SAO Vision

1
SAO Vision Strategy

• Come, Start, Grow!
• SAO Board May 2004

2
Background Process

• SAO Board defined a focused strategy based on
  research and analysis performed by the Strategy
  Committee
• Analysis included an in-depth survey of 10
  industry members

Survey Participants Mark Abel (Intel) Rich Bader
(EasyStreet) Jim Cochell (SoSaysMe.com) Stan
Davis (Marstan Ventures) Danielle Forsythe
(Thetus) Frank Hall (Entredigm Consulting) Charlie
Kawasaki (Software Diligence) Stephen King
(MERANT) Stephen Rogers (Optema) John Tortorici
(Chart Solutions) Larry Wade (SAO)
We heard our vision is too broad,mission lacks
focus, customer definition shouldfocus on
software companies first, goals arent
actionable,were not executing consistently, etc.
3
SAO Vision
The SAO drives wealth creation in Oregons
software industry
4
SAO Customers
5
SAO Primary Goal

• To achieve its vision, the SAO set a primary goal
• Increase the number of sustainable primary
  customer companies in Oregon over some number
  of years
• Objectives
• Increase of successful, sustainable start-ups
  and emerging companies
• Retain existing companies that might otherwise
  move out of state, and/or companies that are
  acquired and move HQ out of state
• Attract new companies

6
SAO Strategy

• To achieve its objectives, the SAO defined a
  3-pronged strategy
• Start!
• Initiative led by Charlie Kawasaki, Board member
  emeritus
• Grow!
• Initiative led by Linda Brackett, Board member
  emeritus
• Move to Oregon!
• Initiative led by John Tortorici, Board chair

7
SAO Start!

• Goal Get new software companies started and
  funded in Oregon
• Our first project for the Start! team will be to
  help make the Beaverton Software Incubator a
  success
• We will keep our other goals in mind, and will
  most likely learn a lot about the challenges of
  starting a software company along the way

8
Start! Strategies

• The Beaverton software incubator is a unique
  opportunity for the software industry
• We think it represents a great opportunity to
  make a difference to software startups
• It represents clear vision on the part of the
  public sector
• There is no better way to kick off a focused
  effort on startups than to leverage support such
  as this
• Of the projects we could undertake, we think this
  has the best chance of creating a near-term win
• SAO can provide a group of excited ambassadors
  for the incubator, creating a buzz around the
  project

9
Grow!

• Goal Assist established software companies and
  organizations to grow and stay here in Oregon
• Key strategies
• Grow companies Identify the top issue
  fundamental to effective growth and focus an
  effort around it
• Grow people Workforce development
• Supportive public policy advocacy Define a
  meaningful approach and process

10
SAO Grow! Strategies

• Grow companies
• Identify prioritize ways in which SAO can help
  companies and people sustain their growth
• Targeted SAO customer segment 1 software
  companies with 25-100 employees (as proxy for
  growth stage)
• Convene senior execs. to identify critical unmet
  needs of early-stage working-capital stage
  companies
• Leverage visible software invisible people
  findings
• Grow people
• Support the Oregon Professional Training
  initiative
• Targeted SAO customer segment 2 people within
  companies who develop deliver software
• Ensure effective execution
• Establish relevant, meaningful metrics for Grow!
  initiatives

11
Move to Oregon Initiative

• Goal Attract out of state software companies,
  (and key entrepreneurs), expand the presence of
  companies operating in the state, which are
  headquartered elsewhere, and retain existing
  software companies.

12
Move to Oregon! Strategies

• Key Strategies
• Create a team of high-level emissaries from
  industries with an interest in the success of the
  software community.
• Demonstrate that we have a software industry
  cluster.
• Hook-up with other initiatives promoting Oregon
  including Brand Oregon, OECDD, OEDA, PDC, PBA,
  etc.
• The task force will deliver this message to
  decision makers throughout the country.

13
Why These Strategies?

• Supportive of the SAO vision and goal
• Very relevant to our key customer software CEO
• Addresses all stages of company growth
• Leverages other organizations activities
• If successful, will have a measurable impact on
  Oregons software industry