Entrepreneurship by older adults in Canada – Blog #37

23, November 2022

Entrepreneurship by older adults in Canada.

While Canada mostly avoided the Great Resignation experienced in other jurisdictions,
we are in the midst of a Great Retirement, which is leading to staff shortages across
many industries and this is despite levels of employment engagement being back to
pre-pandemic levels1.  Will we need to entice these retirees back into the labour force
and is entrepreneurship a way to do it?

Source: Reference 1

Statistics Canada defines retirement as, “…a person who is aged 55 and over, who is
not in the labour force and receives 50% or more of his or her total income from retirement-like sources, such as the Canada Pension Plan and Old Age Security.”2

There are 7.3 million Canadians aged 65 and older, or about 18% of the population, most of whom are no longer working. This group is projected to grow to 12 million by 2051, representing about 25% of the population at that time. In addition, in 2021 almost 1 million people aged 55-64 are no longer working2. These older adults are healthier, richer and more educated than previous generations. An average 65 year old can
expect to live another 21 years. What this group does in “retirement” will have a major effect on the Canadian economy.
A report2 from Statistics Canada reveals more about older adults’ activities:

  • • In 2015, one in five Canadians aged 65 and older, or nearly 1.1 million seniors,
    reported working during the year. This is the highest proportion recorded since
    the 1981 Census.
    • Of the seniors who worked in 2015, about 30.0% did so full year, full time, and
    the majority were men.
    • The percentage of seniors who reported working nearly doubled between 1995
    and 2015, with most of the increase coming from part-year or part-time work.
    Increases in work activity were observed at all ages, for men and women alike.
    • Seniors with a bachelor’s degree or higher and those without private retirement
    income were more likely to work than other seniors.
    • Employment income was the main source of income for 43.8% of seniors who
    worked in 2015, up from 40.4% in 2005 and 38.8% in 1995.
    • Senior men who worked full year, full time were most commonly managers in
    agriculture; retail and wholesale trade managers; transport truck drivers; retail
    salespersons; and janitors, caretakers and building superintendents.
    • Senior women who worked full year, full time were most commonly administrative
    assistants, managers in agriculture, administrative officers, retail salespersons,
    general office support workers, and retail and wholesale trade managers.
    • Seniors in the territories as well as in Saskatchewan, Alberta and Prince Edward
    Island were the most likely to work. Those in Newfoundland and Labrador,
    Quebec, and New Brunswick were the least likely to do so.
    • Across the country, seniors living in rural areas were more likely to work than
    seniors living elsewhere.

Unfortunately, older adults do not show up in most policy reports on entrepreneurship
and one wonders why? One explanation is that the data is not collected since it is
assumed that after age 65 individuals are retired and no longer active in the labour
force. For the world’s largest study of entrepreneurship conducted by the Global
Entrepreneurship Monitor annually in over 70 countries this is the case. Thankfully,
GEM Canada is the exception, and data is collected on Canadian entrepreneurs aged
18-79.

The table below shows the trends in entrepreneurial levels by age group in Canada
from 2019-2021, based upon the Canadian Global Entrepreneurship Monitor (GEM)
data3.

Source: GEM Canada data 2019-2021

The vertical axis is the Total Early-stage Activity (TEA) rate, the percentage of the adult
population planning a new venture plus those operating one less than 42 months old.

Entrepreneurship rates among those older than 55 are lower than those aged 25-34, the
peak age to start a company in Canada. However, compared with many other countries
these are very high levels. For example, in Poland the TEA rate in 2021 for the 18-64
age group was 2.0, in Italy 4.8 and Japan 6.3, so by international standards older
Canadians are very entrepreneurial.

Another entrepreneurial activity older adults engage in is owning and managing an
existing company. The graph below shows the trend in the rate of owner managers by
age from 2019 to 2021.

Source: GEM Canada data 2019-2021

As you might expect, this shows a very different pattern to the startups, as older adults
own businesses at a much higher rate than younger adults. Older adults have had more
time to build up their businesses and make them sustainable in the long term.

Conclusion.
There is a lot of evidence4 that working past the traditional retirement age of 65 is
beneficial to mental and physical health. Being an entrepreneur is a significant part of
this. Having a focus on encouraging older adults to become entrepreneurs should be an
important part of a program to engage older adults in economic activity. This would
have many benefits for both the individuals involved and the economy as a whole.

