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Booz Allen Hamilton , the US major global strategy and technology consulting firm, gives online access to its quarterly leading strategy + business magazine here at www.strategy-business.com Users can browse content, subscribe to e-mail updates, listen to podcasts, get sneak previews of upcoming issues, and order previous volumes in paper or CD format. The firm also accepts submissions of proposals for future articles/features. The fairly good Search and Browse feature links to the following: * Articles (back to 1995, 4th quarter) * Enews (goes back to 2000) * Resilience Reports (back to 2003) * Leading Ideas (back to 2006)

MRI maintains the government's commitment to innovation. Its mandate is to: * develop an integrated innovation strategy and guide its delivery * invest in both policies and programs to deliver innovation strategy * foster a culture of innovation & showcase it to world MRI acts as: * listener to advice of experts * matchmaker between innovators and investors * supporter for researchers and innovators (school, culture, business) * promoter of research (lab to marketplace) * pursuer of big ideas (funds) The 4 main branches are: * outreach, promotion, and business development * innovation * research * commercialization

MRI maintains the government's commitment to innovation. Its mandate is to: * develop an integrated innovation strategy and guide its delivery * invest in both policies and programs to deliver innovation strategy * foster a culture of innovation & showcase it to world MRI acts as: * listener to advice of experts * matchmaker between innovators and investors * supporter for researchers and innovators (school, culture, business) * promoter of research (lab to marketplace) * pursuer of big ideas (funds) The 4 main branches are: * outreach, promotion, and business development * innovation * research * commercialization

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

As McKinsey & Company's business journal, The McKinsey Quarterly offers public, non-profit, and private management "new ways of thinking." Focus is placed on strategy, corporate finance, governance, economic studies, IT, organization, marketing, and operations. Articles are free (dating back to 1992), a selection of which are available with free registration. Some "premium" articles are available to Premium Members (paid subscribers).

Social media strategy templates: download the "tactical approaches and tools" and "strategy simulation game" . Made for non-profits, but applicable to for-profit businesses as well. From We Are Media's two-day intensive workshop.

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.

Sandra Pupatello, Minister of International Trade and Investment of Ontario's exlusive interview to Biotech Finances. Mention of how MaRS fits in the strategy her Ministry's strategy and the Primer of Ontarios.

A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don't even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates The Strategy Paradox.

Subscribe to BCG Publications to get access to a variety of BCG publications and press releases. Industry topics span from social impact to financial services to automotive. Business topics include marketing, strategy, corporate development and diversity, among others. Search by keyword or select an industry or topic to find and read overviews, table of contents, author bios, and reader comments.

IP & Open Innovation: according to IBM, both will advance smart grid technology. Blog by Doug Park of IBM's Strategy x Law Blog

CML HealthCare Inc is planning to automate it's current infrastructure to deliver greater volume and medical laboratory tests. CML is also working to commercialize early-stage technologies in medical diagnostics in partnership with an Ontario government agency known as MaRS Innovation.

CML HealthCare Inc is planning to automate it's current infrastructure to deliver greater volume and medical laboratory tests. CML is also working to commercialize early-stage technologies in medical diagnostics in partnership with an Ontario government agency known as MaRS Innovation.

The UAE's Ministry of Economy (MoE) and Canada's MaRS Discovery District of Toronto, Ontario, and Sustainable Development Technology - Canada (SDTC) signed separate memorandums of understanding (MoUs) to enhance business ties. The strategic partnership is aimed at fostering innovation and accelerating growth of small and medium enterprises (SMEs), in accordance with the UAE's strategy to build competitive knowledge-based economy. 

According to Katherine Scarrow, Globe and Mail reporter, "small business sentiment is up, according to the Canadian Federation of Independent Business's latest business barometer index." MaRS Discovery District is hosting a Business of Aging summit on April 30th at the MaRS Centre to discuss practical strategies to improve health and productivity for aging employees and those caring for aging parents.

The Sault Ste Marie's city council approved "$95,000 in funding the Innovation Cente for a two-year, $794,000 initiative for the implementation of their Smart Energy Strategy." Vair is in talks with the MaRS Discovery District about the Sault's role in the new clean energy institute.

Kim MacKrael, Globe and Mail reporter states, "Steven Blair, an exercise researcher at the University of South Carolina is the first winner of Canada's Bloomberg Manulife Prize for the Promotion of Active Health. " The award of $50, 000 in research was presented to Dr. Blair at the MaRS Centre.

Waterfront Toronto will embark on public consultants regarding the change in the Port Lands redevelopment. Participants in the study will be asked their ideas on the transformation the Hearn generating station into an R&D accelerator similar to the MaRS Centre.

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.

A blog for small businesses (even hobbypreneurs) with posts and whole categories on online marketing. From financing to strategy.

The Martin Prosperity institute believes that an innovation strategy has to be tied to creativity and place and the ecosystem ("city"). Here they critique a blog by David Crane which critiques the recent MPI report.