Commercialization ecosystem

Accelerator metrics in Canada (or anywhere)

Guest Blogger Accelerator metrics in Canada (or anywhere)By Jesse Rodgers

I spent a little time at StartupWeekendHamilton3 in April as a mentor and was talking to a young founder who proclaimed that there was one great accelerator in Canada. Who he said it was surprised me a little and got me thinking, what makes an accelerator “the best” and why should an eager founder care? The baseline in my mind is Y-Combinator. No one can argue it is the best seed-stage accelerator based on its results. What is difficult for everyone to agree upon is what does it do to achieve those results or even harder, what defines success?

In my opinion the key things it does:

  • Social Capital via Paul Graham: How he teaches founders and the hacker culture he has built provides entrepreneurs with access to the very best social capital that exists for anyone starting a technology-based company.
  • Peer mentorship: The structure of the 12 weeks enables peers to hold each other accountable. This competition amongst comrades is powerful as it turns around the human nature of playing to our own strengths and pushes founders to “keep up with the Joneses.”
  • Hungry founders: Funding is minimal. After a bit of a bump it has since been decreased and I would bet if you look at the successes out of YC the biggest ones started off with the least amount of financial resources.

There is some striking similarity to what YC does and the thinking and observations behind the Goldmine Effect by Rasmus Ankerson (watch it, it is interesting). The basic point is that if you can find the talent that has the potential versus the talent that has already been refined, you will get a better result. Money and facilities do not make a difference; identifying underdeveloped talent does. I think there are three core factors that go into determining the quality of a given program.

  • Where is the program located? Are there companies in the immediate area just a stage or two ahead that can help you grow?
  • Who is backing the program and what did they invest to make it happen? Do they get involved in the companies they invest in or do they “spray and pray” with their investment?
  • What types of companies have been successful in the accelerator in the past? Who gets funding afterwards? Are they B2B or B2C, SaaS or something else?

What is less important:

  • Demo day: The rock-show nature of demo days is not a good environment for investors but you need to take advantage of the intros and the social capital on offer to build those connections for yourself.
  • Money: Funding amounts from the accelerator should not influence your decision to go there. Good companies will get funding, build a good company and spend as little as possible doing it.
  • Mentor walls: In Canada, there is a relatively small pool of people with both time and capital but there are a lot of people who can help you move the needle in different ways.

Right away some might say that the above less-important items are what builds momentum and if you look at the YC companies’ momentum being three times that of TechStars, then how can I say they are less important? These things have the greatest effect after the startup object is already in motion, in my opinion. The less important items are used all too often as the way to get the startup object moving.

A simple scorecard to find out who’s best for you

If a scorecard was set up to measure a program it should look something like this:

Q: The program is located near companies that I am interested in working with:

1. None that I know of.

3. Some interesting founders.

5. Who we would exit to and would like on our advisory board are within walking distance.

Q: Investors in successful companies that have been in the program are:

1. Not involved in investments.

3. One of 12 investors in the companies that graduate.

5. Take a board seat and/or a significant position in the financing round following completion of the program.

Q: Companies that have been successful in the program in the past are:

1. Nothing like us, we are B2B SaaS and all the successful companies are gaming companies.

3. Some are similar to us, there is no particular pattern to the type of company.

5. Just like us, we are a hardware company and everyone that has done well post-program are hardware companies.

Q: Funding we receive from the accelerator program is enough to:

1. We can go six to 12 months no problem, it’s great to not have to raise or find revenue right away.

3. It is OK but in six months if we don’t have revenue or financing we are done.

5. We can pay rent while in the program but we have to move and stay lean to survive.

This is by no means research-quality metrics but it does start to assign some way to weight rankings for you. If I was going to score YC, I would give it a 5, 3, 4, and 5, for a total 17 out of 20.

What else should be on this scorecard?

This post was originally published on Jesse’s blog, Who you calling a Jesse?

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Peeling away the layers of a great CEO

professional Peeling away the layers of a great CEOBy Denzil Doyle

In my last article, I discussed the tendency of key stakeholders in a high technology company to call for the CEO’s resignation at the first sign of trouble, particularly if the CEO is a technical person who lacks “business management” experience. The pressure for change is usually strongest from the financial community. My advice to a board of directors that must deal with such pressure is to remain focused on the qualities that any good CEO must possess regardless of his or her background, namely leadership, management, technology knowhow, and marketing knowhow.

I cited the example of Ken Olsen, the founding president of Digital Equipment Corporation, who came under severe criticism from Wall Street for turning in a bad quarter shortly after the company went public, despite the fact that he had built a company with sales of over $100 million in less than a decade. (That was the equivalent of over $1 billion today.)