Peter Josty & Chad Saunders

1. Gordon, Julie (2022). Canada’s real problem is not job losses, it’s the rush to retire. Reuters Business
News, Sept 12, 2022.
2. Statistics Canada (2017). Census in Brief: Working Seniors in Canada,
https://www12.statcan.gc.ca/census-recensement/2016/as-sa/98-200-x/2016027/98-200-x2016027-
eng.cfm
3. Global Entrepreneurship Canada data 2019, 2020 and 2021.
4. Baxter, S., Blank, L., Cantrell, A., Goyder, E. (2021). Is working in later life good for your health? A
systematic review of health outcomes resulting from extended working lives. BMC Public Health. 21,
1356. https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-021-11423-2


Entrepreneurship in Canada: latest story – Blog #36

16, November 2022

Entrepreneurship in Canada: latest story

Entrepreneurship is alive and thriving in Canada, according to the latest report1 from the Global Entrepreneurship Monitor (GEM). This is the latest in an annual series of reports on the state of entrepreneurship in Canada.

Perception of skills

The Canadian population feels very positive about entrepreneurship. More than half know an entrepreneur personally; nearly 50% believe they have the skills to start a business and 23% have plans to start a business. However 53% say fear of failure would hold them back from starting a business, the second highest level in the G7 (Canada, US, UK, France, Germany and Japan). 7 out of 10 Canadians feel that they see good opportunities to start a business.

Activity

GEM measures two metrics for entrepreneurial activity – TEA (Total entrepreneurial activity) and EB (established businesses). TEA consists of the fraction of the adult population actively planning to start a new business plus those running a business less than 42 months old. EB are businesses older than 42 months.  The graph below shows how Canada compares with other G7 countries. Canada has the highest level of TEA in the G7, and the second highest EB level.

TEA and EB – Canada compared with the G7

 

 

 

 

 

 

 

Funding

Canada ranks 1st amongst G7 countries in identifying Business Angels as an important source of funds for new businesses, and was 1st in level of informal investment. Canada also had the highest average level of funds in the G7; a significant increase from 2020. One explanation for higher investment in 2021 was the need for

Angels to provide follow-on funding to help investee companies survive economic hardship during the height of the pandemic in 2020, with Angels now seeking new investment opportunities.

 

What kinds of business were started?

In common with all the G7 countries, consumer oriented services is the largest category of new businesses, representing 52 % of all new businesses. This is followed by business oriented services (26%), manufacturing (19%) and extractive industries (3%). This last category includes agriculture mining and oil and gas extraction.

What are their growth plans?

GEM has a number of growth measures and in 2021 all of them showed positive increases compared with 2020. 16% of startup entrepreneurs and 12% of established businesses expect to create 10 or more jobs in the next 5 years.

Export orientation

Canada has the highest level of export orientation among G7 countries. 4.3% of startups and 1.2% of established businesses have 50% or more of their revenue from outside the country.  This is a very good sign and is probably explained by the fact that Canada is a small export oriented economy.

Who are the entrepreneurs?

The most common age range for Canadian entrepreneurs is 25-34 with 30% of all startups.  Younger entrepreneurs (18-24) were not far behind at 28%. Older entrepreneurs have lower activity – 23% for the 35-44 age group; 12% for 45-54 and 9% for the 55-64 age group.

The gender ratio for startups varies quite a lot from year to year.  In 2021 the male TEA rate rose by 40% compared to 2021, while the female TEA rate rose by 14%. The female TEA rate was 65% of the male TEA rate.  The gender ratio for established businesses tends to be much more stable, the female EB rate being 68% of the male EB rate in 2021.  Both the male and female TEA rates were the highest in the G7.

Canadian entrepreneurs are highly educated. 22% of all TEA entrepreneurs have graduate experience, 21% have a post-secondary degree, 19% have high school diploma and 15% have some high school or lower. Canada’s entrepreneurs possessed the highest educational rates across three of the four educational levels.

How innovative are the entrepreneurs?

In common with other countries, most startups are not very innovative. In 2021, in Canada, 46 % of entrepreneurs said their product or service was not new. 30% said their product or service was new to people where they lived; and 15% said their product or service were new to the country. However 9% of entrepreneurs said their product or service was new to the world, and that is a very encouraging number as it demonstrates their strong competitive advantage.

What motivates the entrepreneurs?

GEM asks a series of questions to probe motivation, as shown in the table below.  There are significant differences between male and female entrepreneurs.

Motivation Male Female
To make  a difference in the world 16.3 12.0
To make great wealth 16.5 10.9
To follow  a family tradition 13.2 6.8
To earn a living because jobs are scarce 17.6 10.7

 

The biggest motivator for male entrepreneurs in 2021 was “to earn a living as jobs are scarce”, which probably reflects the turmoil caused by COVID. For female entrepreneurs the biggest motivator was “to make a difference in the world.”

