FlexMatters Strategic Roadmap Page 1
FlexMatters Strategic Roadmap
Prepared By:
Daniel Gamota1
Printovate Technologies, Inc.
Byron C. Clayton1
NorTech
Funding Support Provided By:
The GAR Foundation
Akron, Ohio
Participants
Miko Cakmak, University of Akron
Alan Chalmers, GE Lighting
John Erdman, Hana Microdisplay
Technologies
Matthew Graham, Akron Polymer Systems
Bill King, Essential Research
Gary Johnson, Blue Spark Technologies
Alamgir Karim, University of Akron
Ralph Klouda, Hana Microdisplay
Technologies
Julian Norley, GrafTech International
Don Styblo, Valtronic Technologies
Joan Carletta, University of Akron
Marilyn, Eisele, Five Star Technologies
Tim Fahey, Five Star Technologies
Al Green, Kent Displays
Krishna Jonnalagadda, Battelle
Joe Klinehamer, Genvac Aerospace
Rob Matousek, American Greetings
Krish Rao, Nanofilm Technology
Scott Rickert, Nanofilm Technology
Bahman Taheri, AlphaMicron
John West, Kent State University
Gary Wnek, Case Western Reserve University
1 See Appendix for bio
FlexMatters Strategic Roadmap Page 2
Contents
Overview ......................................................................................................................................... 5
Background ..................................................................................................................................... 7
Current State ................................................................................................................................... 8
Structure ................................................................................................................................... 8
- Value Chain Organizations .............................................................................................. 8
- Value Chain Support Organizations ................................................................................ 8
- Global Technology and Market Leaders .......................................................................... 9
Product Focus ........................................................................................................................ 10
- Functional Films and Inks…………………………………………………………………………………………11
- Liquid Crystal Devices and Displays ............................................................................. 10
- Flexible Sensors and Circuits ........................................................................................ 10
- Organic Photovoltaics.................................................................................................... 11
- OLED Lighting ............................................................................................................... 11
Market Focus ......................................................................................................................... 11
- Consumer Markets ......................................................................................................... 12
- Military Markets ............................................................................................................. 12
- Healthcare Markets ........................................................................................................ 13
- Advanced Energy Markets ............................................................................................. 13
- Industrial/Commercial Markets ..................................................................................... 13
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis ................................ 13
- SWOT Methodology ....................................................................................................... 13
- SWOT Participants – Value Chain and Value Chain Support Organizations ............... 14
- SWOT Data Capture – Online Questionnaire................................................................ 14
- SWOT Analysis – Academia ........................................................................................... 16
- SWOT Analysis – Small Companies ............................................................................... 17
- SWOT Analysis – Large Companies .............................................................................. 18
- SWOT Analysis – Cluster ............................................................................................... 20
Competitor Analysis .............................................................................................................. 21
Needs and Gaps ..................................................................................................................... 25
Vision of the Future ...................................................................................................................... 26
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Initiatives and 2010-11 Deliverables ............................................................................................ 28
Initiative 1: Identify and Pursue Market Opportunities ......................................................... 28
Initiative 2: Increase Public Funding and Private Investment ............................................... 29
Initiative 3: Strengthen Cluster Alignment, Communication and Partnering ........................ 30
Initiative 4: Improve FlexMatters Visibility and Recognition .............................................. 31
Initiative 5: Monitor and Report Cluster Growth and Impact ............................................... 33
Future Initiatives: 2011 and Beyond ............................................................................................. 35
Appendices .................................................................................................................................... 36
Roadmap Development Participants ...................................................................................... 36
Organizations to Contact ....................................................................................................... 38
