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Cheerleaders don’t move the ball down the field

By Francis Moran

When the British Columbia Lions and the Winnipeg Blue Bombers meet in the 99th staging of the Grey Cup, Canada’s professional football championship, in Vancouver this Sunday, both teams will have squads of cheerleaders jumping and shouting from the sidelines in a loud and colourful effort to get the B.C. Place crowd roaring for their side. But while the young women in short skirts waving pompoms might be interesting for some to look at, nothing that they do is actually going to move the ball even a single yard down the field. They will score not a single point. Their contribution to the spectacle will not be captured in a single game statistic.

This morning, I was at the second event in as many weeks where the whole game plan seemed to be on pumping up the volume of the cheerleading rather than on the fundamentals of moving the ball down the field.

Speaker after speaker at these two events — last week’s kick off to Ottawa Entrepreneur Week and this morning’s regular monthly execTALKS event, both organised by the Ottawa Centre for Regional Innovation — spoke of the imperative that more “buzz” be created around Ottawa’s moribund technology scene as though sheer enthusiasm alone could overcome the very real challenges that face this critical sector of the local economy.

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30 considerations for getting tech to market: Part II

This is the 31st article in a continuing series that examines the state of the ecosystem necessary to successfully bring technology to market. Based on dozens of interviews with entrepreneurs, venture capitalists, angel investors, business leaders, academics, tech-transfer experts and policy makers, this series looks at what is working and what can be improved in the go-to-market ecosystem in the United States, Canada and Britain. We invite your feedback.

By Francis Moran and Leo Valiquette

Last week, we began a three-part recap of our Commercialization Ecosystem series with insights and practical advice on securing investment capital and finding champions to help get your technology to market. We continue this week with commercialization out of the university setting, the value of mentor capital and building your startup’s DNA.

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Accelerated: Waterloo’s culture of collaboration

This is the 18th article in a continuing series that examines the state of the ecosystem necessary to successfully bring technology to market. Based on dozens of interviews with entrepreneurs, venture capitalists, angel investors, business leaders, academics, tech-transfer experts and policy makers, this series looks at what is working and what can be improved in the go-to-market ecosystem in the United States, Canada and Britain. We invite your feedback.

By Francis Moran and Leo Valiquette

Throughout this series, we have often referenced startup accelerators and the important role they play in the commercialization ecosystem, as well as where government support fits into the equation. So we thought it was time to take a closer look at these entities by profiling three different ones from Canada, the U.S. and the U.K.

This week, we start with Waterloo’s five-year-old Accelerator Centre. We recently spoke with Tim Jackson, COO of the AC, about the role that this kind of organization plays in the process of getting technology to market, what makes it tick, the culture required to support it and how it measures success. What follows is an abridged transcript of our conversation.

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Government: The road to hell is paved with …

This is the 16th article in a continuing series that examines the state of the ecosystem necessary to successfully bring technology to market. Based on dozens of interviews with entrepreneurs, venture capitalists, angel investors, business leaders, academics, tech-transfer experts and policy makers, this series looks at what is working and what can be improved in the go-to-market ecosystem in the United States, Canada and Britain. We invite your feedback.

By Francis Moran and Leo Valiquette

As we stated in last week’s post, government’s role in the commercialization eco-system should be to create that “supportive and normative framework.” The common sentiment among the various VCs, angel investors, accelerator and incubator executives, entrepreneurs and others we have interviewed is that government should stay out of the way as much as possible.

But before the big G steps back, what should it do to enable startups that are trying to get to market, or more established enterprises looking to break into foreign markets or migrate their product lines?

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Recent Comments

  • 5 Ways to Engage With Your Brand Voice - icuc.social : [...] “A strong company voice on social media should emphasize the company’s values, objectives and key differentiators that set it apart from its competitors. These can be expressed in the tone of the communication and the content that is shared with community members and the target audience.The best social media voices are communal, grammatical, dialectical, authentic, original, contextual, relevant, timely, persistent, responsive, helpful, generous and more informal. A company’s social media voice should only be changed if absolutely necessary and should maintain all of these qualities. Any change should be preceded by lots of information explaining the change to community members to ensure they know it is deliberate and that the company isn’t suffering from some form of instability, which jeopardizes relationships.” [@TechAlly, Francis Moran & Associates – via Francis Moran & Associates] [...]

  • Stephen Murray : Interesting article. I am close to finishing a book titled "Davis and Goliath - One Inventor's Struggle with the Mismanagement and Theft of Intellectual Property." Davis in my book is W.R. Davis Engineering. "Goliath" is the Canadian Department of National Defence. The intellectual property is an infrared signature suppression system to protect warships and tactical aircraft from being targetted by heat seeking missiles. I was a public servant co-inventor in this story. As was the case in the biblical story "David and Goliath," Davis did indeed slay Goliath. Davis is wealthy today. The inventors and the Crown got nothing. But the Crown's negligent acts were to blame for most of outcome. Everything that could have gone wrong in the story did go wrong. My book may interest you. Hope to have it published by year end.

  • Dan Rather’s Words of Wisdom for the PR profession | Return On Reputation : [...] that you are serving a higher purpose than just serving your clients – you are serving public interest and our nation’s [...]

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