Tobi has struck a vulnerable nerve with his painfully accurate comment that Canada has a cultural problem, a “go for the bronze” mentality.” He is not the first to point out Canada’s lack of clothing WRT commitment and investment in innovation and entrepreneurship. Canada frankly has never been keen on risk capital. It’s just not Canadian, eh? Tobi joins Richard Florida and other Canadians in making similar awkward observations. The greatest irony is that Tobi’s remark that we need an “Own the Podium” program for Canadian innovation, was first proposed by former UBC President Arvind Gupta in a Vancouver Sun editorial some 10 years ago. Predictably, nothing has happened since then, and nothing will likely happen now.


A detailed report, prepared by Finite State, a Columbus, Ohio-based cybersecurity firm, concludes that Huawei telecom switching gear is far more vulnerable to hacking than other vendors’ hardware due to firmware flaws and inadvertent “back doors” that were discovered. The report has been circulated widely among cybersecurity experts in the U.S. and UK, and it is considered credible.

Managing The Accelerated Corporate Lifecycle


Anyone starting a new company should understand the concept of the “corporate life cycle”, and use it as a guide for understanding where the company is in that cycle, to understand the risks at each stage, and to recognize the need for action to change course. This graphic shows a typical corporate life cycle and different possible paths as the company matures. Management of the corporate life cycle also dovetails with the concept of a “strategic inflection point,” which I briefly discussed in my Week 5 Report, The Internet of Things. John Chambers, the former CEO of Cisco Systems has pointed out that the rapid acceleration in market changes has also accelerated the corporate life cycle, emphasizing the importance of understanding it. Companies abound that were initially very successful and yet eventually closed their doors, or were acquired because the company did not anticipate market changes and the need to adapt to the new situation.


This is yet another excellent article questioning the Canadian tech industry’s appreciation of its significant deficiencies and challenges. It reflects my own view after much research and many interviews. It is also the view of UoT Professor Richard Florida who published a similar article in the Globe & Mail recently. Venture capital is anemic, but many also believe that there is a lack of scale-up management talent. Another factor is deeply-embedded Canadian conservatism, as evidenced by the bizarre entry of high street banks’ debt offerings to entrepreneurs. 


French President Emmanuel Macron’s vow to make France a ‘start-up nation’ amid the uncertainty over Brexit is raising the question of whether Paris could supplant London as the capital of European tech. Since his election, Macron has wooed tech entrepreneurs with a string of initiatives in the form of lavish tax breaks, subsidies, and credits for research. In March 2018, he promised to invest €1.5 billion into artificial intelligence research through 2022. Some of these initiatives, in addition to Macron’s dynamism, have lured British tech companies who are looking to gain a foothold in Europe.