Featured service: Technology Roadmapping

Charting the Landscape of the Commercialization Process

Industry Canada has defined a technology roadmap (TRM) as “a process tool to help identify the key technologies that an industry, a sector, or a company needs to succeed in the future and the projects or steps to realize those technologies with Canadian industry”. Although TRMs are a relatively recent phenomenon in Canada, they appear to be capable of delivering the same benefits that they have yielded in other countries for many years, namely the early identification of business opportunities, cost savings in the exploitation of those opportunities, industrial renewal, and improved government-industry co-operation, to name only a few.

Traditional TRMs focus largely (or exclusively) on the technical barriers and/or research that must be done to reach the stated consensus goal. Increasingly, Canadian TRMs are including a skills component. The view is that by first forecasting where the technology is going (and what products and services are likely to originate from it), it is then possible to obtain a much clearer picture of what the future skills requirements will be. Doyletech has been involved in the full spectrum of technology roadmapping. In fact, our own technology roadmapping model emphasizes not only the technology but also the full spectrum of social, business, and regulatory issues which are increasingly key commercialization issues in Canada. We are also strong advocates of Regional TRMs. We feel that they are very applicable to the Canadian environment because economic diversification is (or should be) high on our list of federal and provincial priorities.

We appreciate the collaborative effort needed to successfully accomplish roadmapping. We understand that our efforts must seamlessly build on the previous steps that have laid the groundwork for many TRMs. We especially recognize the value of building and sustaining stakeholder buy-in and the considerable effort it takes to recruit high-value workshop participants. With our facilitation services we place special emphasis on organizing effective sessions that cover considerable ground with a limited number of meetings.

The Canadian technology roadmapping continuum is very wide (see diagram to the right). There are several groups that are in the process of identification (i.e. they have identified the need for a TRM). Other groups are issuing RFPs or otherwise ramping up to begin a TRM engagement program. Further along the continuum are those that are either in the process of completing a TRM or have recently completed one. The TRM continuum does not stop when the TRM has been written. In fact, it only begins. Once completed, a TRM should undergo an industry validation process. This is where its major findings and recommendations are presented to industry. The goal is not only to validate what has been done but also to fine-tune any parts as required by as wide a cross section of industry as possible. The other implicit goal of this process is to achieve industry engagement and buy-in leading to the next phase in the TRM continuum – development of a national implementation plan. This is where the TRM and validation exercises are fully reflected in a comprehensive implementation plan. After a full review of the TRM and implementation plan, actual implementation of the TRM begins. A group should be assembled with the mandate to see the implementation through. Few Canadian TRMs seem to reach this stage, or if they do, implementation is often stunted by limited financial resources or time. The final phases of the continuum involve measuring the implementation process and ensuring that the expected outcomes are being realized. Often this phase is not reached, in large part because implementation was incomplete.

Doyletech's involvement with TRMs began in the early 1980s through corporate technology roadmapping activities with startup companies (as well as with some universities and laboratories). Today, industry associations and public sector entities at all levels have adopted the TRM process as a proven tool for economic and social development.

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Featured project: The Carleton Family Tree

Tracking Economic Impact - Carleton University 'Spin-off' Companies

As part of our economic impact analysis services, we developed a 'family tree' of Carleton University Spin-off Companies. This project was a variation of the type of work we do for our own 'Family Tree of Ottawa-Gatineau Technology Companies'. Working closely with our client, the Carleton University Foundry Program and the Technology Transfer Office, criteria was established as to what would constitute a 'spin-off' company. Extensive primary and secondary research was conducted, including interviews with over 100 company founders. A database was developed tracking information on each company including its link back to Carleton University (i.e. a transfer of technology or people or both from the university). Several other marketing collaterals were developed including a poster, a brochure, and a full-colour centrefold insert for the Carleton University Alumni Magazine. Examples of other economic impact assessment projects we have completed are provided in the slideshow to the right.

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