Ontario Commercialization Network A New Approach to Tech-Based Economic Development

1. Ontario Commercialization NetworkA New Approach to Tech-Based Economic Development November 24, 2006 Ministry of Research and Innovation

2. Overview • MRI Commercialization Programs (Finance, Skills and Technology Gaps) • Goal of Ontario Commercialization Network (OCN) • OCN Model • OCN Hub (MaRS and OCE) • Sector Innovation Networks • Knowledge and Technology Transfer Networks • Regional Innovation Networks • Lessons Learned Ministry of Research and Innovation

3. Addressing the Pre-Commercialization Finance, Skills and Technology Gaps Addressed via ORIC* Efforts Financing Gap Ontario Research Fund (Research Institutions) Global Markets Technology Gap Later Stage Financing ($100 M +) Early Stage Financing ($5 -15M) $29M Investment Accelerator Fund (pre-seed) $31.4 Ontario Research Comm. Program (Tech Transfer) RIN / OCN Program $90M Venture Capital (seed stage $1-5 M) Angel/Seed Stage VC $17M Business Mentorship and Entrepreneurship Program Skills Gap Fundamental Research Intellectual Property Market Needs Analysis R&D Project Lab Prototype Engineering Manufacturing Early Production Sales Product Strategy/Early Management *Ontario Research & Innovation Council Ministry of Research and Innovation

4. Northern Ontario Ottawa Ontario Commercialization Network Eastern Lake Ontario Peterborough York Western GTA Toronto Guelph/Waterloo Golden Horseshoe London Sarnia Chatham Building a Commercialization Ecosystem Windsor Ministry of Research and Innovation

5. 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

6. OCN Model to support Tech-based Economic Development Provincial Innovation Network Provincial & Federal Linkages International Linkages Sector Innovation Networks Knowledge and Tech Transfer Networks Regional Innovation Networks Municipal & Regional Economic Development Ministry of Research and Innovation

7. Provincial Innovation Network: The “Hub” MaRS: • MaRS connects the communities of science, business and capital to create a more efficient commercialization marketplace. • The MaRS community is built through co-location, catalytic programs and services, and structured networks. • The MaRS community is physically anchored in the MaRS Centre and extends virtually through the MaRS Portal and MaRS Networks. • MaRS delivers commercialization programs and services focused on building a pipeline of globally significant companies. Ministry of Research and Innovation

8. 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

9. 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

10. 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

11. 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

12. Business Mentorship and Entrepreneurship Program Global Business / Global Science / Global Capital Researchers OCN HUB Proactive Outreach Linkages to Resources Entrepreneurs • OCN • Client Diagnostic & Coaching Start-ups Customers / Clients (Entrepreneurs) Research Institutions & Tech Transfer Office • RIN • Linkages to regional resources & programs SMEs Gateway Web Portal & Client Management System Value Proposition To Customers MNEs Investment Accelerator Fund Accelerating Deal Flow Across the Network Ontario Commercialization Network Implementation Framework Ministry of Research and Innovation

13. Regional Innovation Network Model • MNEs • SMEs • Start ups • Entrepreneurs • Researchers Economic Development Organizations RINs (diagnostic service) Provincial Commercialization Program & Services (expert advice) Core Economic Development Activities Networking & Linkages to Regional Resources Commercialization Market / Competitive Intelligence Investment Expansion & Retention International Linkages Linkages to Commercialization Resources Strategic Alliances (Companies & Researchers) Business Mentor Technical / Technology Investment Attraction Export Development Technology Adoption Angel Network “Creating New Economic Opportunities through Collaborations” Ministry of Research and Innovation

14. Regional Innovation Networks • Ottawa Centre for Research and Innovation (OCRI) • Eastern Lake Ontario Regional Innovation Network • Greater Peterborough Region DNA Cluster • BioDiscovery Toronto • Western Toronto Greater Area Convergence Centre • York Biotech • Golden Horseshoe Biosciences Network • Guelph Partnership for Innovation • Waterloo Research and Technology Park Accelerator and Communitech • London Regional Innovation Network • Southwestern Ontario Bioproducts Innovation Network • Northern Ontario Commercialization Initiative Ministry of Research and Innovation

15. Lessons Learned • Tech-based economic development requires a detailed study / plan and community development process involving local stakeholders to identify strengths and weakness within the region. • Research institutions can help breakdown municipal boundaries and create regional innovation systems (networks). Typically these systems are not aligned with municipal boundaries. • 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. • 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

16. Lessons Learned (cont’d) • Regional innovation system (network) model seems to have a number of advantages over the cluster model. These advantages include: • Better alignment with current technology trends re: technology convergence • Regional innovation systems (networks) can work in smaller regions and can result in beneficial collaborations between urban and rural communities • 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. • 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

17. Lessons Learned (cont’d) • 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. • It is important to “anchor” regional innovation systems (networks). For Ontario, MaRS 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. • 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. • 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. • It critical to learn and adapt as required to keep the “ecosystem” in balance. Ministry of Research and Innovation