Ken decided to go to New York and address his critics directly. He started with a lecture that went something like this:

“I understand that some of you want me fired because I am no good with the numbers. Well, I want you to know that when the company was very small, I was both the purchasing manager who bought the components that went into our computers and I was the sales manager who set the price of those computers and the modules that went into them. In fact, we sold the modules as a separate product line. I used to buy a component called a pulse transformer for a dollar and have our production people mount it on a printed circuit board and sell it as a module for $10. I soon learned that that nine percent of profit really added up.”

The financial people thought he was a kook and left him alone after that while he went on to build a multi-billion dollar company.

Those of us who knew him personally would confirm that he had the four CEO qualities in spades and if the financial people had listened carefully they would have recognized them as well. As a leader, he demonstrated that he could wear many hats simultaneously and he recognized the value of humour in his communications. As a manager, he demonstrated that he did indeed understand the numbers. As a technical expert, he understood what went into the computers, and as a marketing expert, he knew what the market would bear.

Hopefully, the financial people came away from the meeting knowing that a good high technology CEO is likely to be a very complex person who is capable of delivering more than management knowhow.

Image: Best Investments for Beginners

Denzil Doyle’s involvement in Ottawa’s high technology industry goes back to the early 1960s when he established a sales office for Digital Equipment Corporation, a Boston-based firm that had just developed the world’s first minicomputer. The Canadian operation quickly evolved into a multi-faceted subsidiary. When he left the company in 1981, Canadian sales exceeded $160 million and its employment exceeded 1,500. In his next career, Doyle built a consulting and investment company,Doyletech Corporation, that not only helped emerging companies, but built companies of its own. In recognition of his contributions to Canada’s high technology industry, he was awarded an honourary Doctorate of Engineering by Carleton University in 1981 and a membership in the Order of Canada in 1995.

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April Roundup: What does it take to get technology to market?

04d calendar april 2013 red 300x215 April Roundup: What does it take to get technology to market?By Leo Valiquette

Last month’s lineup featured great posts on how established companies should innovate, a startup CEO’s tips for wooing investors, the risks of discounting your product and the need for philanthropy to be a natural part of doing business. And of course, there was plenty of sage advice on what it takes to make marketing work.

In case you missed any of it, here is a handy recap of our posts, as ranked by the enthusiasm of our readers:

April 18: In search of that Entrepreneurial Spark, by Maurice Smith

April 23: What have you done for someone else lately?, by Leo Valiquette

April 11: Want more business from your website? Here are 6 things your customers need to see, by Tim Peter

April 24: A startup CEO’s tips for wooing investors, by John Hill and Leo Valiquette

April 25: The folly (or possibly the wisdom) of discounting, by Francis Moran

April 10: Best of: The saddest marketing story I’ve ever heard, by Francis Moran

April 17: My top travel tips, by Francis Moran

April 8: When is it time to say, ‘Our CEO’s got to go?’by Denzil Doyle

April 16: The imperatives of leaders, leadership and leading, by Bob Bailly

April 29: In it until everyone crosses the finish line, by Leo Valiquette

April 15: What an entrepreneur can learn from a literary conference: Part III, by Leo Valiquette

April 4: Trademark hygiene: A cautionary tale, by David French

April 30:Patent harvesting versus mandated innovation, by David French

April 3: ‘You can’t cross a canyon in two leaps’, by Francis Moran

April 2: Best of: Just the facts … no, these facts, by Leo Valiquette

April 9: What an entrepreneur can learn from a literary conference: Part II, by Leo Valiquette

Image: April 2013 Calendar Printable

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Patent harvesting versus mandated innovation

FM Series banner headART 1 300x145 Patent harvesting versus mandated innovationBy David J. French

The expression “patent harvesting” has surfaced in management jargon. These words invoke a scenario wherein corporate management looks under the carpet, so to speak, to see if somewhere in their organization the staff have generated good ideas that are worth patenting.

However, corporate management philosophy has also introduced the further concept of “mandated innovation.” According to this latter concept, a corporation, instead of waiting for inventions to surface from within the organization, actively analyzes the kinds of innovations that would advance corporate plans for the future. A mandate is then issued to technical staff to generate the details necessary to support such innovations.

In both cases, the corporation hopes to obtain patent protection for ideas and innovations which will have real market impact and add further profit to the bottom line.