Background of Key Roadmapping Personnel ........................................................................ 39
FlexMatters Strategic Roadmap Page 4
Figures
Figure 1: FlexMatters Structure .................................................................................................................... 9
Figure 2: FlexMatters Product and Market Focus ...................................................................................... 10
Figure 3: FlexMatters Products ................................................................................................................... 11
Figure 4: FlexMatters – Markets and Products ........................................................................................... 12
Figure 5: Overview of SWOT Methodology .............................................................................................. 14
Figure 6: Company Core Competencies ..................................................................................................... 15
Figure 7: Unique Competitive Advantage .................................................................................................. 15
Figure 8: Area Needing Improvement ........................................................................................................ 16
Figure 9: SWOT Matrix for Academic Institutions .................................................................................... 16
Figure 10: SWOT Matrix for Small Companies ......................................................................................... 17
Figure 11: SWOT Matrix for Large Companies ......................................................................................... 19
Figure 12: SWOT Matrix for Cluster .......................................................................................................... 20
Figure 13: Flexible Electronics Centers ...................................................................................................... 22
Figure 14: Benchmarking of Center and Cluster Core Competencies ........................................................ 24
Figure 15: List of Flexible Electronics Centers to Monitor ........................................................................ 25
Figure 16: FlexMatters Cluster Core Competencies ................................................................................... 26
Figure 17: FlexMatters Cluster – “Smart Cloud” for Flexible Electronics Innovation .............................. 27
Figure 18: Key Initiatives for 2010-2011 ................................................................................................... 28
Figure 19: 2010 – 2011 Deliverables for Initiative 1 .................................................................................. 29
Figure 20: Schedule for Initiative 1 Deliverables ....................................................................................... 29
Figure 21: 2010 – 2011 Deliverables for Initiative 2 .................................................................................. 30
Figure 22: Schedule for Initiative 2 Deliverables………………………………………………………………………….…30
Figure 23: 2010 - 2011 Deliverables for Initiative 3…………………………………………………………………….….31
Figure 24: Schedule for Initiative 3 Deliverables…………………………………………………………………………….31 Figure 25: 2010 - 2011 Deliverables for Initiative 4……………………………………………………………………..…32
Figure 26: Roadmap for Initiative 4 Deliverables……………………………………………………………………………33 Figure 27: 2010-2011Deliverables for Initiative 5……………………………………………………………..……………33 Figure 28: Schedule for Initiative 5 Deliverables…………………………………………………………………………….34
FlexMatters Strategic Roadmap Page 5
Overview
The FlexMatters vision is to become the global epicenter of innovation and manufacturing of
layered structures on polymer substrates for flexible electronics applications. Specifically, the
world will look to Northeast Ohio for high-quality, low-cost and scalable manufacturing
solutions for flexible electronics which include innovative materials, devices and systems. Most
importantly, NEO will emerge as a leading producer of flexible electronics products sold
globally. The ultimate goal is for FlexMatters to add 1,500 jobs, $75M in payroll, and $100M in
capital to the Northeast Ohio economy within 7 years by attracting customers, investors,
commercialization partners, and talent from around the world. To achieve this vision, the
FlexMatters Strategic Roadmap specifies five initiatives:
1. Identify and pursue market opportunities
2. Increase public funding and private investment
3. Strengthen cluster alignment, communication, and partnering
4. Improve FlexMatters visibility and recognition
5. Monitor and report cluster growth and impact
Each initiative consists of several deliverables due between now and the end of 2011. Over
time, these initiatives and deliverables will be modified and appended as required to reflect
current progress and adapt to cluster needs beyond 2011. To this end, the strategic roadmap
will serve as a living document capturing technology shifts, changes in market dynamics, and
new growth opportunities. The FlexMatters Strategic Roadmap will be a powerful tool to
support the development, communication, implementation, and execution of strategies necessary
for sustained cluster growth.
During the past five years industry analysts have been monitoring the growth potential for the
emerging market of flexible electronics. Recently, they projected a total available market
(TAM) approaching $300B by 2025 based on the commercialized and near-commercial products
as well as the substantial investments made in Europe, Singapore, China, and Japan. The TAM
size can be debated, but it is fundamentally a simple extrapolation of previous consumer demand
in the communications, health care and renewable energy markets. Next generation products
within these markets require the following attributes low profile, conformal/flexible, lightweight,
high functionality, and green which are more easily achieved using flexible electronics
technologies.
