enable u mar 23 bailetti eco for ec dev
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Lead to Win: Creating technology and
knowledge jobs
Tony BailettiSprott School of Business
Systems and Computer Engineering [email protected]
Enable UMarch 23, 2010
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Agenda
A. Lead to Win
B. Lessons you can use
C. Research
D. Takeaways
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A. Overview of Lead to Win
• Become largest source of technology and knowledge jobs in Canada’s Capital Region
• Business ecosystem approach to economic development
• Anchored around opportunity development process
• Phase I: selects right people and opportunities
• Phase II: is mandatory six day Opportunity Development Program, cuts in Day 3 and 6
• Phase III: helps business accepted into ecosystem to generate a minimum of 6 knowledge and technology jobs over three years
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Types of market offers
• Customer premise equipment• Enterprise software• Hosted services• Mobile applications• Telecom solutions, wired and wireless• Product development tools and services• Aerospace engineering• Pharmaceutical • Professional consulting and services• Intellectual property
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Company founders benefit from:
Phase II• Stronger business
opportunity quickly• Knowledge to establish
and grow successful tech business
• Confidence and motivation
• Access to large and diverse business network
• Foundation to sell to first customers, raise funds and attract/retain talent
Phase III• Review boards & mentors• Opportunity validation• Presentations to large
customers• LTW founders & TIM students• Bootstrap financing• Founders’ Club• Purposeful networking events• Conference & shared space• Services from suppliers who
share founders’ risk• Brand company & ecosystem• New niche formation• Thought leadership: OSBR.ca• Free memberships in OCRI &
Ottawa Chamber of Commerce
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B. L1. Operational definition
A business ecosystem is comprised of companies and organizations (players) that work together to:
Deliver value to customers, partners, themselves and region
Benefit from products and services delivered by a platform
Interact with resources outside their community
boundary
Enables value creating exchanges that would not occur otherwise
Ensure continued existence of their community
Time
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L2. Keystone is player responsible for:
• Platform operations and evolution
• Ecosystem health Number & diversity of players Players’ productivity Resources attracted by keystone Platform predictability
• Leadership and governance structure
• Transaction cost minimization
• Audience building Global reach Attract and retain resources and talent
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L3. Keystone types
Vendor neutralDefense
department
Lead to Win
BBB
Talent First
Coral CEA
Vendor or consortia dominates
Apple
MicrosoftGoogle
Closed Open
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?
?PervasiveMedia Mobile
Apps
Ecosystem diversity
Lead to Win Coral CEA
Talent First Network
# of technology jobs created$ risk capital invested
# of students educated for creative economy
Each vertical ecosystem to operate multi million $ specialized asset
• Each company in phase III creates 6+ tech jobs
• Talent • Open source
stacks• OSBR.ca
BBB • Web conference for academic institutions open source project
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Overview of four ecosystems
Mandate Platform Success Scope
Lead to Win Launch and grow technology businesses
• Opportunity & deal development process
• # tech jobs• Investment
Region other regions
Coral CEA (Comm Enabled Applications)
• Provide member companies building blocks, commercialization support and out of box process to differentiate offers• Fill gaps in commercialization
• Software assets in $15.3 M sandbox
• # tech jobs• Investment # apps that use Sandbox• # new CEA companies• Keystone income
Canada Global
Big Blue Button
• Deliver high quality experience to remote students
• Open source code • # talented developers• # of companies
Global
Talent First Network
• Thought leadership• Fill gaps in skills for creative economy
• Skill development • # tech jobs• # companies that make money from open source assets• # grad students
Province
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L4. Multi-side platform
Gro
up
3
Gro
up
4
Regional economic development orgs
• outcome # 1• outcome # 2
Group 2Group 1
• Keystone-run platform adds value to players in N groups
• Value to a player in one group increases with number of players in other groups
• Regional development is one group
• Concrete & visible regional outcomes
• Platform can be process, physical location, service, product
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LTW: Apr 09-Mar 10(126 org)
LTW: Mar 10-June 11(250)
L5. Platform anchored on a process
Opportunity dev
Opportunity & deal dev
Regional economic development orgs (8)
• 6+ jobs/startup in 3 yrs• Healthy ecosystem
Regional economic development orgs (8)
• 6+ jobs/startup in 3 yrs• Healthy ecosystem
Technology startups
(78)
Technology companies
(14)
Multinationals(8)
Service providers
(15)
Service providers
(25)
SME(20)
Academic (4) Academic
(5)
Early customers
(20)
Investors(14)
Investors(7)
Technology startups
(150)
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L6. Opportunity development process
I. Recruit talent
II. Harden & strengthen opportunity
III. Launch and grow business
6+ tech/knowledge jobs per firm over 3
yrs+
Healthy ecosystem to grow successful
tech businesses
30 firms, 39 founders 82
8 wks 4 wks 104 wks
Jun 09:
Aug 09: 66 19 firms, 27 founders
98
62
212 in Day 1
46
55Nov 09: 21 firms, 34 founders
315 Applicants
51
167 in Day 6
35
44
126 in 88 firms into ecosystem
69 49Mar 10: 18 firms, 26 founders37
78 startups active
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Deal development process
Stage 0 1 2 3 4
Orchestrator
Customer
Supplier
Funder
Pay off
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L7. Ecosystem sustainability
• Using ecosystemCompanies generate
greater profitable revenueRegion attains better
outcomes
• Healthy ecosystem
• Superior information & access to many deals
• Transparency of intellectual property rights
Region’s outcomes• 6+ jobs/startup in 3 yrs• Healthy ecosystem
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L8. Prices for access & transactions
• Group that is needed most or is harder to get receives a price break
• Group that gets most value out of access to members of other groups bears more of cost
• If price of product for group A is high, number of A users decreases which lowers value of products for groups B, C, D etc.
• Prices and marginal costs for goods and services delivered to a group are not closely related
• Price setting is not enough to induce desired outcomes Complex coordination problems do exist
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L9. Make visible
• Show multiple views of business ecosystem
• Define boundary
• Show links to resources and talent outside boundary
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L.10 Engage community
• Secure commitment of expert volunteers to attain concrete outcomes
• Engage regional development organizations, academic institutions, municipalities, and service providers
• Invite institutional and angel investors as well as serial entrepreneurs and company leaders to review opportunities
• Concurrently grow each participating group• Add players that complement opportunity development • Enhance credibility of platform and ecosystem• Provide missing assets (e.g., resources, market,
technology)
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C. Research
• Efficient use of vendor-neutral business ecosystems
• Measure effectiveness of vendor-neutral ecosystems vs other ecosystem types as tools for regional economic development
• Ecosystem maps and health dashboards
• Volunteers who work for startups expecting to create jobs for themselves
• Designing successful keystones
• Orchestration, affiliates, network pricing, auctions, volume discounts
• Services to provide each group
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D. Takeaways
• Embrace business ecosystem approach to develop regional economy
• Knowing how to establish and enable business ecosystems to develop regional economy is a key competitive advantage
• Ecosystems can: Harness innovative individuals worldwide to solve local
problems Launch and grow technology companies Create and retain jobs and attract private investment Enhance experience of graduate students Attract new, creative individuals
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Thank you!
www.carleton.ca/timwww.leadtowin.cawww.coralcea.net
www.talentfirstnetwork.org/wiki