Supports for entrepreneurs

GEM identifies 13 framework conditions that support entrepreneurs. Canada is mostly in the middle of the pack when compared with other G7 countries when ranked on these supports. Canada was ranked highest for “government policies bureaucracy and taxes”, and second highest, behind the US, for “cultural and social norms”. Canada ranked well for entrepreneurial education at primary and secondary schools but poorly for entrepreneurial activities at colleges and universities. Two areas where Canada is ranked poorly are R&D transfer and physical infrastructure

Conclusion

2021 was a difficult year for the economy because of COVID but despite that entrepreneurs in Canada were very active and in many cases led their G7 peers. The study revealed strengths and weaknesses in the entrepreneurial support system, with particular attention needed to improve R&D transfer and physical infrastructure

 

  1. GEM Canada report 2021/22 https://www.gemconsortium.org/file/open?fileId=51066

Peter Josty

 


Is Canadian industry taking the lead in advocating coherent industrial policy for Canada? – Blog # 35

9, November 2022

 Is Canadian industry taking the lead in advocating coherent industrial policy for Canada?

Not for several decades has a Canadian federal government shown any coherent and sustained interest in policy at the industry level: in cultivating what today we more commonly refer to as “ecosystems” – sustainable industrial environments that can nurture and expand high-growth enterprise at all scales over the long-term.

Such ecosystems are essential for anchoring and maximizing returns from public and private investments in research and innovation. Canada is unique in the G7 in its reticence to embrace contemporary models of industrial policy, which are simply about organizing and coordinating public and private sector actions and investments as targeted to towards mutually defined societal needs – like the environment, energy,
health, education, housing and transportation.

But significant signs are emerging that our major established and emerging industries are not at all reticent about renewing our commitment to industrial policy, and that they understand the stakes of not doing so very well. This is indicated strongly in three recent reports.

Industrial policy is most commonly motivated by some combination of crisis and opportunity. In Canada’s New Economic Engine2 from the Trillium Network for Advanced Manufacturing and Clean Energy Canada, we see an industrial development strategy motivated by the climate crisis and targeting existing and emerging Canadian strengths in electronic vehicle (EV) batteries.

Starting out with an assessment of the nature, scale and urgency of the opportunity, the strategy builds out from an assessment of the existing Canadian capacity to respond – focusing on the competitive advantages Canada could deploy right now in this emerging industry. The strategy leverages Canada’s existing highly skilled workforce in automotive component manufacture and assembly by integrating it with emerging
knowledge-intensive strengths in areas like critical minerals and recycling, all underpinned by abundant clean energy and access to the US market.

Most significantly from an “eco-system” perspective, the strategy encompasses every stage of the EV battery supply and production chain, from mineral exploration, extraction and processing, to cell and module manufacturing, EV assembly and recycling. Thus it encompass the vast bulk of quickly productive knowledge transfer and R&D opportunities. And most significant overall, the main goal of the strategy is to
develop a sustainable high value presence in global markets for Canadian designed and manufactured EV battery systems and services. All facilitated and supported by coordinated actions at the industrial, legislative, regulatory, financial and trade levels. This is “textbook” industrial policy as it pertains to one emerging product group.

At a regional level, Define the Decade”1″ from the Business Council of Alberta, while not oriented to laying out a coherent industrial strategy as such, nevertheless incorporates many of the same ideas. This time motivated by the need to transition a highly skilled and educated workforce from an oil and gas sector orientation towards new industrial opportunities. A centerpiece of the approach is an industrial development agency
modelled explicitly on AOSTRA, the 1990s agency that, ironically, opened up the potential of the oil sands. But this is a good example of how effective policy models can be repurposed.

Restart, Recover and Imagine Prosperity for All Canadians “4”  from Canada’s Industry Strategy Council (an ISED advisory group) is far more ambitious; proposing a strategy for developing a comprehensive national industrial policy. The motivation is post covid
economic recovery, but the strategy is to use this as a lever not only to restart the national economy, but to fix many chronic deficiencies that inhibit Canada’s ability to more fully embrace emerging economic opportunities. To this end, a challenge is issued:

“Canada must develop a true post‑pandemic industrial strategy and this strategy has to be implemented through an ambitious growth investment plan. This would set a precedent. But given the magnitude of the crisis, we strongly believe that this is the appropriate response. We need Canadian companies to be global leaders where we can succeed.”

Beyond these few highlights, the detail in these and other reports tells us a great deal more about how Canadian business and industry is envisaging the public and private sector relationship in restoring and energizing our economy. Together, they contain many of the acknowledged key elements of effective industrial policy as pursued by our competitors:

  • They are all fundamentally grounded in establishing advanced new domestically anchored production capabilities in both manufacturing and services.
  • They all start with what can be accomplished already with existing or near horizon technologies and industrial capabilities.
  • R&D is situated as an essential ongoing function within the production chain, not as some external force.
  • Basic research is seen to be driven forward by how knowledge is applied.
  • Intellectual property is treated as investment capital, not as a rent producing asset.
  • All stress price-making over price-taking as a fundamental investment criterion.
  • All conceptualize successful new company formation and growth primarily as the product of new industry formation.
  • All see the public sector role as an active collaborator; a rule maker and market facilitator, rather than as a passive provider of non-targeted “conditions for growth”.