The flexible electronics cluster in Northeast Ohio is rooted in the world-renowned, breakthrough
work of the Liquid Crystal Institute (LCI) at Kent State University and the globally recognized
advances in polymer science by the University of Akron. In the 1970’s, LCI demonstrated the
first LCDs which initiated the multi-billion dollar flat panel display industry now dominated by
Asia. In the 1980’s, researchers at LCI began combining liquid crystals and polymers
FlexMatters Strategic Roadmap Page 6
subsequently forming a partnership with the University of Akron and Case Western Reserve
University to create the Center for Advanced Liquid Crystalline Optical Materials (ALCOM).
From 1991 to 2002, ALCOM attracted over $50M in funding creating the technology and
intellectual property used in a range of flexible electronics devices developed by several spin-off
companies as well as medium and large businesses in Northeast Ohio. From 2002 to the present,
the state of Ohio’s Third Frontier Program invested nearly $40M in Northeast Ohio companies
engaged in flexible electronics research and development. The cluster has also attracted funding
from a number of other sources including the Army, Air Force, NSF and FlexTech Alliance.
NorTech officially branded the cluster as FlexMatters in 2006 and began convening cluster
stakeholders, developing marketing materials, and helping to attract funding.
Today, the FlexMatters cluster consists of a small but complete value chain of small, medium
and large companies as well as an impressive infrastructure comprised of universities, economic
development organizations, and other resources that support the value chain. This structure is
indicative of the formative years of highly successful, thriving clusters such as California’s
Silicon Valley, Boston’s Route 128, and North Carolina’s Research Triangle Park. Most
intriguing is FlexMatters’ impressive list of commercialized and near-commercialized products
and the exceptional commitment from its public and private stakeholders to collaboration, open
innovation and the cluster concept. These are solid indicators that FlexMatters has the potential
to become a globally recognized cluster that will attract customers, investors, commercialization
partners, and talent from around the world.
However, becoming a globally recognized innovation cluster is no small task. It is imperative
for organizations that belong to the FlexMatters value chain and support infrastructure to work
together taking a more organized, strategic and aggressive approach toward accelerating cluster
growth. During a meeting held in December 2009, FlexMatters cluster members requested that
NorTech lead the development of a strategic roadmap as the essential first step toward defining
and implementing such an approach.
The FlexMatters Strategic Roadmap was developed using a proven methodology designed to
produce industry-centric roadmaps. The methodology involved an online survey, personal
interviews, a SWOT analysis, competitive benchmarking assessments, and participation in a full
day workshop. The roadmap objectives were: 1) to cultivate a regional vision shared by cluster
members and 2) to outline specific initiatives and deliverables for achieving the vision.
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Background
A regional innovation cluster has emerged around the flexible electronics industry in Northeast
Ohio (NEO). The cluster is rooted in the world-renowned, breakthrough R&D of the Liquid
Crystal Institute at Kent State University and the globally recognized advances in polymer
science by the University of Akron. NorTech officially branded the cluster as FlexMatters in
2006 and began convening cluster stakeholders, developing marketing materials, and helping to
attract funding. During a meeting held in December 2009, stakeholders of NEO’s flexible
electronics industry suggested the development of a roadmap to guide and accelerate the growth
of the emerging cluster.
The term “roadmap” is used in many ways, most often describing a plan for the future but with
widely varying objectives and styles. The best roadmaps are created as a team activity, reflecting
the views and knowledge of the group of people who will carry out the roadmap’s plan. The
roadmapping process helps the team build consensus and gets buy-in of its members to carry out
the plan.2
There are four common types of roadmaps. A technology roadmap identifies technology gaps or
barriers and guides R&D activities accordingly. A product roadmap specifies the path required
to commercialize a product or product family. A market roadmap focuses on uncovering and
addressing known and anticipated customer needs. A strategic roadmap defines the long-term,
overarching vision of the organization or alliance and establishes the foundational framework for
achieving that vision.3
Most organizations have found it best to develop a strategic roadmap first and in a relatively
short time frame.3 It has the longest horizon of the common roadmaps, usually 10 years, and
requires the most collaboration and visioning. However, it is also the most “fuzzy” and
uncertain which requires the leaders of the organization or alliance to drive its development. It is
a small, living document that must continually adapt to changing technologies, markets,
competitors, government policies, and even regional, national or global economic conditions to
be effective over a 10 year period and beyond. For that reason, it can be used as the framework
to integrate subsequent technology, product and market roadmaps in a coherent, aligned vision of
the future.