Serendipitous invention lacks focus

An Internet search using the expression “patent harvesting” will identify the 2001 book Business Method Patents, by Gregory A. Stobbs. This book describes how the classic corporate invention harvesting mechanism, based on filtering concepts presented by workers at the bottom of the corporation, can yield a sizeable patent portfolio. But the results often lack focus. Stobbs goes on to explain how more profitable patenting can be achieved by pursuing an innovation-development business model for the corporation. This involves establishing a proactive innovation procedure within the business organization.

This process can start with an analysis as to what has been accomplished in previous years in terms of research and development, and the results achieved. These results are then compared with the objectives of the corporation and the planned initiatives that the corporation wishes to pursue in the future. Sometimes this exercise will disclose the inadequacy of results that have been achieved so far.

Prospective hypothetical innovations that would actually support corporate plans for the future are then generated, logically beginning at the level where corporate objectives are well understood. When a rich opportunity in terms of an innovation appears possible, then the technical staff within the organization is mandated to come up with the procedures and mechanisms to achieve this innovation. This has sometimes been referred to as white space inventing: filling-in blank spaces around pre-existing knowledge.

Mandated innovation supports corporate objectives

In this scenario, inventions are pulled up out of the organization by personnel reaching down from the top rather than having inventive creations float up from the technical staff located at the bottom of the pyramid. The distinction is between mandated innovations and serendipitous invention.

Technical workers at the lower levels of the organization are necessarily involved in the mandated invention scenario, and probably must be designated as co-inventors. This is because an invention is not complete until a full formula as to how it can be implemented is reduced to writing. Identifying a need does not qualify as making an invention. Inventions are about solutions. The object is to generate solutions that pursue corporate objectives.

Which is the better system? Probably both have value, but it is hard to say now which of the two is superior.

The differences between a good invention and a good patent

Both mechanisms, reaching down from above and floating up from below, will fail to achieve results in the absence of a key ingredient: everyone involved in the process should be well aware of the essential requirements for achieving valuable, patentable, innovations. The essence of a good corporate patent strategy is to patent inventions that matter. As a corollary, a company should endeavour to make inventions that matter. These are not the same thing. To achieve both of these objectives an innovation must address:

1. a relevant invention which consumers will seek out,

2. which is technically feasible to produce at a price consumers will be willing to pay,

3. which incorporates a feature with a have-to-have-it quality,

4. which feature is novel and un-obvious, and

5. for which there is no close substitute existing in the marketplace.

The first two points relate to the invention. The remaining three relate to patentability.

Everyone involved in the innovation process should carry these principles close to their hearts. Whether located at the bottom of an organization and pushing an idea up to higher management, or located near the top and aspiring to draw out of technical personnel below support in the form of inventive solutions that address the corporation’s overall planning objectives, persons aspiring to generate a patentable idea should filter their concepts through these criteria.

Once such a concept is identified a sixth principle must be recognized. Care must be taken to ensure that the invention disclosure filed as part of an application at the Patent Office is full and complete, and that the claims are properly drafted. There is still a danger here. The creators of the original innovation and the drafters of the patent should struggle to foresee how others could achieve the same results without falling afoul of the claims as initially conceived. This is, essentially, a highly creative exercise. It requires intense concentration and substantial further creativity. This is not a procedure that can be left to the patent draftsman alone. It should be pursued by a team of concerned personnel closely associated with the original creators. The patent agent/draftsman can serve as a coordinator.

Developing a corporate structure for the proper generation of patentable innovations is not a passive exercise that can be characterized as “harvesting.” It requires a dynamic initiative from the persons involved in the process. And they all have to understand the true nature of that process: line worker, engineer and corporate manager together. The six principles listed above are key. Unfortunately, this kind of environment rarely exists in the modern corporate environment.

Innovation never stops

Even if all of these things are properly done and the Patent Office examiner eventually gives the green flag for the granting of a valid patent for a quality invention, there is one last iceberg that may lie in the path of the corporate liner.

After all this effort has been invested and the invention as finally conceived has been patented, another inventor may arrive on the scene with a new invention, never thought of before, which does the job just as well, or even better. Such an invention can lie outside the scope of any patent that has been granted. That is the nature of the inventing-patenting game. That is why we have a patent system.

David French is the principal and CEO of Second Counsel Services, which provides guidance for companies that wish to improve their management of Intellectual Property. For more information visit www.SecondCounsel. com.

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When is it time to say, ‘Our CEO’s got to go?’

employer sending away When is it time to say, ‘Our CEO’s got to go?’By Denzil Doyle

By definition, innovation is all about change, which means that the duties and responsibilities of a high technology CEO are bound to change as the company grows.