Canadian business and industry seem to be getting the message. It is high time governments started listening to them.

References:
1. Define the Decade www.businesscouncilab.com/definethedecade
2. Canada’s new Economic Engine

Canada’s New Economic Engine


3. THECIS Blog 31 https://thecis.ca/new-economic-development-strategy￾for-alberta-blog-31/
4. https://ised-isde.canada.ca/site/innovation-better-canada/en/industry￾strategy-council/restart-recover-and-reimagine-prosperity-all-canadians
Peter Josty & Richard Hawkins.


The ones that got away – Blog #33

12 October 2022

The ones that got away – Blog #33

It is well recognized that innovations have been the main driver of economic progress and that items such as the internet, artificial intelligence and social media have transformed our lives.

We celebrate unicorns, make lists of the fastest growing companies and give awards to the entrepreneur of the year. But we usually don’t think much about the innovations that don’t make it – the failures. An exhibit called the “Museum of Failure” makes up for this. The idea was started in 2017 by Samuel West who is a Swedish psychologist. The exhibit has toured world-wide – in Asia (Shanghai and Taiwan), Europe (Paris and Helsingborg) and the US (Washington, Los Angeles and Minneapolis). It is in Calgary – its first stop in Canada – until the end of September and then possibly in Toronto and Montreal.

The Museum exhibits about 160 failures over quite a time span. The oldest exhibit shows the Vasa, a Swedish warship that sank spectacularly on its maiden voyage in 1628. More recently it highlights the Boeing 737MAX.

Some of the exhibits will be well known, such as the Ford Edsel and New Coke. Some are quite hilarious – Harley Davidson Cologne and Colgate Frozen Dinner. (Talk about mixed messages!)

The exhibits are organized according to a variety of themes such as Medical Mishaps, Bad Taste, Digital Disasters, Failure in Motion, etc. There is even a section on Donald Trump’s innovations, such as Trump University, Trump steaks, Trump Shuttle and Trump resorts, all of which ended in failure usually accompanied by illegal business practices and lawsuits.

The exhibit come with a handy app that you can view QR codes at all the exhibits to get more information.

There are inspiring quotations about failure:

  • Thomas Edison: I have not failed; I’ve just found 10,000 ways that won’t work.
  • Robert F. Kennedy: Only those who dare to fail greatly can ever achieve greatly.
  • Robert Kiyosaki: Failure is part of the process of success. People who avoid failure also avoid success.
  • Harvard University: Innovation is a risky business. Over 70% of all innovation initiatives fail.
  • Elon Musk: Failure is an option here. If things are not failing, you are not innovating enough.

Here are some of the more notable failures in the exhibit:

  • Lawn darts. These were outdoor game darts with heavy metal spikes. Over 6,000 children were injured by these darts, which also killed three children. They were eventually banned in 1988.
  • Seagrams Old Breed. The newly appointed CEO of Seagram’s, Edgar Bronfman, Jr., had the idea to add whisky to beer, and was convinced this was a winner. One of their employees said: “Lord it was awful. It smelled like the rug at a fraternity on the Sunday morning after a keg party. And it tasted even worse.” Bronfman then tried to turn the venerable producer of distilled spirits into an entertainment company that eventually destroyed it.
  • Apple. There are several Apple innovations that flopped, among them the Apple Newton (a device with handwriting recognition that was the precursor of the iPod.) and the Apple USB mouse (called the Hockey Puck due to its size. It was among the 10 worst Apple products of all time.)
  • Microsoft. Quite a few Microsoft products are in the exhibit including Windows 8, Microsoft Bob (a cartoon interface for beginners), and Microsoft Tay (an artificial intelligence based chatterbot that was shut down 16 hours after launch as it began giving inflammatory and offensive tweets.)
  • THERANOS. This is one of the few outright scams in the exhibit. THERANOS claimed to have developed a much improved blood test, but investigation revealed it was a scam. The inventor and CEO- Elizabeth Holmes – was convicted of defrauding investors and faces a fine of $500,000 and up to 20 years in jail.

Conclusion

The exhibit is a timely reminder that failures are an unavoidable part of innovation. Perhaps we should pay more attention to the failures and see what can be learned from them.

