbiotic relationships. Its critical to have an “honest broker” to manage the relationships in the early stages. 10. It critical to learn and adapt as required to keep the “ecosystem” in balance. Ministry of Research and Innovation 17
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