While a board of directors must pay close attention to those changes and how well the existing CEO is reacting to them, the board must resist the temptation to terminate the CEO prematurely. This is particularly true if the founding CEO is a technical person. Many directors are of the opinion that it is their responsibility to bring in a more “business-oriented” person at the first sign of trouble.

Unfortunately, business orientation can mean different things to different people, but as a general rule, the following four parameters are important in a CEO’s evaluation:

  • Management – getting things done by implementing and following policies and procedures
  • Leadership – getting things done by example
  • Technology know-how
  • Marketing know-how

The following are examples of a CEO’s proficiency in each of the above on a scale of one to 10:

Management

1 – Poorly organized, lacks self discipline, poor team player, poor delegation

5 –Good planning, execution, administration and control skills

10 –Good delegation, sound policy formulation, simple rules

Leadership

1 –Low energy level, erratic behaviour, frequent procrastinator

5 –Medium energy level, follows simple principles, procrastinates frequently

10-High energy level, good judge of people, good communicator

Technology Know-how

1 – Does not understand published articles in the field, must delegate all technical decisions

5 – Can pursue technical discussions with the company’s CTO, understands product migration strategy

10 –Understands the company’ technology, product and market strategies in detail, respected industry spokesperson

Marketing Know-how

1- No direct sales/marketing experience, weak network, no account management experience, poor communicator

5 – Capable of closing a major sale, can prepare account management plans

10 – Can assume the role of VP Sales/Marketing, has a natural flair for selling, trusted by customers

Whether it is the above set of parameters or one that is more related to a specific company’s day-to-day operations, it is important that the decision to replace the CEO is not left to intuition. It must be a rational process.

By way of example, the financial community was adamant that Ken Olsen, the founding president of Digital Equipment Corp., be fired when the company’s annual sales were about $60 million because he turned in a bad quarter. His board disagreed and he went on to achieve sales of over $10 billion before leaving some 15 years later.

Image: LexisNexis

Denzil Doyle’s involvement in Ottawa’s high technology industry goes back to the early 1960s when he established a sales office for Digital Equipment Corporation, a Boston-based firm that had just developed the world’s first minicomputer. The Canadian operation quickly evolved into a multi-faceted subsidiary. When he left the company in 1981, Canadian sales exceeded $160 million and its employment exceeded 1,500. In his next career, Doyle built a consulting and investment company,Doyletech Corporation, that not only helped emerging companies, but built companies of its own. In recognition of his contributions to Canada’s high technology industry, he was awarded an honourary Doctorate of Engineering by Carleton University in 1981 and a membership in the Order of Canada in 1995.

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Trademark hygiene: A cautionary tale

FM Series banner headART 1 300x145 Trademark hygiene: A cautionary taleBy David J. French

Businesses, particularly when they are starting out, often make the mistake of assuming that by merely incorporating they have reserved their name. They have acquired some rights, but only in the smallest sense. The corporate register that issues a corporate name, for example the province or the federal government, will not create another corporation with the same name. But that does not mean that merely because a corporation has been formed that such company has the right to stop others from using its name simply because it has been incorporated.

To have any exclusive rights in a name at all a company must carry on business under that name using it as a trademark. Being registered as a corporation is not enough. Without registering a name as a trademark the rights that the business has are modest. Under the Trademarks Act, in a manner similar to the common law, the business is entitled to stop other persons from “directing public attention to their wares, services or business in such a way as to cause or be likely to cause confusion in Canada,” between the two wares, services or businesses. Proving confusion is very challenging. First you have to demonstrate that you are known in the market.

Fallacy of business name registration

Another fallacy is that if a business registers its name under the Business Names Registration Act of a province, it has the right to stop others from using a similar name. This is not what the names registrations acts are for. These registrations are to allow others to find out who really operates a business so that they can sue them, if they have a cause of action. No rights arise from registering your name under a Business Names Registration Act.

Superior power of a trademark

The best way for a company to reserve a mark for its use in Canada and acquire the power to stop others from using specific trade designations such as a name, logo, slogan or other brand identifier, is to adopt one of those symbols as a “trademark” in Canada. A trademark is “adopted” in Canada when either it is first used in commerce in respect of specific wares or services, or an application is filed to register the mark at the Federal Trademarks Office in Gatineau, Québec. A registration when made is always in respect to specific goods or services which must be identified. This is relevant to the issue of “confusion.”

The person who is first to adopt a mark in Canada by either method can prevent anyone else from using a mark that is confusingly similar. Whether marks are confusing requires taking into consideration what the market is accustomed to experiencing and the similarity of goods and services. Specific considerations for determining whether confusion is likely are specified in the Trademarks Act, Sections 2, 3, 4 and 6.