 

Peter Josty


The impact of COVID on entrepreneurship in Alberta – Blog #32

21 September  2022

The impact of COVID on entrepreneurship in Alberta – Blog #32

COVID has affected different sectors of the economy in different ways, and this is also true of entrepreneurship. A recent report by the Global Entrepreneurship Monitor (GEM) illustrates how the pandemic has affected different types of entrepreneurs in Alberta. GEM is the largest study of entrepreneurship in the world and routinely covers 50-70 countries.

In 2021 the Alberta economy grew by 5.8% after a decline of 7.9% in 2020. The report illustrates how the pandemic affected different stages of entrepreneurship as they recovered from the big decline in 2020.   The different stages of entrepreneurship described in the report are nascent entrepreneurs (those planning to start a new business), baby businesses (those 3-42 months old) and established business (more than 42 months old). The report also shows how entrepreneurs of different ages and education levels were affected differently.

New opportunities.

There was a significant difference in how the different stages of entrepreneurs identified new opportunities to grow their businesses. 53% of nascent entrepreneurs agreed that the pandemic had provided new opportunities, contrasted with 66% of baby businesses but only 33% of established businesses. Overall, about 60% of entrepreneurs agreed that the pandemic had provided new opportunities for them. This finding is consistent with research showing how adversity often creates opportunity for those looking for it. It is surprising that only 33% of established businesses saw opportunity arising from the pandemic. Perhaps this is because they already had a well-honed business approach that they were trying to maintain, and the pandemic disrupted that.

Government response

The different stages of entrepreneurs also responded differently when asked how satisfied they were with government supports. 51% of nascent entrepreneurs were satisfied with the response, compared with 70% or baby businesses but only 44% for established businesses.  Overall about 60% of entrepreneurs were satisfied with government supports. It is likely that the explanation for these differences lies partly in their eligibility for funding. Startups have no revenue so in many cases were not eligible for funding. Established business could have been disproportionately affected by lock downs and pandemic restrictions and that may explain their low satisfaction levels. Baby businesses in some sense had the best of both worlds – they had a revenue stream so could attract funding, but did not have the fixed costs of the established businesses.

Effect on household income by age, gender and education.

Alberta entrepreneurs experienced a much steeper decline in household income than those in BC or Saskatchewan. 41% saw a decline in household income in Alberta, compared with 32% in BC and 30% in Saskatchewan.

Male entrepreneurs had a slightly higher decrease in income than female entrepreneurs (42% compared with40%).

The age of the entrepreneur had a very significant effect on their decline in income. The youngest entrepreneurs (aged 18-24) saw the biggest decline in household income (52%), and the oldest entrepreneurs in the study (aged 65-74) had the smallest decline (22%). In between, the 56-54 age group had the largest decrease in household income (47%). The 25-34 age group saw the biggest increase in household income in 2021.

Education level also affected income in 2021. The highest reported percentile decrease in household income was with those with some high school education (56%), followed by those with no/less than high school (45%) some college/university (45%), and completed high school (44%). The lowest decrease was in the graduate group, with a Masters or PhD (30%).

Growth expectations.

Alberta entrepreneurs were optimistic about future growth prospects, despite the difficulties of the pandemic.  The most optimistic group were the Established Businesses, where 36% expected higher growth and only 25% expected lower growth.  The least optimistic were the Baby Businesses, where 33% expected higher growth but 29% expected lower growth.  Overall these numbers seem to reflect confidence in the future economy in Alberta.

Future employment

Entrepreneurs were asked how many people they expected to employ in 5 years’ time. 11% of startups expect to employ 20+ people in the next five years. 38% of Baby Businesses and 25% of Established businesses also expect to employ 20+ people in the next 5 years. The results for Baby Businesses and Established Businesses were the highest among the four western provinces, and higher than Canada as whole. These metrics also show a considerable amount of optimism about future growth prospects.

Conclusion.

These results are a reminder to those providing services to entrepreneurs that not all entrepreneurs are the same, and that segmenting the group into categories may be a way to provide them with better services in the future.

The full report can be found  https://thecis.ca/wpdm-package/gem-impact-of-covid-on-entrepreneurship-in-alberta/

Peter Josty

 


New Economic Development strategy for Alberta – Blog #31

7 September 2022

New Economic Development strategy for Alberta – Blog #31

Economic Development Strategies usually come as top down documents from governments.  An exception to this rule is the “Define the Decade” document recently released by the Business Council of Alberta. This vision and plan was developed as a result of an extensive consultation process (i.e. bottom up) and comes from a private sector organization. The Business Council of Alberta (BCA) consists of 100+ CEOs of companies across Alberta, including most of the major companies in the province.

So what is in this plan?

The plan starts by stating three goals:

  • A good life for all;
  • Economic expansion;
  • Long term sustainability.

