Outline

• Role govt should play (id disruptive tech, its commercialization) ?

• How integrated? Local vs. national, industry vs university roles

• Approach, mechanisms to foster growth: partner, industry, university

• Example: SSOC

• How did things changed?

• Challenges and adjustments

• Lessons learned

Innovation

HumanResources

Business Environment

•Sustainable Development Technology Fund

•Atlantic Regional Innovation Clusters

•Technology Partnerships Canada

•Business Development Bank of Canada

•Networks of Centers of Excellence

•PRECARN

•Canada Education Savings Grant•Education Tax Credit•Aboriginal Business Canada •SchoolNet / CAP•Millennium Scholarships

•Aboriginal Business Services Network•Tax relief - $100 B•Biotechnology Regulation•Canada Business Corporations Act•Privacy / E-Commerce•Competition Act

•Federal Laboratories

•Biotechnology R&D

•Canadian Health Information Highway

•Canadian Choices

•Canada Foundation for Innovation

•Canadian Institutes of Health Research

•Canada Research Chairs

•Genome Canada

•NSERC

Commercialization of

Knowledge

Knowledge Infrastructure

Innovation in Canada

NRC...

• 3,600 full-time employees and

1,200 guest workers in labs and

facilities across Canada

• Network of technology advisors

to support small business

• 19 research institutes and 5

innovation and technology

centers; focused programs in

technology sectors important to

Canada’s economy

NRC Research Institutes

Institute for Information Technology – Atlantic – Fredericton, Moncton, St. John, Sydney

Institute for Marine Bioscience - Halifax

Institute for Marine Dynamics -St. John’s

Industrial Materials Institute – Boucherville,Ville Saguenay

Biotechnology Research Institute –Montreal

Institute for Biodiagnostics –Winnipeg, Calgary, Halifax

Plant Biotechnology Institute –Saskatoon

National Institute for Nanotechnology - Edmonton

Integrated Manufacturing Technologies Institute –London

Innovation Centre –Vancouver

Institute for Aerospace ResearchInstitute for Biological SciencesInstitute for Chemical Process and Environmental TechnologyInstitute for Information TechnologyInstitute for Microstructural SciencesInstitute for National Measurement StandardsInstitute for Research in ConstructionSteacie Institute for Molecular SciencesCanada Institute for Scientific and Technical InformationCorporate Branches (ASPM, CS, FB, HRB, IMSB)

Herzberg Institute ofAstrophysics – Victoria,Penticton

Canada’s Innovation Challenges

• Find better ways to create knowledge and bring these ideas to

market

• Find ways to develop, attract and retain the best and the brightest

• Support innovation at the local level

• Modernize business and regulatory policies

Operational

• Scope out position and motivation of partners for common interest: get

acceptance of all regional partners even if have national mandate

• Identify actual need for this

• Open communications and sustain to build shared vision

• Minimize backroom deals: transparency

• Bring integration of process as much as possible

• Find workaround govt/institution bureaucratic processes (avoid jail if

possible)

• Be patient….

• Good science, top quality

WDM Transmission System or:What did you drink the night before: disruptive technology

Issues at the time:

•Govt labs comfortable with long-term horizon projects•Industry found such work of no immediate value•Govt labs interested in advanced components•SMEs looking at niche devices (sensors …)•Universities saw advanced devices as too applied and short-term

•No traditions of collaboration between institutions•No common vocabulary•No common working style (Gantt charts, time sheets, stretch goals)

SSOC MembershipSSOC Membership

WORKING TO ACHIEVE OPTOELECTRONIC INTEGRATIONWORKING TO ACHIEVE OPTOELECTRONIC INTEGRATION

An open consortium of:

BNR / NTEG&GMPR TeltechTR LabsITS ElectronicsSeastar OpticsDNDLitton systems

Affiliates:CRCNRC (IMS)NOI

University Programme:Queen’s LavalToronto SherbrookeUBC Imperial Coll.TUNS

GoalGoal

• To develop the technology of optoelectronic integration, thus combining the advantages of light and high-speed electronics in a single device.