It is not possible to register a corporate name or tradename unless such name is being used as a trademark. Enforcement of rights without being registered in respect of such names is limited by the requirement to prove a reputation in the name and the likelihood of confusion. If a registration as a trademark is acquired, a prima facie presumption of reputation is created. Accordingly, if you wish to acquire the right to be the only user of your mark in Canada for specific goods and services, it is very appropriate to file an application for registration under the federal Trademarks Act.

However, you are not entitled to have your mark registered unless you are the first to adopt the mark in Canada. It is therefore prudent to do a prefiling search to determine whether anyone else is already using a confusingly similar mark that might interfere with your entitlement to be registered.

A tale of imprudent research

A large company once decided to change its name, intending to use the new name on the Toronto Stock Exchange. It went to a prominent law firm and asked if it were clear to register this new name, which it was going to use as a trademark for its trucking services, securing the exclusive right to its use in Canada.

The law firm diligently searched at the Canadian Trademarks Office database and also ordered a search under the NUANS system, a registry of business names and corporate names across Canada, in order to see if a similar mark was already in use. It found no reference. Accordingly, an application was filed to register the mark federally in Canada and a symbol very similar to this mark was adopted on the Toronto Stock Exchange.

Unfortunately, the first person entitled to eventually acquire control over a trademark in Canada is the first person to “adopt” a mark in Canada. A mark is adopted either by filing an application for registration or by using a mark in Canada in respect of specific goods and services. In this case, an American company had the identical name for a very similar service. While the Canadian company was using its mark for trucking services, the American company was using the same mark for providing drivers for trucks. Not identical, but very close.

It turned out that this American company had been sending drivers on trips up to Canada before the Canadian company adopted the new identical mark by filing an application for registration in Canada. The law firm that did the prefiling search had searched in Canada. But it did not search in the United States. If it had, it would have found that this American company had registered a mark with the United States Trademarks Office. More significantly, even though the U.S. registration did not extend to Canada, the Canadian law firm could have investigated whether the owner of the U.S. mark had ever done business in Canada under the mark.

Of course, if the marks were confusing, a Canadian company could never use its mark in the United States without infringing the rights under the U.S. federal registration held by the U.S. company. Similarly, in Canada, if the Canadian company were the first to adopt the mark in Canada, then it could exclude the American company from operating its service of providing truck drivers in Canada under its common brand name. But in this case, the American company had already provided driver services in Canada prior to the filing of the Canadian application by the Canadian company.

In due course, the Canadian application was placed before the Canadian examiner who, searching the Canadian Register, saw no conflict. The mark was therefore approved to advance to the next stage: publication for opposition. However, the American company noticed this publication and filed an opposition objecting that it had been first to adopt the mark Canada. It had supplied truck drivers for clients in the U.S. using the same trademark to advertise such services and these drivers had driven their trucks up to Toronto to deliver goods.

The issue came down to whether the two marks were confusing; one was for operating trucking services and the other was for providing drivers for trucks. Not quite the same; but so close that confusion would be likely if other requirements were met. If the American company were to win the opposition then it could file to register its mark in Canada, relying on its earlier date of use and eventually force the Canadian company to stop using that mark. This might even have extended to the listing on the Toronto Stock Exchange.

But the American company lost. The reason it lost is that a mark is only used in Canada if it is displayed so as to identify goods or services being provided in Canada, or as part of advertising for delivery of services in Canada. In the case of goods the mark has to be displayed with the goods when they are delivered, identifying the goods and indicating to the customer the source of the goods. In the case of services, the mark has to be displayed either at the time that the services are delivered to the customer or by advertising the services. Unfortunately, the American company did not display its trademark when its truck drivers visited Canada. And it did not advertise in Canada or sell services to Canadians. So it did not really get to use its mark in Canada at all. It lost the opposition. A close call for the Canadian company!

What is the moral of this story? If you are going to invest a lot of money in a very big trademark advertising campaign, it is worthwhile to spend the right amount of money to find out whether you are going to end up controlling that trademark or, worse yet, being accused of violating someone else’s trademark.

David French is the principal and CEO of Second Counsel Services, which provides guidance for companies that wish to improve their management of Intellectual Property. For more information visit www.SecondCounsel.com.

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The ‘Accelerator Bubble’ will pop, but not for the reason you think it will

Guest Blogger The ‘Accelerator Bubble’ will pop, but not for the reason you think it willBy Jesse Rodgers

The incubator/accelerator market has a growing number of people watching and waiting for its bubble to pop. The reasons cited for this looming pop should be obvious: most accelerators aren’t going to perform as well as some TechStars programs and not even close to Y Combinator. Poor performance (measured in the number of short-term wins) along with the short-term nature of the funding behind most of the accelerator programs will cause them to run out of money and simply fade into startup history.