The FlexMatters roadmap is a strategic roadmap with a 10 year horizon. It was developed from
information provided by senior leadership from the FlexMatters innovation ecosystem. It is the
inaugural roadmap and as such, focuses on establishing the framework and setting the direction
for accelerating cluster growth. Its primary objectives include (a) understanding the current state
of the cluster, (b) providing a shared vision of the future (based on the current state), and (c)
creating specific initiatives and deliverables to begin moving toward achieving the future vision.
The next three sections explore each of these objectives in turn.
2 Albright, R.E. (2003). A Unifying Architecture for Roadmaps Frames a Value Scorecard 3 Costner, R. and E.J. Hynds et al. (2007). Integrated Roadmapping into Technical Planning
FlexMatters Strategic Roadmap Page 8
Current State
A thorough multi-parametric assessment is required to develop a roadmap and the key initiatives
that will drive it. Deep appreciation of the organizational structure, markets served, products
offered, competitive landscape, and core competencies is required to facilitate the creation of the
roadmap.
Structure The sustainability of a cluster is strongly dependent on its structure. In aggregate the members
of FlexMatters complete the entire flexible electronics value chain. Several key technology
platforms (materials, processes, design, and manufacturing) have been developed or are under
development at academic institutions, small companies, and large companies that comprise
FlexMatters. These technology platforms have led to the commercialization of several flexible
electronics components and products (e.g. batteries, sensors, displays, functional films,
electronically active materials). A structure to provide an interfacing mechanism to enable these
entities to share and collaborate will accelerate the ability to capture the economic benefits
afforded by establishing the infrastructure associated with an emerging market.
Figure 1 is a pictorial representation for the FlexMatters cluster and the relationships between the
four functional groups that form the cluster. Members of the cluster can be classified as: 1) a
Value Chain Organizations, 2) a Value Chain Support Organizations, 3) a Global Technology
Leaders, or 4) a Global Market Leaders. Each group provides key assets necessary for cluster
growth.
- Value Chain Organizations
The five types of value chain organizations provide the necessary infrastructure to design,
manufacture, and deliver flexible electronics enabled products to the market. Members of the
value chain have consistently demonstrated the ability to commercialize a variety of flexible
electronics enabled products: advanced electronic materials, processing equipment, display
modules, energy components. These organizations are poised for significant growth as the field
of flexible electronics matures.
- Value Chain Support Organizations
The long-term success of the value chain organizations is dependent on the seven types of
organizations that support them. These value chain support organizations are critical for
innovation creation and venture growth by providing critical roles: developers of skilled
workforce, providers of financial resources, creators of seminal patents and performers of
groundbreaking research, facilitators for networking and industry growth, etc. The support
organizations must stay committed to providing the critical assets to maintain the competitive
advantages established by the value chain organizations.
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Figure 1: FlexMatters Structure
- Global Technology and Market Leaders
Regional innovation clusters are initially driven by global technology leaders and/or global
market leaders that reside in the region. These are organizations that are recognized around the
world for their accomplishments in providing cluster-related technology or controlling relevant
user markets. In the early stages of cluster development, these leaders drive the formation of the
value chain. The value chain emerges as small local companies form to serve the needs of the
market leaders or as entrepreneurial spin-offs form to commercialize technology developed at
regional universities or research institutions. Global technology and market leaders continue to
contribute cutting-edge ideas and revenues from new global markets to the cluster helping to
sustain growth over the long-term. These organizations also link the cluster’s smaller
organizations to customers, investors, commercialization partners and talent from around the
world, that is, until the cluster becomes well-known enough to attract global attention on its own.
FlexMatters example of a global technology leader – The Liquid Crystal Institute at Kent State
University http://www.lci.kent.edu/. FlexMatters example of a global market leader – American
Greetings http://corporate.americangreetings.com/.