•Facilitate collaboration•Establish competitive capability in Canada•Facilitate training of HQP•Propel optoelectronic integration and WDM (disruptive technologies)•Adapt to members specialised needs

Positioning: Organisational

Positioning: Organisational

Government Labs.and / or Consortia

Universities and C. of Excellence Industry

Applications

Systems

Modules

Devices

Base Technology

• Leadership in strategic niche market opportunities

• Leadership in selected manufacturable strategic technologies

• Creative, provocative ideas

• Tools

• Modelling

• Verification

• Suitably educated graduates

• Market Driven Leadership

• Strategic

• Competence

• Application Leadership

LinkagesLinkages

MUTUAL ASSISTANCEMUTUAL ASSISTANCE

Governments

Industry

UniversitiesCentres of Excellence

SHARED PRE-COMPETITIVE RESEARCHSHARED PRE-COMPETITIVE RESEARCH

SSOC

Output is

People with the Technology that Industry needs

strategic role of participants

availability of resources

minimize communicationbarriers

critical mass for impact

OrganisationOrganisation

SSOC/MemberProgram

SSOC/NRCProgram

NRCRelatedProgram

MemberPrograms

(Related R&D)

• >$40M* pa

• Individual Members Internal Programs (related r&d only)

• $2M pa

• NRC based

• Performed by NRC staff

• >$2M pa

• Contracted to-

NRC - Universities

- Members

• 4M pa

• Co-ordinated with SSOC Program

Technology transfer achieved through • Guest Workers • Graduate Students

• Planned and managed as a whole• Major Projects / Individual Activities

OBJECTIVES MILESTONES MONTHLY REVIEWS

* >$150M pa if applications development counted

Membership Fees / RightsMembership Fees / Rights

Non-exclusive. Royalties payable forcommercial exploitation

Non-exclusive. Royalty-free for internaluse. "Have made" rights

Principal

Senior

Consortium

Research Affiliate

Non-Members

Non-exclusive. Royalty Free

Guaranteed non-exclusive access atnormal market rates

Negotiable with SSOC

Associate

250 3

50 1

50/250 1/3

10 --

Negotiable

N/A

Type $K pa GuestWorkers Intellectual Property Rights

SSOC 5-Year ProgramSSOC 5-Year Program

InP ProcessExternalMaterial

R&D onElectronics

IntegrateableDevice

IntegratedElectronicsDesign

Integrated Demonstrator(Wavelength Dependent

Processor)

HybridOpticalDemux

MultiportHybridOptical WDM

WDM DemoChip

WavelengthSeparationDemonstration

AdvancedLaserModulator

Separation/AmplifierDevice

IntegratedWaveguides

AdvancedGaAsDevices

WavelengthSeparation/Amplification

IntegratableDetectors

SimpleInP Devices

SYSTEMS

&

APPL ICAT IONS

MaterialsChoices

ComponentChoices

DemonstratorChoices

1.

2.

3.

4.

5.

EstablishGaAs DeviceCapability

R&D onWavelengthSelection

FabricationSpace, Eq'tExpertise

CommissionInP GrowthCapabilityA B C D

90° Waveguide Turning Mirror

Core Programme

InP facilities and devicesIntegration issuesBidirectional WDM Rx-Tx

InGaAs/GaAs Tx-Rx demonstrator

Novel Devices

circular grating lasersdirect write DFB grating processvisible SEHG lasers and NARROWVCSELsOPO at 1.3 and 1.5m

Member’s Programme

CRC Electronics Tx-RxTRLabs LAMDA, M-Z modMPR systems studyNOI modelling soft. dev.EG&G InP laser dev.DND fiber micro.BNR direct DFB lith.

University Programme

Queen’s BPMToronto thermal modelUBC InP HBT OEICLaval nl wavelength cntlImperial College patterned growthSherbrooke InP PLCITR VCSELs

Lasting benefits for Canada

•Took nearly two years of talking and exploring (created Aug.1988, sunset Aug. 1995)

•Over 60 HPQ found jobs over that 7 years•Several world technology “first” or “records”•Publications, IP, reports and process development•Opto group at IMS grew to 31

•Lasting impact on industry, university and NRC•R&D positions in university, industry•Mixed matrix approach to resources•Closer interdependencies•Value for Canada well documented

SummarySummary

•typically take more than four years to return any benefits

•Research focus was maintained with Core Programme Tx-Rx WDM•to build infrastructure, while being responsive to individual requests.

•World record performance for WDM devices and several •Novel Devices patents.

•New manufacturing processes successfully transferred,•now part of products as result of effective technology transfers via•guest workers.

•Future components for Canada’s “electronic highway” •(CANARIE and OCRI-Net), in addition to members’ systems.

