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Sarah Hickman

Canada Business Podcasting | Canada-Ontario Business Service Centre - 0 views

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    This Government of Ontario site provides business advice to several groups of individuals, including youth entrepreneurs and women entrepreneurs. Information tools such as Business Guides, Interactive Business Planners, and Event Workshops are offered. Users can also subscribe to Podcasting sessions such as the Canada Business Audio Workshop. While all documents can be accessed in English and in French, some are now also translated to Spanish, Arabic, Korean, Punjabi and Chinese.
Sarah Hickman

Amazon.com: The Innovator's Solution: Creating and Sustaining Successful Growth (978157... - 0 views

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    From Publishers Weekly\nChristensen (The Innovator's Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen's earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being "disruptors" who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and Raynor, a director at Deloitte Research) examine the nine business decisions integral to growth, including product development, organizational structure, financing and key customer base. They cite such companies as IBM, AT&T, Sony, Microsoft and others to illustrate their points. Generally, the writing is clear and specific. For example, in discussing whether a company has the resources necessary for growth, the authors say, "In order to be confident that managers have developed the skills required to succeed at a new assignment, one should examine the sorts of problems they have wrestled with in the past. It is not as important that managers have succeeded with the problem as it is for them to have wrestled with it and developed the skills and intuition for how to meet the challenge successfully the next time around"; they then provide a real-life example of a software company. Similar important strategies give readers insights that they can use in their own workplaces. People looking for quick fixes may find the charts, diagrams and extensive footnotes daunting, but readers familiar with more technical business management tomes will find this one both stimulating and beneficial.
Sarah Hickman

Social Entrepreneurship: The Art of Mission-Based Venture Development: Amazon.ca: Peter... - 0 views

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    If you are starting out as a social entrepreneur or re-vamping your company, this book is for you. It holds insights on how to think like an entrepreneur, how to start an enterprise as a business not a charity. This book will teach you how successful social entrepreneurs: * Focus on community wants and needs * Match those with core competencies to provide the quality services * Assess risk and gauge opportunity * Develop new project ideas and test their feasibility * Write a business plan * Project finances in the plan * Tap into new sources of funding * Develop the idea of social entrepreneurship throughout the organization * Make sure that mission, not money, is the bottom line
Assunta Krehl

University of Toronto Teams Take Two out of Three Top Spots at Business Plan Competitio... - 0 views

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    Two of MaRS Clients, Shape Collage and Weblish, were two of three that won top spots at the 12th annual IBK Capital-Ivey Business Plan Competition held on March 26 & 27.
Sarah Hickman

O C E T A - Partnering for a Sustainable Future - 0 views

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    OCETA accelerates the commercialization and market adoption of clean technologies and environmentally sustainable solutions. OCETA provides technical and business services to support technology entrepreneurs and start-up companies with commercializing and bringing their innovations to market. These services include: * Business mentoring and coaching: Strengthening management capability, strategic planning, route to market, IP strategy and protection. * Business networks: Connecting entrepreneurs to networks of established peers, mentors and experts. * Technology: Providing 3rd party assessment, demonstration, verification, scale-up and deployment. * Financing: Finding access to capital and improving investment readiness. * Marketing: Assisting in market niche identification and segmentation and export assistance.
Cathy Bogaart

Richard Ivey School of Business - 0 views

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    Vincent Cheung and Wenfei Yu, MaRS clients and University of Toronto students, took home $25,000 for their business Shape Collage, which placed first in the 12th annual IBK Capital-Ivey Business Plan Competition on March 26 & 27 at Ivey Business School.
Assunta Krehl

