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Strategic Planning to Date

Strategic Planning to Date. December 2009. Planning Philosophy. Planning not the Plan. Plans are nothing…. Plan Writing the plan Communicating 20 %. planning is everything…. Planning The thinking process Engaging the stakeholders Consultations

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Strategic Planning to Date

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  1. Strategic Planning to Date December 2009

  2. Planning Philosophy

  3. Planning not the Plan Plans are nothing… • Plan • Writing the plan • Communicating • 20% planning is everything… • Planning • The thinking process • Engaging the stakeholders • Consultations • Establishing shared objectives • 80% Dwight D. Eisenhower 1000ventures.com, 1000advices.com

  4. Top-Down, Bottom-up • CORPORATE STRATEGIC PLAN • Tracking the long term International/ National/ Provincial Road maps • Focus on the 2010 to 2015 time frame Budget Corporate Business Plan 2010-2011 BOM’s Strategic Advice Centre / Department Operating Plans 2010-2011

  5. Corporate Planning Cycle OCE Mandate 10 Year Strategic Outlook OCE Vision/ Mission/ Objectives OCE Planning Cycle Performance Monitoring DRAFT Strategic Priorities DRAFT Strategic Plan (10 year) Prepare Detailed Action Plans HR/ Staffing Plan FINALIZE Strategic /Business & Operations Plans DRAFT Business Plan (5 Year) DRAFT OperationsPlan (1 year)

  6. Strategic Global Outlook

  7. Strategic /Global Outlook The goals of Ontario’s innovation agenda include: • A high level and sustainable level of prosperity • High quality jobs • Healthy communities • Better lives for people of Ontario

  8. Strategic / Global Outlook To achieve these goals, Ontario has determined that it must: • Extract more value from all investments in research and innovation. • Attract the best and brightest innovators and entrepreneurs. • Invest in, generate and attract a workforce with first-rate skills in science, engineering, creative arts, business and entrepreneurship. • Stimulate increased private-sector investment in knowledge-based companies and capital that boosts productivity. • Be globally recognized as a commerce-friendly jurisdiction that supports the growth of innovative companies.

  9. Global Economic Outlook • Recent economic recession deemed deepest and most widespread since WWII. • Economists predict the downturn is ending, with slow recovery. • Global economy to shrink 1% this year, grow 3% in 2010, led by developing nations. • Canada to perform at or near top G7 nations of various economic indicators (top GDP growth, average unemployment, top stimulus as % of GDP). • In 2010, Canadian GDP growth expected to be 2.1%. • GDP growth of Ontario should be 2% in 2010. • Ontario unemployment set to peak at 9.9% in 2010, higher than 8.6% for Canada; improvement in unemployment will lag GDP growth. • Federal and provincial deficits for 2009-10 are anticipated to be $50.2B and $24.7B respectively. • Ontario is a large exporting province, though there is a trend of convergence between exports and imports.

  10. By the Numbers

  11. Competitiveness Global scan provided the framework for us to assess: • How Canada and Ontario are ranked against key indicators that measure innovation and competitiveness • How OCE can effectively contribute to MRI’s Innovation agenda in support of Ontario’s sustainability goals • Key indicators for innovation and competitiveness include: • Human Capital • Innovation Capacity • Entrepreneurship • Digital – information technology

  12. Human Capital CanadaOntario High education attainment 2/40 1 Science and technology researchers 11/40 2 Conclusions: • Globally and in Canada, Ontario has one of the highest educated population • Ontario ranks 2nd in Canada in Science and Technology. • However, to compete globally Ontario will need to invest more in science and technology research.

  13. Innovation Capacity Canada Ontario Corporate investment in R&D 19/40 2 Government investment in R&D 12/40 5 Conclusions: • Both Canada, Ontario lags behind in corporate and government investment in R&D. • Ontario needs to invest more in R&D and provide greater incentives for corporate investment.