The BCA then sensibly starts by identifying the areas where Alberta has a competitive advantage and has potential to meet global needs. These areas are;

  • Energy
  • Medical and wellness.

In addition to identifying the areas to focus on (the “what”) the strategy includes a significant focus on “how” to achieve its goals. These include an emphasis on social goals such as inclusion, diversity, collaboration and reconciliation.

Let’s look at these areas one at a time.

Agriculture

For agriculture the plan takes a broad and forward looking approach, both strengthening existing agricultural sectors and incorporating new approaches such as precision farming, hydroponics, aeroponics, vertical farming and greenhouse growing. It points out that the global food market will be $4.1 trillion by 2024, and that Alberta is one of only a few jurisdictions in the world that produces more food than it consumes. Alberta is definitely building on strengths here – in 2021 agricultural exports were $14 Billion, and there are already 17.6 million square feet of greenhouses in the province.

It proposes these changes, among many others:

  • Using technology for more precise use of water and fertilizer;
  • More value added food production;
  • Expanding technologies such as vertical farming and hydroponics.

Energy

Under this heading the strategy includes low carbon energy, materials and critical minerals such as lithium and copper.  It points out that the Russian invasion of Ukraine has changed the global situation, and that we need to address the imperative of climate change. Alberta has the possibility of becoming a global leader in clean energy and materials by having the lowest carbon footprint possible, using carbon capture and storage.

Alberta has significant strengths in this area. Canada is the 4th largest oil producer in the world and Alberta is a big part of that. It has technical expertise, leading research and innovation centres, coal free electricity by 2023 and geological capacity for carbon storage. It also has one of the largest petrochemical complexes in the world and significant wind turbine capacity.

The plan proposes these changes, among many others:

  • Developing a water strategy;
  • Building infrastructure for low carbon energy – power grids and pipelines;
  • Expanding recycling;
  • Expanding petrochemicals;
  • Accelerating the use of wind, solar and geothermal energy;
  • Expanding post-secondary to build the necessary skilled workforce.

Medical and wellness.

The plan points out the challenges and opportunities facing medicine and wellness: an aging population, rise of chronic diseases such as dementia, Parkinson’s disease, heart disease and diabetes. It also describes the need for more equitable outcomes from medicine, and the need to address mental health. Addressing these challenges requires breakthroughs in research, new diagnostic technologies, and innovative pharmaceuticals and therapies. New technologies such as virtual reality and artificial intelligence are becoming available that may also be able to help.

Alberta has strengths in this area: a province wide healthcare system, the largest in Canada, research centres at the University of Calgary and University of Alberta. There are also a growing number of health and med-tech startups across the province.  The province has significant expertise in a wide range of areas, including AI and machine learning, virology, diabetes, medical robotics, brain research, urology, diagnostics, and biomedical research—all fields of growing importance over the next decade.

It proposes these changes, among many others:

  • Creating incentives for innovation in healthcare;
  • New collaboration between industry, healthcare providers and academic institutions.
  • Prioritizing behavioural health as much as physical health
  • Empowering patients and families to be active participants in their own care
  • Ensuring adequate domestic production of supplies, medicines, and vaccines
  • Transforming the health care system to constantly assess outcomes and quality of care.

In addition to the three targeted areas, the plan identifies three additional strengths in Alberta – tourism, transportation and logistics, and fintech and social enterprise.

It also proposes the development of a “mega region” encompassing Calgary, Edmonton, Lethbridge, Medicine Hat, Grande Prairie and Red Deer to position the province to compete with similar regions elsewhere.

Measuring progress.

The plan proposes six “prosperity pillars”:

  • Quality of life and belonging
  • Skilled and prepared workforce;
  • Technology and Innovation;
  • Physical and digital infrastructure;
  • Environmental sustainability;
  • Fiscal sustainability.

For each of these six pillars three metrics are proposed to measure progress, which would be reported on periodically.

Implementation.

Two main measures are proposed to implement the strategy:

  • Creation of an “Alberta Mission Agency” similar to AOSTRA that is arm’s length from government modelled on the German Fraunhofer and Max Planck Institutes. [AOSTRA is the Alberta Oil Sands Technology and Research Authority that spearheaded development of the oil sands in the 1970’s 80’s and 90’s and is regarded as one of the most successful innovations in Canadian history.]
  • Creation of a “Heartland Economic Region” to compete against other similar regions such as Toronto-Waterloo, Cascadia Corridor, Front Range Corridor, Silicon Valley, and others.

What to make of this?

This is one of the most comprehensive and well thought out economic strategies I have seen. I particularly liked the strong focus on social aspects as well as the hard economic numbers, as well as the focus on only three areas to avoid dilution of efforts.

The plan can be criticized for leaving out any dollar cost but that is understandable given the ambitious agenda.