But that won’t pop the bubble.

As accelerators have become an increasingly popular way to scatter seed funding among a large number of companies, critics have noted two key developments: Companies of lesser promise are gaining acceptance, and often funding, and the quality of mentoring in the programs has decreased.

When David Tisch, former managing director of TechStars’ New York City accelerator, stepped down from his role with the program, he complained in an interview that “the majority of accelerators are not good for companies.”

I think the bubble pops when the application numbers and the quality of the people applying drops. That will happen when people no longer feel they need what accelerators offer. The leading indicator will be the poor performance of the companies coming out of the programs – the likely result of the poor quality of entrepreneurs entering the programs.

The angel and VC communities reacted to YC’s early success and latched on to the TechStars model that was viewed as a copy of Paul Graham’s YC model but open (these are the only two models for success). The experimentation with TechStars worked in terms of building a big lead list of early-stage companies and “founders to watch” who can be given a baseline education and network. That is something investors used to have to do for their early-stage investments; the TechStars model provides investors with a way to scale that early-stage knowledge transfer.

The problem is that everyone copied the 12-week TechStars model and didn’t look at what brought Y-Combinator it’s early success. It isn’t the DemoDay or the great list of mentors. It is the education process (which includes holding people accountable) that built the success and now the alumni network is allowing it to scale to a point.

When looking at the demand (indicated by the ever-growing pile of applications), it isn’t just fuelled by the popularity of tech startups and the sexiness of the moment. The demand for accelerator programs is fed by a gap in the services or product that is currently offered in the education system, globally. As building companies that require highly skilled and educated employees has gotten “easier,” the higher education system that was optimized to train PhD candidates hasn’t adjusted to the new reality.

The education industry gets this and has been learning how it can meet the need. There are a lot of experiments out there in higher education that have a long history but more recently the focus on experiential learning has seen the accelerator model meet education. The common place to find them spreading in higher education globally is to google ”Venture Lab” and skip past the .CA reference. There are 25+ of them across the globe and the number is growing.

The first generation of programs are a few years along and the next generation of programs is emerging. They range from innovation and entrepreneur streams in undergraduate and graduate programs to full-blown programs that are accelerator-like but heavily integrated into the educational experience of students. There are still many unknowns to be worked out but it is clear to me that the education system is better positioned to educate students and will eventually make most accelerator programs obsolete.

These programs will come to exist at every school and if they are done right at a few key schools the applicant pool will degrade for expensive accelerators.

This post was originally published on Jesse’s blog, Who you calling a Jesse?

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Some dos and don’ts of governance

yes and no 300x240 Some dos and don’ts of governanceBy Denzil Doyle

In my last article I wrote about the role that a board of directors can play in the success or failure of a company and how to go about recruiting one. In this article, I will give an example of a board model that shareholders could feel good about and one that had danger signals written all over it right from the beginning.

A rough ride for RIM

I will start with the one with the danger signals. About four years ago, when Research in Motion was flying high, I attended a talk by a seasoned CEO who was very critical of many aspects of corporate governance at RIM, but particularly about the existence of two CEOs. It was the strong consensus of the meeting (which took the form of a panel discussion) that a dual-CEO system does not work and that the RIM board was negligent in allowing it to happen there.

Many articles have been written on the subject, but most of them end in a comment about the jury being out. It doesn’t seem like the corporate world is going to wildly embrace the concept any time soon. It has been tried more in Europe than in North America, but it has not met with great success. Incidentally, one attendee interrupted the talk with the following comment: “There is only one CEO (at RIM); the other one is busy trying to get a hockey team into southern Ontario.” The RIM board got a rough ride in that meeting.

The rough ride didn’t stop with the hockey business. It was at about that time that one of RIM’s directors, Roger L. Martin, Dean of the Rotman School of Management, was putting forward the argument that directors play a role in the corporate world similar to the role judges play in the legal world and that business people should be prepared to devote some of their time to serving on boards just as lawyers should be prepared to serve as judges from time to time.

It was a concept that required some experimentation and the general consensus of that particular audience was that RIM should stick with proven governance techniques since it already had enough on its plate in the form of product experimentation. The concept is certainly very different from what I put forward in my last article: “it is not unreasonable for board members to look upon themselves as a committee of shareholders who have been asked by all the shareholders to run the company and to do so, they are expected to recruit a management team that will carry out the various management functions.”