Test-tube industry - Canadian Business - 0 views

  • For Dr. John Evans, growing a strong biotechnology industry is much the same: cities must provide a nurturing environment where science and business can thrive together.
  • That's why Evans, former president of the University of Toronto and current chairman of Torstar Corp., is spearheading the $345-million Medical and Related Science initiative, or MaRS--a petri dish of sorts for commercializing science research. "A lot of intellectual property is being commercialized outside Canada," says Evans. "I think we've been slow in realizing just how important technology developments are to the economic future of the country. MaRS is an attempt to give this a kick into a higher gear." The centrepiece of the MaRS plan, which will officially launch May 12, is a 1.3-million-square-foot, five-building complex in downtown Toronto that will provide office and lab space for small and medium-size companies and incubators, including the not-for-profit Toronto Biotechnology Commercialization Centre. While Evans is reluctant to limit its scope, MaRS will generally focus on health-related technologies, from new drugs and genetic treatments to medical devices and imaging software. Branded a "convergence centre," it will also house a careful mix of support services: intellectual property lawyers, accountants, marketing experts, government funding organizations and venture capital financiers. Plus, start-ups will have access to all the latest equipment on site. For instance, MaRS is in talks with MDS Sciex to supply mass spectrometers, used in proteomics research.
  • But MaRS will be more than just a New Economy real estate development. Evans's intention is to funnel tenants' rent money into services--such as entrepreneurship seminars and angel-matching programs--that MaRS will offer to the broader biotech community. That's why MaRS's location is key: the centre will be built in the heart of what Toronto has dubbed the "Discovery District," a two-square-kilometre chunk of the downtown core, encompassing U of T and four major hospitals. From there, MaRS hopes to act as a network hub across Ontario, with links to research-intensive universities. "None of them," says Evans, "have the critical mass to put it all together on their own."
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  • MaRS's primary goal is to get Toronto and the rest of Ontario on the global biotech map. Evans came up with the concept in the late 1990s with Dr. Calvin Stiller, CEO of the labor-sponsored Canadian Medical Discoveries Fund, and Kenneth Knox, a former deputy minister for the Ontario government who's now CEO of MaRS
  • As far as schemes to support fledgling industries go, MaRS is refreshing. To start, it's a nonprofit corporation, not a government program, which will hopefully ensure that it runs more efficiently. The feds and the province of Ontario have each doled out $20 million for MaRS, and Toronto has donated in-kind $4.5 million. More than $12 million has come from a small pool of corporations, including Eli Lilly Canada and MDS, as well as individual donors like Joseph Rotman and Lawrence Bloomberg (who both sit on the MaRS board). U of T pitched in $5 million, and MaRS also did some innovative bond financing to round off the $165 million needed to build Phase I. "It was very important for us to not belong to anybody," says Evans.
  • Now MaRS's challenge is to get the word out. Its posted rate of $26 per square foot is very competitive for prime downtown real estate and is sure to attract attention, especially considering its customized lab space. But MaRS's success won't be measured by a low vacancy rate; getting the right mix of scientists, entrepreneurs and professionals is critical if it plans to commercialize some sustainable businesses. It won't happen overnight--in fact, it may be 10 years before anyone can gauge MaRS's impact. Seems growing a biotech industry isn't quite as easy as growing E. coli in a petri dish.
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    John Evans spearheads the MaRS project which will help to accelerate commercialization for scientific research. The official launch of the MaRS plan will happen on May 12, 2003.
Assunta Krehl

Teens tackle startup boot camp - Yonge Street Media - August 8, 2012 - 0 views

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    MaRS's launched a Future Leaders Series this summer which offered 20 students between the ages of 13 and 15 the chance to experience the life of a "MaRS-ian entrepreneur."  The participants were provided an opportunity to pitch their ideas to a panel of judges that their business model was feasible and to demonstrate how they planned to use the $1,000 of prize money up for grabs.
Assunta Krehl

Miller Thomson joins MaRS community - Digital Journal - June 3, 2010 - 1 views

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    Miller Thomson LLP has announced a multi-faceted partnership with MaRS Discovery District. The partnership gives Miller Thomson an ongoing, collaborative presence at MaRS, providing counsel in business-critical areas such as business planning, finance, intellectual property management, and go-to-market strategies.
Assunta Krehl

Cogniciti aims for healthy brains - The Globe and Mail - January 8, 2010 - 0 views

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    Cogniciti, is a new for-profit company that will create and market products designed to help adults extend their memories and cognitive abilities. The Toronto-based business is a partnership between two non-profit organizations, Baycrest and the MaRS Discovery District, an organization that helps science, technology and social entrepreneurs build their companies. Memory@Work is Cogniciti's first product.
Miri Katz

How The Private Sector Can Drive Social Innovation - CIO Central - CIO Network - Forbes - 0 views