How well it can succeed will depend in large part of the political will of provincial and federal governments, as this approach will require large and sustained funding. The Alberta government is currently undergoing a leadership election and a provincial election is scheduled for 2023, so it may be some time before the degree of provincial support can be gauged.

However, given the current high price of oil and likely large government surpluses, Alberta certainly has the capacity to implement this very ambitious plan. Let’s hope it gets some serious traction in the months ahead.

 

Peter Josty


THECIS Board – Bio’s June – 2021

     Ronald Dyck  (Chair)

Ronald J. Dyck, PhD has over 37 years of executive and senior management experience in the public, academic and not-for-profit sectors, Ron has provided leadership to governments, academia, agencies, communities and companies in accelerating the identification, development, implementation and evaluation/reviews of needs-based, sustainable solutions through realizing and applying the benefits of science, technology and innovation.

Peter Josty photo low resolution     Peter Josty 

Peter Josty, PhD has been Executive Director of THECIS since 2001. THECIS is a not for profit research company that specializes in innovation research.

Before this he had a diversified career in the chemical industry in Canada, holding positions as research chemist, market development specialist, technical manager, new products application manager, business development manager and head of strategy and planning. In these roles he was a practitioner of innovation and led numerous new product introductions to North American markets.

Peter has a PhD in chemistry from the University of London and an MBA from IMI [now IMD] in Geneva Switzerland.

 

     Richard Hawkins

Richard is a political economist, at present  is a professor in the science, technology and society program at the University of Calgary. He is also senior fellow at THECIS and fellow of the Institute for Science Society and Policy (University of Ottawa).  He has authored over 100 scientific publications and reports on science, technology and industry policy.  He also has extensive international experience as a policy consultant and advisor. Major clients have included the European Commission, the OECD, the World Bank, Industry Canada, the European Committee for Standardization (CEN), The Standards Council of Canada, the UK Department of Trade and Industry, the UK Office of Science and Technology, the Dutch Ministry of Economic Affairs, the International Labor Organization, the Italian Telecommunication Regulatory Authority (AGCOM), the London Metropolitan Police Service, the Telecommunication Managers Association (UK) and the British Standards Institution.

He holds BA and MA degrees from Simon Fraser University (Canada), and a DPhil from the University of Sussex (UK).

 

     Mark Fedorak

Mark Fedorak P.Eng, PMP has over 20 years of technical, business, and project management expertise and his current primary position is as CEO of Xanantec Technologies Inc. an Edmonton based Electrical Engineering consulting firm.  Mark has worked on over 300 projects, and has been in the role of CEO, CTO, or Chief Engineer in a number of different medical and high tech startups.  Mark has served on a number of not for profit boards and provides THECIS with an SME perspective.

 

Bartlett, Walter, 2015     Blake Bartlett

Blake  is a CPA (Charted Professional Accountant) and MBA (Master of Business Administration).  He has 20 years of public sector experience including financial leadership roles in the areas of health, advanced education, innovation and technology.  He is currently the Director of Forecasting and Financial Analytics for Alberta Health Services.

 

     Daphne Cheel

Daphne worked in government and government agencies for 35 years.  She started her career at the Alberta Research Council conducting applied environmental research – in the areas of landscape dynamics, resource management decision support systems, and corporate environmental risk management.  After 18 years of “doing science”, she moved to the Alberta Science and Research Authority to work in the area of science and innovation policy.  Since then, her work in government has spanned many domains – from health to oil sands, and a number of different ministry portfolios – such as, science, resource management and economic development.  Throughout, her career has focused on systems, strategy, policy and performance.  She’s recognized as a collaborative, systems thinker, with a proven track record in government systems and management.  After retiring from government service, Daphne has incorporated a small consulting company: dbkc3 Solutions Inc., offering research, systems, performance and management consulting.

Daphne has a master’s degree in environmental science (University of Alberta) and a bachelor of science (honours) in chemistry (Trent University).

 

Anita Arduini Anita Arduini

Anita is currently Director with Portfire Associates, a consulting company to the Energy and Petrochemical industrial sectors.  Previously, she worked as Program Director with CMC Research Institutes (Carbon Management Canada) and as the Executive Director Research for the Schulich School of Engineering at the University of Calgary.

She has held numerous industry positions spanning a 25-year period including Technology Business Development Manager at NOVA Chemicals Corporation, Research Scientist at Canadian Fracmaster and Development Specialist at Union Carbide Canada.  As a result of her experiences in the corporate, academic and not-for-profit sectors, she is well-versed in research promotion and facilitation and all aspects of technology commercialization.

She received a B.Sc. (Honours Chemistry) from the University of British Columbia and a PhD (Inorganic Chemistry) from the University of Alberta.

