Outline

1
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

2
Innovation in Canada

• Sustainable Development Technology Fund
• Atlantic Regional Innovation Clusters
• Technology Partnerships Canada
• Business Development Bank of Canada
• Networks of Centers of Excellence
• PRECARN

• Federal Laboratories
• Biotechnology RD
• Canadian Health Information Highway
• Canadian Choices
• Canada Foundation for Innovation
• Canadian Institutes of Health Research
• Canada Research Chairs
• Genome Canada
• NSERC

Knowledge Infrastructure
Commercialization of Knowledge
Business Environment

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

Human Resources

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

3
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 Canadas economy

4
NRC Research Institutes
5
Canadas 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

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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

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WDM Transmission System orWhat did you drink
the night before disruptive technology
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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)

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SSOC Membership
Affiliates CRC NRC (IMS) NOI University
Programme Queens Laval Toronto Sherbrooke UBC Im
perial Coll. TUNS

• An open consortium of
• BNR / NT
• EGG
• MPR Teltech
• TR Labs
• ITS Electronics
• Seastar Optics
• DND
• Litton systems

WORKING TO ACHIEVE OPTOELECTRONIC INTEGRATION
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Goal

• 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

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Positioning Organisational
Government Labs.
Universities and
Industry
and / or Consortia
C. of Excellence
Applications
Creative,
Market
Leadership in
provocative
Driven
strategic niche
ideas
Leadership
market
Systems
Tools
opportunities
Modelling
Strategic
Modules
Leadership in
Verification
selected
Devices
Competence
manufacturable
Suitably
Application
strategic
educated
Base
Leadership
technologies
graduates
Technology
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Linkages
SHARED PRE-COMPETITIVE RESEARCH
Output is
People with the Technology
that Industry needs
Industry
MUTUAL ASSISTANCE
Governments
strategic role of participants availability of
resources minimize communication barriers critic
al mass for impact
SSOC
Universities
Centres of
Excellence
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Organisation
SSOC/ Member Program
SSOC/NRC Program
NRC Related Program
Member Programs (Related RD)

• 2M pa
• NRC based
• Performed by NRC staff

• gt2M pa
• Contracted to - NRC - Universities - Members

• 4M pa
• Co-ordinated with SSOC Program

• gt40M pa
• Individual Members Internal Programs (related rd
  only)

Technology transfer achieved through Guest
Workers Graduate Students
Planned and managed as a whole Major
Projects / Individual Activities
OBJECTIVES
MILESTONES
MONTHLY REVIEWS
gt150M pa if applications development counted
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Membership Fees / Rights
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SSOC 5-Year Program
Establish
RD on
Fabrication
Commission
1.
S
GaAs Device
Wavelength
Space, Eq't
InP Growth
InP Process
Y
Capability
Selection
Expertise
Capability
A
B
C
D
External
S
Material
Materials
T
Choices
Simple
Advanced
Wavelength
E
Integratable
2.
InP
GaAs
Separation/
M
Detectors
RD on
Devices
Devices
Amplification
S
Electronics

Advanced
Separation/
Integrated
3.
Laser
Amplifier
Waveguides
Integrateable
Modulator
Device
A
Component
Device
Choices
P
P
WDM
Wavelength
L
4.
Demo
Separation
I
Chip
Demonstration
C
A
Integrated
T
Multiport
Hybrid
Demonstrator
5.
Electronics
Hybrid
I
Optical
Choices
Design
Optical WDM
Demux
O
N
S
Integrated Demonstrator
(Wavelength Dependent
Processor)
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90 Waveguide Turning Mirror
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Members Programme CRC Electronics
Tx-Rx TRLabs LAMDA, M-Z mod MPR systems
study NOI modelling soft. dev. EGG InP laser
dev. DND fiber micro. BNR direct DFB lith.
Core Programme InP facilities and
devices Integration issues Bidirectional WDM
Rx-Tx InGaAs/GaAs Tx-Rx demonstrator Novel
Devices circular grating lasers direct write DFB
grating process visible SEHG lasers and
NARROW VCSELs OPO at 1.3 and 1.5mm
University Programme Queens BPM Toronto therm
al model UBC InP HBT OEIC Laval nl wavelength
cntl Imperial College patterned
growth Sherbrooke InP PL CITR VCSELs
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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
• RD positions in university, industry
• Mixed matrix approach to resources
• Closer interdependencies
• Value for Canada well documented

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Summary

• 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 Canadas electronic
  highway
• (CANARIE and OCRI-Net), in addition to members
  systems.

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Post SSOC, IMS impact

• Very high level of RD partnership (individual
  firms commercialising results)
• Efficient internal organisation and culture
• Lasting relationships and clients
• High quality people, RD 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

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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, IndustryNRC vision,
  RDSSOC applications, technical
  networkingOCRI 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

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Industry Partnership Facility (IPF)
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Industry Partnership Facility

• Assist SMEs in ICT sector to exploit emerging
  technologies
• Co-located to NRC staff doing RD 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!

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The Incubation Process
Access to RD Networks
RD
Feedback
Specialized Facilities
Access to Skilled People
Access to Capital
Company
Capitalization
Business Planning
Business Development
Access to Services
Networks and Alliances
Champions
Coaching and Mentoring
Exchange of Ideas
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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

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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)

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National RD 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
• RD fabrication facilities for universities,
  Centres of Excellence, and other research
  organizations

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Technology Clusters NRCs Approach
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The Players

• RD 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
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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

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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.
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Ottawa Photonics Valley

• 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 - NRCs IPF
• 70 NRC spin-offs in Ottawa alone, creating 7000
  high tech jobs, with over 1 B sales

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NRC Technology Cluster Initiatives
Aluminium (Ville Saguenay)
Ocean Engineering (Newfoundland)
Nanotechnology (Edmonton)
Bioactives (PEI)
E-Business (New Brunswick, Sydney)
Fuel Cells (Vancouver))
Life Sciences (Nova Scotia)
Astronomy (Victoria, Penticton)
Ag-Biotech (Saskatoon)
Medical Technologies (Winnipeg)
Biopharmaceuticals, Industrial Materials (Montreal
)
Sustainable Urban Infrastructure (Regina)
Aerospace (Ottawa, Montreal)
IT / Life Sciences (Ottawa)