  • How The Private Sector Can Drive Social Innovation
  • Out of the 100 largest economies in the world, about half are multinational corporations. Given their impact on global communities, it is becoming increasingly essential that these large corporations execute responsibility to society, rather than rely on governments and non-profits to address difficult social issues alone.
  • oday, the world’s largest companies are in a unique position to play a much greater role in driving social change than ever before.
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  • Aside from pure monetary donations, however, is a new model that is transforming corporate philanthropy.
  • Increasingly, corporations are turning to a shared value model, in which companies work in alignment with society rather than against it, producing mutual benefits to both the community and the corporation
  • It evolves the traditional model of financial and material goods donations, to one in which corporations leverage a range of corporate assets including employee skills, business acumen and partner networks, to drive social change.
  • Here’s the shift: Instead of viewing it as our responsibility to drive business and social value, view it also a valuable opportunity to rethink existing practices.
  • The business case for social innovation
  • there are a variety of benefits for an organization, from brand building, to staff retention, and even improved client stickiness. Shareholders and the investment community are also increasingly considering corporate responsibility when making investment decisions.
  • collaborations can drive innovation through necessity. Non-profits work in extreme environments, faced with limited infrastructure, connectivity and staff. Operating in these situations exposes corporate staff to new sets of customer challenges, which can often deliver innovations in product design or services into the business.
  • by working with a non-profit organization, a corporation can demonstrate its expertise to a new audience, expanding its business network.
  • Increasingly, investors weigh environmental, social and governance  data when making investment decisions. While such data has been a benchmark for European-based companies for some time, we are now seeing a more global adoption and interest in this, which should be another forcing function for more corporations to act as good corporate citizens.
  • Applying social innovation in practic
  • A good starting point is to assess the company’s available skills, expertise, partnerships against the touch-points the company currently has within a given community. From there, establish specific goals to achieve and a strategic plan to meet those goals.
  • Companies that have an expertise in technology, for example, can collaborate with non-profits or social entrepreneurs to provide the infrastructure backbone that turn their ideas into reality. With the social enterprise mPedigree Network, HP leveraged its technology expertise in cloud-based services to design and build an anti-drug counterfeiting service in Africa. Counterfeit medicine is a significant problem in developing countries, causing more than 700,000 deaths each year. The new service helps save lives by enabling patients to validate the integrity of their medicine by sending a free text message.
  • Gabi Zedlmayer is Vice President of Hewlett-Packard’s Office of Global Social Innovation.
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    Out of the 100 largest economies in the world, about half are multinational corporations. Given their impact on global communities, it is increasingly essential that these large corporations execute responsibility to society, rather than rely on governments and non-profits to address difficult social issues alone
Cathy Bogaart

iStart - Biz plan competition software - 0 views

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    Software for running and administering a business plan competition from the Kauffman Foundation.
Assunta Krehl

Technology To Help Aging Population - Boomer Watch - 0 views

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    Linda Ko blogs about The Business of Aging Summit which was jointly organized by Toronto's innovation incubator, the MaRS Centre, and the Ontario government. This event plans to showcase the work of 14 up-and-coming Ontario companies now developing software, diagnostic tools and other technologies aimed specifically at the aging population. Dec 1, 2009
Assunta Krehl

The man with the golden plan - Macleans - May 27, 2010 - 0 views

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    Vincent Cheung, founder of Shape Collage and a MaRS client is a recipient of the: Advancing Canadian Entrepreneur (ACE) 2010 National Student Champion, Richard Ivey School of Business Competition and the MaRS Upstart competition.
Assunta Krehl

Benecaid Names Jonathan Graff Co-President - Canada Newswire Group - 0 views

  • Benecaid has named Jonathan Graff to Co-President, a new role in which he will share senior executive responsibilities with Marla Schwartz, who has been Benecaid's President since 2005.
  • Benecaid is a health benefits administrator that provides cost-effective, customized plan management for small and medium-sized employers and the self-employed. Its innovative approach has resulted in revenue growth of nearly 5,000 per cent over the last five years. Benecaid was ranked in the top 10 of Profit 100's Fastest Growing Canadian Companies in 2009.
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    Benecaid is a health benefits administrator. Jonathan Graff has been announced as a Co-President in which he will share senior executive responsibilities with Marla Schwartz, who has been Benecaid's President since 2005. Graff sits on the Market Advisory Panel for Web Businesses at the MaRS Centre.
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    Benecaid is a health benefits administrator. Jonathan Graff has been announced as a Co-President in which he will share senior executive responsibilities with Marla Schwartz, who has been Benecaid's President since 2005. Graff sits on the Market Advisory Panel for Web Businesses at the MaRS Centre. Sept 8, 2009
Assunta Krehl