It would appear that the RIM board was prepared to do a lot of experimentation (dual CEOs, dual chairs, hockey promotion, the role of the chair as a judge, etc.) and as we all know, this takes time and effort. If the company had time to spare, that time would have been better spent on such things as product migration strategy, mentorship to senior management and key account management.

Clear signals at IDC

As for companies that seem to have put a lot of thought into the constitution and functionality of their boards, International Datacasting Corporation stands out. (I declare my interest as a shareholder and a former chair.) It has experienced a great deal of turbulence in recent years, but it has emerged with a strong CEO (one only) and a board made up of seasoned executives who are deeply involved in the planning, budgeting, and forecasting functions as described in my last article.

While the IDC board is careful not to get into the kitchen, it is expected to have a good understanding of the company’s technology, products and markets. All major projects that fall outside the scope of the company’s annually updated strategic plan must be documented in business plans that are subject to board approval. The result is a planning and forecasting culture that encourages innovation at all levels of the company, which has made IDC a fun place to work again. And that is probably the most important role that any board can play.

Image: learningpool

Denzil Doyle’s involvement in Ottawa’s high technology industry goes back to the early 1960s when he established a sales office for Digital Equipment Corporation, a Boston-based firm that had just developed the world’s first minicomputer. The Canadian operation quickly evolved into a multi-faceted subsidiary. When he left the company in 1981, Canadian sales exceeded $160 million and its employment exceeded 1,500. In his next career, Doyle built a consulting and investment company, Doyletech Corporation, that not only helped emerging companies, but built companies of its own. In recognition of his contributions to Canada’s high technology industry, he was awarded an honourary Doctorate of Engineering by Carleton University in 1981 and a membership in the Order of Canada in 1995.

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Great articles roundup: Product-Market Fit, fundraising, content marketing, mentorship and social media

By Daylin Mantyka

link2 300x240 Great articles roundup: Product Market Fit, fundraising, content marketing, mentorship and social mediaAs a regular feature, we provide our readers with a roundup of some of the best articles we have read in the past week. On the podium this week are Version One Ventures, Ventureburn, MarketingProfs, Techvibes and SmartBlog on Social Media.

Does your product pass the toothbrush test?

Are the products you are building important enough that people will use them at least twice a day? Boris Wertz of Version One Ventures uses the toothbrush as a metaphor for user engagement. He states that “High repeat usage = large potential business.”

Off to chat to a VC? Here are 10 things you need to do first

A lot of very very smart, experienced investors have put several “must read” guides out there over the last few years on how to get their attention. e27 reminds us of some of the most important tips when wooing VCs.

The Ethics War Over Sponsored Content: Marketers Know Better Than Journalists How This Battle Will End

Sponsored content appears to be a much-needed boon for publishers and advertisers but it’s also is sending many traditional journalists into an ethical tizzy. Scott Baradell asks what the fuss is all about, summarizes the history of sponsored content and looks into who will win the sponsored content debate.

Note to Startups: Not All Mentors are Created Equal

Ian MacKinnon dives into mentorship and talks about the various types to be grateful for and/or weary of. “Mentors get part marks for shining a spotlight on problems but a great mentor gets full marks for suggesting a way to fix it.” (See also “The trouble with mentors is…”)

From #SXSW: Thinking like a psychologist to measure social media efforts

Bilal Kaiser summarizes Kate Niederhoffer’s panel at SXSW Interactive on the topic of  “Measuring Social: The Inchworm & the Nightingale.” The panel featured Dr. Sam Gosling, a social scientist and professor of psychology at the University of Texas at Austin, and Ken Cho, chief strategy officer and co-founder of Spredfast. Read on to learn more about their conversation.

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Drafting your own patent disclosure document

FM Series banner headART 1 300x145 Drafting your own patent disclosure documentBy David French

In our previous posting, we addressed the issue of getting to the point in drafting a patent application. I suggested that inventors would be well-served if they did make the attempt to draft their own patent disclosure document. I strongly recommended against proceeding without the support of a patent professional. But at the same time, I emphasized the advantages of understanding the patenting process by trying to do part of the work yourself.

The challenge in patenting is to identify a feature that is different from what has been done before and to focus a patent disclosure document on that feature. This requires understanding what is patentable and exercising the discipline to stay focused. Too many inventors trying to write their own patent applications think that the more words they use, the better. They respond to the impulse to show off how much they know. They think that longer makes a patent disclosure document better. This could not be further from the truth.