Post SSOC, IMS impact

• Very high level of R&D partnership (individual firms commercialising results)

• Efficient internal organisation and culture

• Lasting relationships and clients

• High quality people, R&D and equipment base

• Tightly integrated full micro-fabrication capability

• Spin-offs– CrossLight software– SiGe Semiconductors– Iridian Spectral Technologies– MetroPhotonics– LNL Optenia– Trilium Photonics

• Other consortia such as OpCom, Athena, CARC, FIB-OCRI…

Emergence in 1990s, post SSOC

• SSOC paved the way and shaped culture in combination with OCRI in

Ottawa region (Potworowski study, May 2002)

• BNR/Nortel: gorilla, Industry

NRC: vision, R&D

SSOC: applications, technical networking

OCRI: facilitator, networking, regional voice

• Local universities not active in photonics at the time

• Now have Ontario and municipal Govt, U of O, Carleton, Algonquin,

OPC, CPC, PRO, IRAP, OCRI, NCIT, OPRA, CPFC, SMC, NRC,

Regional Innovation center, Vitesse, IPF, etc….. All helping in unison

Industry Partnership Facility (IPF)

Industry Partnership Facility

• Assist SMEs in ICT sector to exploit emerging technologies

• Co-located to NRC staff doing R&D in software and hardware components

• Co-located with IRAP

• Access to CISTI and NRC linkages to expert advice

• Reduce risk during the critical start-up years

• 2500 sq.m. of usable space, 15 companies

• All new NRC facilities will have one now!

The Incubation Process

Access to Services

Coaching and Mentoring

Networks and Alliances

Access to Capital

Business PlanningCompany

Access to R&D Networks

Specialized Facilities

Access to Skilled People

Exchange of Ideas

Champions

FeedbackR&D

Business Development

Capitalization

Canadian Photonics Fabrication Centre (CPFC) - Ottawa

• Unique facility in Canada for industry and universities

• Component and device fabrication

• Linking photonics clusters to NRC's national facilities, networks, competencies and incubation services

• Training of highly qualified personnel

The CPFC: Working in Partnership

• Algonquin College

• CIPI

• COPAC

• CMC (MOU signed in January 2003)

• CRC

• Ontario Photonics Consortium

• PRO (MOU signed in May 2001)

• TR Labs (MOU signed in October 2002)

• University of Ottawa

• Vitesse (MOU in progress)

National R&D Infrastructure

Prototyping services for industry

– Small firms: Low-volume production; Proof of concept; Design assistance– Medium firms: Low-volume production runs to test manufacturability &

designs– Large firms: Fast turnaround, novel runs to test proof of concept

Training highly qualified personnel

– R&D fabrication facilities for universities, Centres of Excellence, and other research organizations

Technology Clusters – NRC’s Approach

The Players

• R&D institutions (private, university, government)• technology intensive firms with global reach• entrepreneurs - local champions with vision • network catalysts - public and private sector • involved/knowledgeable local sources of financing• technology brokers & tech transfer centres• provincial and municipal governments, local authorities

Source: Andy Woodsworth

Role: development

• Must not be top down or policy driven

• Industry driven and industry champion

• Offer real value, visibility, networking, not just endless meetings

• Involve the right members not the usual “leaches”

• Recognize when to manage the cluster

• Limit bureaucratic overhead (difficult in govt context)

• Identify real problems not political reasons

• Create interdependencies

Effective “disruptive tech” interactions:Effective “disruptive tech” interactions:

- establish strong member commitment.

- streamlined decision control.

- well defined and focussed Core Programme, in a central location.

- maintain one-on-one member research flexibility.

- effective technology transfer by on-site workers.

- uniform technology base for Core Programme.

- select members for complementary values and compatible goals.

- work out issues with individual members.

- use technical meetings as information transfer and input.

Solid State Optoelectronics Consortium (SSOC) - created in

1989 with participation of BNR & SMEs

SSOC developed integrated photonic devices for

wavelength division multiplexing (WDM) on a single chip.

O-Vitesse (Vitesse Re-skilling) to address shortage of

software engineers

Immigration rule changes for IT workers

Incubation - NRC’s IPF

70 NRC spin-offs in Ottawa alone, creating 7000 high tech

jobs, with over $1 B sales

Ottawa Photonics Valley

Ocean Engineering(Newfoundland)

Ag-Biotech(Saskatoon)

Astronomy(Victoria, Penticton)

Fuel Cells(Vancouver))

Medical Technologies(Winnipeg)

IT / Life Sciences(Ottawa)

Biopharmaceuticals,Industrial Materials

(Montreal)

Life Sciences(Nova Scotia)

E-Business(New Brunswick,

Sydney)

Aluminium(Ville Saguenay)

Aerospace(Ottawa, Montreal)

Nanotechnology(Edmonton)

NRC Technology Cluster Initiatives

Sustainable UrbanInfrastructure(Regina)

Bioactives(PEI)