reportonbusiness.com: Failure and risk - 0 views

  • Charles Plant, Managing Director of the Market Readiness Program for entrepreneurs at MaRS
  • Plant says that acceptance of failure is a cultural problem in Canada in that we tend not to reward the people who have failed. "We tend to punish people who fail whereas in Silicon Valley, they tend to reward people who have failed because they've learned lessons and can gain from that failure.
  • "I think you have to quickly acknowledge when something is a failure and have a back up plan of what you're going to do," says Plant. "Don't keep flogging a dead horse."
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  • "To make failure a learning experience, first you have to celebrate it by acknowledging in a very positive way, the person who tried something and failed. You can't hide it under a table," says Plant. "You've got to develop a system that both rewards for the attempt as well as the success. Frequently, we don't do that and that sends a bad message. The act of punishing people makes them want to stop innovating."
  • We also need to build more accountability into failure, according to Plant who says that when failures are detrimental to the economy, we can't pretend that nothing happened. "Right now, some people are being rewarded for absolutely hideous failures, such as in the banking system," says Plant, who is also a Chartered Management Accountant. "Part of the problem is accounting which does a very poor job of measuring risk. Never leave anything up to the accountants!"
  • "You have to allow people to fail in this economy," says Plant. "It's failure that leads to productivity gain and innovation."
  • According to Plant, there's a different risk tolerance in smaller companies versus big ones, although he doesn't see a real difference by industry. Whether a company tolerates or accepts risk depends largely on the nature of the company. "The more established companies probably don't tolerate failure as well so they don't actually incubate a culture of risk," says Plant. "Larger companies do a lot of things to make sure they don't fail. Smaller ones tend to favour risk because it's the only way they can get ahead. And if you're doing things that haven't been done before, then you're going to fail again and again."
  • "You need a culture that allows failure for success because without it, people become anti-failure," says Charles Plant. "Trying different things is the act of innovation. If you fail 14 times, hopefully you're going to succeed on the 15th try. Without failure, we're not going to be driving and growing the economy."
  • Innovation is the result of taking big leaps,
  • Innovation is the result of taking big leaps, but failure is often the downside of taking those leaps.
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    without failure, you can't drive productivity. without failure, there is no innovation. So we need to fail to improve the economy!
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    The Globe and Mail investigates the failure and risks with businesses and innovation with business leaders, Tony Chapman, CEO of Capital C, a Toronto communications and advertising company, Charles Plant, Managing Director of the Market Readiness Program for entrepreneurs at MaRS, and Naeem 'Nick' Noorani, founder and publisher of Canadian Immigrant magazine.
Sarah Hickman

Amazon.com: Hidden in Plain Sight: How to Find and Execute Your Company's Next Big Grow... - 0 views

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    From Booklist: Joachimsthaler offers another book that promotes use of reinvented basic marketing principles to assist highly innovative companies. The author describes his DIG model (Demand-First Innovation & Growth), which consists of three interlinked parts: explore the demand for their products and services through an in-depth understanding of how people behave and live their lives and how they consume; apply an innovative routine of structured thinking to identify opportunities that customers cannot articulate; and formulate a strategy for effectively pursuing new opportunities. We learn that although most companies conduct some type of market research, they may fail to look for real opportunities and quantify them or fail to develop viable action plans that lead to results. This model illustrates how to become an unbiased observer of people's consumption and usage behaviors and offers a new approach to identifying and executing a company's growth strategy. Joachimsthaler, a consultant, reports that "successful opportunities for innovation and growth are right here, in front of us, and we often can't see them or don't act on them." Mary Whaley Copyright © American Library Association. All rights reserved
Tim T