I had one very competent engineer send me a long proof for a mathematical formula relating to a spiral clutch. He proved that for a certain type of spiral, when the inner part of the clutch rotated with respect to the outer part of the clutch, the gap between the two parts was constant around the circle. This allowed the clutch to tightly clasp a set of some dozen roller bearings, clasping each bearing with an equal load. I suggested to him that we not include his proof in the patent disclosure; if the conclusion was true then we need merely state the conclusion. But, no, he wanted his entire proof included because he spent so long developing it. Well, he was the client/boss so the proof stayed in the patent document.

In this example no real harm was done other than the wasted ink. But it shows a lack of focus on what is important in a patent application document. A patent disclosure is not a place to show off everything you know. In fact, it is possible to produce a patent disclosure document which is very compressed. Here is an example:

PATENT DISCLOSURE – The basics

The key document to be filed in a patent application is the primary disclosure or “specification.” It is called a specification because it includes a stipulation as to the scope of monopoly which the applicant claims he or she is entitled to receive. The stipulations identifying the exclusive rights associated with the patent are set-out in the “claims.” This specification document must also describe how to build a working example of the invention so that others can enjoy its benefits once the patent expires. This is the “enablement” part of a patent disclosure. The only remaining principle to keep in mind is that the claims have to be focused on something that is new in order for the claims to be valid. This document can be quite simple in its layout:

Title – must be easily understood; 5-12 words

Field of the invention – two sentences only to classify the invention

Background to the invention – sets out the problem to be solved or advantages to be achieved. Note: you should not disclose the invention in this portion! This section need not be long.

Review of prior art/under background – how others have addressed the problem or come close to the invention, but failed. This section need not be long and should focus on key references. This section is desirable but not essential. The examiner will try and locate relevant prior art himself.

Summary of the invention – a number of paragraphs that identify the features of structure that make the invention new. This section should parallel the “claims,” which conclude the specification.

Listing of figures or drawingsany figures or drawings which help explain how to build embodiments of your invention.

Description of preferred embodiments – the how-to-build-it portion, referring to the figures or drawings — this section can be many pages long. At a preliminary stage this section could contain many details and variations of the invention as a record of what the inventor has conceived. Patent novelty searches may show that many of these details lack the required novelty. In such case, they can be subsequently deleted from the final document.

Claims – a series of single sentences repeatedly listing characteristics of things that collectively are new. The claims define the monopoly right of the patentee. Only one claim is needed. Claims can refer back to an earlier claim, adopting its limitations. Such claims are “dependent” and add embellishments on the earlier claim. Dependent claims are narrower in scope than earlier claims.

Abstract – a 150 word summary that is supposed to be more readable than the claims.

PATENT DISCLOSURE – A nutty example

Title – A tool for cracking nuts

Field – a device for a breaking the shell of a nut so you can get at the meat inside.

Background – people have been striking nuts with stones to break them open. This doesn’t work very well. They hit their fingers. As other prior art, they have also tried to use sticks, but sticks are not heavy enough.

Summary – the new idea is to fasten a stone at the end of the stick. This can be done by finding a stick that is forked and tying the stone in place with leather sinew.

DrawingFigure 1 – A tool for cracking nuts shows a stone tied to the end of a forked stick with sinew.

Description – In Figure 1 we see stone (1) positioned between two forks (2a), (2b) at the end of the stick (3). Sinew (4) holds the stone (1) in place.

Claim – I claim exclusive rights in a stone tied into the forked end of a forked stick by sinew.

[End of draft sample patent disclosure]

It’s like riding a bicycle: it’s not as complicated as it may seem once you know how. If filed at an early enough date, e.g. 100,000 BCE, this specification will meet patent novelty requirements. But is it the best application that could have been filed? Will it serve the interests of the patent owner? That is the topic of a separate discussion.

This is an example of how an inventor can sit down to analyze his/her invention for its patentable features. This kind of exercise will eventually make an inventor “patent smart.” The payoff will be for inventors to make better patentable inventions and avoid spending money on attorneys which will not represent a good investment.

While drafting your own initial patent disclosure document is something that inventors can and should do, they should never go through the process of filing a patent application without consulting with and using the services of a patent professional. But by starting the process of drafting your own patent application, you will save money and have a better understanding of the nature of the exercise. This will help you understand your own invention better, at least in its patentable aspects, and based on the results of the patent novelty search allow you to make improvements and extend the scope of your eventual patent rights. Correspondingly, following this procedure will increase the value of any patent that might be obtained.

David French is the CEO of Second Counsel Services in Ottawa. He is interested in organizing a small workshop entitled: “Advanced patent claim appreciation seminar”. Those who might be interested in participating in such an exercise are invited to send e-mails to him at SecondCounsel.com

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