  14. Entrepreneurship CanadaOntario Venture Capital 10/40 3 New Firms 32/40 5 Conclusions: • Ontario lags behind other provinces in getting it’s share of venture capital investment as well as growth of new firms. • Canada lags behind most countries in building strength and growth of new firms. • Greater incentives need to be created to build growth, confidence and strengthen our economic base.

  15. Corporate Business Plan

  16. Initial OCE SWOT Analysis STRENGTHS: Large footprint in Ontario BD bench strength University network Developing College Network Some metrics HR process and goals Talent Program – Being effectively improved Finance Department- Some good Bus Practices WEAKNESSES: No Clear Mandate/ Value Proposition ET too large -Leadership Weak decision making process Too bureaucratic / not nimble – in eyes of clients External Branding - weak Too Many Metrics – some creating non value work Core values –principles not shared across org External Engagement process Strategic Planning process – very weak Finance process needs review Strong Silo culture –Legacy Operations Excellence (iso 9000) - missing OPPORTUNITIES: Develop new Strategic Planning process/culture Focus on Short/ Medium and Long term Develop focused funding strategy Deep review of all metrics – Redefine objectives Facilitate a strong Innovation culture in Ont. Facilitate rebuilding Ontario’s Mfr Base Facilitate development of Green Economy Develop an effective Engagement Strategy Rebuild ontario’s prosperity thru innovation Develop and expand OCE’s footprint Develop Operations Excellence and CI culture THREATS/CHALLENGES: Current economic crises Continued loss of Manufacturing base in Ont Clarity on Federal and Provincial budgets Culture of Innovation in Ontario/ Canada OCE Review process OCE Renewal Overtaken by US move to Green Economy

  17. OCE Value Proposition • OCE Value Proposition is built on the following: • FOR RESEARCHERS: OCE provides access to the right companies, business skills as well as mentoring, and unique opportunities to network and learn from others – and often their first job. • FOR COMPANIES OF ALL TYPES: OCE helps to navigate the academic landscape, connecting them with crucial business research and talent, lowering their risks and providing additional reasons to invest in Ontario. • FOR GOVERNMENT: OCE provides opportunity to deliver funding into the Ontario Economy with Immediacy and focus, thus guaranteeing alignment with the ONE and Ontario’s Innovation agenda (even as it may change over the years), with transparency and accountability • FOR INVESTORS: OCE helps to ensure that crucial innovation ideas don’t founder before they get to market, we de-risk their participation, providing a unique and thoroughly tested deal flow., which will now be significantly enhanced with the addition of CCR to OCE’s organization.

  18. OCE’s Value Proposition • For Industry: OCE provides your most important resource – creative, young workers who are ready-and-able. They will hit the ground running and become your key innovators and leaders of tomorrow • For Academia: • OCE will provide jobs for your students and a bridge to Ontario’s businesses, so that research institutions can make real and measureable contributions to Ontario’s prosperity • For Students: • OCE will give you a meaningful job in your field of interest, and will open doors to a lifetime of achievement and success • For Government: • Ontario’s future is its young, innovative people. OCE will impact Ontario’s future prosperity by enabling its best research students become innovators and leaders in Ontario’s most competitive and successful firms

  19. OCE’s Mandate • AS we were struggling to get agreement on Mandate, we used the following as the surrogate for the 5 Year Corporate Business Plan Sent to MRI: “The 2010-2015 Corp. Business Plan details the OCE’s strategy of connection and collaboration that enable it to deliver on its primary objectives” • Provide the Province with unmatched value and ROI in terms of job creation, GDP and the building of critical mass in Ontario’s Innovation Value Chain. • Successfully deliver the Industry Academia Collaboration Program (IACP) under the Ontario Network of Excellence (ONE) and provide broader support to the Province to drive Ontario’s Innovation Agenda.

  20. Our Strategic Framework Mandate Value Prop. Corporate Context Strategic direction and priorities Performance measurement Accountability & Alignment VISION

  21. The Next Generation

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