 

Picture of Jim Saunderson Jim Saunderson

Jim Saunderson retired after 36 years of experience in the federal public service including senior leadership roles as Assistant Deputy Minister and Chief Financial Officer with Western Economic Diversification Canada.   He has wide ranging experience including economic development, program delivery, inter-departmental and inter-governmental collaboration as well as financial and human resource management. Jim holds a BA (Honours) in political science from Carleton University and completed the Canada School of Public Service Advanced Leadership Program.

 

Karen Sharp

Karen Sharp (PhD) has mostly retired after 4 decades in the energy industry, with some time in the education and non-profits sectors.  She has an B.A and M.A. in economics and mathematics and used that background as an energy economist with a small Calgary consulting firm.  Later she shifted to long term planning roles, and obtained her doctorate in Management (Finance) while consulting on strategy and regulation, including cost of capital.  Karen was in a senior technical role at the National Energy Board and in management at Nova Gas Transmission Limited and the City of Calgary.  Karen is a published author in Financial and Energy Journals.  Also Karen has consulted to non-profit organizations on governance, and served on the Boards of non-profit organizations.

 

Lori Sheremata

Lori is a researcher and a lawyer. Called to the British Columbia Bar in 2001, Lori then pursed her Masters of Law focusing on the regulation of emerging technologies. She has held positions in academia at the University of Alberta, the National Research Council (at the then National Institute for Nanotechnology) and the government of Alberta through Alberta Ingenuity Fund, now Alberta Innovates.

In addition to administrative roles at the interface of science, business and government, Lori has a substantive research background focusing on law, policy and ethics relating to nanotechnology, the life sciences, clinical trials and the societal implications of artificial intelligence. Lori has served on Health Canada’s Science Advisory Board and various expert panels. The Council of Canadian Academies expert panel on nanotechnology published “Small is Different: A Science Perspective on the Regulatory Challenges of the Nanoscale” in July 2008. The panel was tasked with evaluating the current state of knowledge of nanomaterials, their health and environmental impacts that could underpin regulatory perspectives on the need for research, risk assessment and surveillance. Much of Lori’s academic work has focused on the commercialization of research, the translation of research findings to society and the role of intellectual property in this process. Lori remains active in areas of clinical ethics, the regulation of professionals, and the law, policy and regulatory challenges surrounding privacy and access that are raised by our increasingly connected and analyzed world.

 

 

 

 

 

Chad Saunders

Dr. Saunders is an Associate Professor in the Entrepreneurship and Innovation area at the Haskayne School of Business and holds adjunct appointments with the Department of Community Health Sciences and the Department of Medicine at the Cumming School of Medicine.   Chad received a BSc in Applied Mathematics, and an MBA from Memorial University of Newfoundland and a PhD from the Haskayne School of Business.  Chad has published in leading journals including Entrepreneurship Theory & Practice, Journal of Business Venturing, Research Policy, IEEE Transactions on Software Engineering, and the Ivey Business Journal.  Chad completed the Institute of Corporate Directors ICD.D designation as part of his  commitment to effective governance and recently finished his term as Chair of the Board at the Business Link.

 

M_Cote_Ball_bio     Martha Cote’ Ball

Martha has been the Executive Secretary of THECIS since its beginning in 2001.  During this time, she also worked for TWM, and was the Administrator for Strategic Leadership Forum – Calgary Chapter for 10 years.  She has held many positions in different organizations and companies over the years.  A graduate of Mount Royal University, she has a diverse background in leadership, leisure leadership and coaching, event co-ordination and planning, healthcare, and pastoral care.


THECIS logo Integrity, Indepencence, Quality

Backgrounder on THECIS

THECIS (The Centre for Innovation Studies) is a province-wide not for profit organization devoted to study and promotion of innovation.  Based in Calgary, Alberta, and Incorporated in 2001, its primary geographic scope is western Canada.
THECIS has three core functions – research, networking and education.
  • Research. Creating new knowledge and building insights into how the innovation systems functions and policies that can improve it.
  • Networking.  Providing opportunities for exchange of ideas through breakfast meetings, workshops and conferences.
  • Education.  Dissemination of information through Blogs/Newsletters, events and other informal education activities, particularly for graduate students.

Funding.  THECIS is funded on a project basis by a variety of organizations.  since 2001, nearly 50 organizations have provided financial support to THECIS.

THECIS is governed by a Board of Directors from across Alberta, with extensive experience and knowledge relating to innovation.

Executive leadership is provided by an Executive Director, and projects are carried out for clients by a network of experienced individuals called THECIS Fellows.  The THECIS Fellows represent a major asset and a major source of competitive advantage for THECIS.

The Core Values of THECIS are integrity, independence and quality.