How to Make Wealth - 0 views

  • Remember what a startup is, economically: a way of saying, I want to work faster. Instead of accumulating money slowly by being paid a regular wage for fifty years, I want to get it over with as soon as possible. So governments that forbid you to accumulate wealth are in effect decreeing that you work slowly. They're willing to let you earn $3 million over fifty years, but they're not willing to let you work so hard that you can do it in two. They are like the corporate boss that you can't go to and say, I want to work ten times as hard, so please pay me ten times a much. Except this is not a boss you can escape by starting your own company.
  • What is technology? It's technique. It's the way we all do things. And when you discover a new way to do things, its value is multiplied by all the people who use it. It is the proverbial fishing rod, rather than the fish. That's the difference between a startup and a restaurant or a barber shop. You fry eggs or cut hair one customer at a time. Whereas if you solve a technical problem that a lot of people care about, you help everyone who uses your solution. That's leverage.If you look at history, it seems that most people who got rich by creating wealth did it by developing new technology. You just can't fry eggs or cut hair fast enough. What made the Florentines rich in 1200 was the discovery of new techniques for making the high-tech product of the time, fine woven cloth. What made the Dutch rich in 1600 was the discovery of shipbuilding and navigation techniques that enabled them to dominate the seas of the Far East.
  • What a company does, and has to do if it wants to continue to exist, is earn money. And the way most companies make money is by creating wealth. Companies can be so specialized that this similarity is concealed, but it is not only manufacturing companies that create wealth. A big component of wealth is location. Remember that magic machine that could make you cars and cook you dinner and so on? It would not be so useful if it delivered your dinner to a random location in central Asia. If wealth means what people want, companies that move things also create wealth. Ditto for many other kinds of companies that don't make anything physical. Nearly all companies exist to do something people want.And that's what you do, as well, when you go to work for a company. But here there is another layer that tends to obscure the underlying reality. In a company, the work you do is averaged together with a lot of other people's. You may not even be aware you're doing something people want. Your contribution may be indirect. But the company as a whole must be giving people something they want, or they won't make any money. And if they are paying you x dollars a year, then on average you must be contributing at least x dollars a year worth of work, or the company will be spending more than it makes, and will go out of business.Someone graduating from college thinks, and is told, that he needs to get a job, as if the important thing were becoming a member of an institution. A more direct way to put it would be: you need to start doing something people want. You don't need to join a company to do that. All a company is is a group of people working together to do something people want. It's doing something people want that matters, not joining the group.
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  • When wealth is talked about in this context, it is often described as a pie. "You can't make the pie larger," say politicians. When you're talking about the amount of money in one family's bank account, or the amount available to a government from one year's tax revenue, this is true. If one person gets more, someone else has to get less.I can remember believing, as a child, that if a few rich people had all the money, it left less for everyone else. Many people seem to continue to believe something like this well into adulthood. This fallacy is usually there in the background when you hear someone talking about how x percent of the population have y percent of the wealth. If you plan to start a startup, then whether you realize it or not, you're planning to disprove the Pie Fallacy.What leads people astray here is the abstraction of money. Money is not wealth. It's just something we use to move wealth around. So although there may be, in certain specific moments (like your family, this month) a fixed amount of money available to trade with other people for things you want, there is not a fixed amount of wealth in the world. You can make more wealth. Wealth has been getting created and destroyed (but on balance, created) for all of human history.Suppose you own a beat-up old car. Instead of sitting on your butt next summer, you could spend the time restoring your car to pristine condition. In doing so you create wealth. The world is-- and you specifically are-- one pristine old car the richer. And not just in some metaphorical way. If you sell your car, you'll get more for it.In restoring your old car you have made yourself richer. You haven't made anyone else poorer. So there is obviously not a fixed pie. And in fact, when you look at it this way, you wonder why anyone would think there was.
Cathy Bogaart

The Good Entrepreneur: The Competition - 0 views

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    A competition for anyone based in Europe who has an idea or business plan for a product or service that will help create a greener future.
Assunta Krehl

The Big Apple's 'silicon alley' architect comes to Toronto - IT Business.ca - July 17, ... - 0 views

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    According to IT Business, "Seth Pinsky who is spearheading the construction of a new $2-billion tech engineering campus in New York City ... shared his vision of cities as innovation hubs at the Innovation City conference that was held at the MaRS Centre, July 18 & 19 in Toronto.
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