FlexMatters Strategic Roadmap Page 10
Product Focus The value chain organizations have commercialized portfolios of products and offer services that
can be broadly classified by the following five product families: 1) functional films and inks, 2)
liquid crystal devices and displays, 3) flexible sensors and circuits, 4) organic photovoltaics, and
5) OLED lighting. These products are sold into five broad markets which demand the
functionality and product attributes offered by flexible electronics (Figure 2).
Figure 2: FlexMatters Product and Market Focus
- Functional Films and Inks
Cluster members are world leaders in materials development for flexible electronics. The
continued development and improvement of materials families such as conductive,
semiconductive, dielectric, photoactive, barriers/films, and inks are considered critical for the
flexible electronics market to grow. Members consistently provide materials suites that meet
final device/component/system overall performance as established by product designers and
which could not be met using traditional materials. FlexMatters example – Akron Polymer
Systems http://akronpolysys.com/.
- Liquid Crystal Devices and Displays
Several of the seminal patents for critical elements of liquid crystal technology are credited to
FlexMatters members. These inventions combined with deep technical appreciation for liquid
crystal materials, design, and manufacturing is fueling the development of novel flexible devices
and displays. Cluster members are leading development efforts to design and build
manufacturing equipment and tooling that will improve production yield and output.
FlexMatters example – Kent Displays http://www.kentdisplays.com/.
- Flexible Sensors and Circuits
The continued advances being made in materials science combined with the development of
novel manufacturing processes has enabled a variety of sensor suites to be fabricated: humidity,
FlexMatters Strategic Roadmap Page 11
temperature, acoustic, IR. These sensors will offer a variety of products that cannot be fabricated
using traditional silicon-based electronics. Printed circuits on flexible substrates reduce product
design constraints typically applied when using silicon based electronics and therefore give
designers greater freedom for product/system design and new integration possibilities (e.g.
wearable electronics, embedded electronics in packaging). FlexMatters example – Essential
Research http://essential-research.com/.
- Organic Photovoltaics
Inorganic based photovoltaics offer high efficiency and long lifetimes but are costly. Today,
organic photovoltaics fabricated using organic materials offer lower efficiency and lower life
times but are less costly. Recent studies suggest that Gen3 organic photovoltaics using higher
performing organic-inorganic hybrids will achieve higher efficiency levels and provide greater
in-field durability. Although, the technologies (materials, processing, metrology tools) is in its
infancy cluster members are establishing themselves as leaders in these fields (Figure 3).
FlexMatters example – University Clean Energy Alliance of Ohio (UCEAO.
http://www.uceao.org/members.html.
Figure 3: FlexMatters Products
Advanced Materials Flexible Photovoltaics OLED Lighting
- OLED Lighting
The potential economies of scale that may be achieved by manufacturing OLED lighting using
roll-to-roll processes is driving efforts to develop technologies to address several critical issues.
Cluster members have core competencies (materials design, materials mechanics, roll-to-roll
processing, barriers, films, etc.) that could be leveraged to offer high-volume manufacturing
compatible solutions. FlexMatters example – GE Lighting http://www.gelighting.com/na/.
Market Focus Flexible electronics is a platform technology that can be used to design products that address
several markets. Figure 4 identifies the different markets that are being served by the products
that have been commercialized by cluster members and by the new product development efforts
underway. In general, flexible electronics enabled products are not considered a “low cost
FlexMatters Strategic Roadmap Page 12
replacement” which is cannibalizing existing market share; instead they offer the ability to create
new products that offer attributes that cannot be achieved using traditional technologies.
The intrinsic properties afforded by using flexible electronics are fueling the development of
products that previously were not able to be brought to market. Specifically, flexible electronics
is enabling the development of products with the following customer highly desirable attributes:
compact size, low profile, light weight, flexible/conformal, rugged, low power, and
environmentally conscious.
Figure 4: FlexMatters – Markets and Products
- Consumer Markets
All five FlexMatters product segments are applicable to consumer markets. Flexible electronics
allows consumer product designers to integrate displays, solar cells, sensors and lighting into
unique applications that traditional electronics cannot address. In addition, consumer product
engineers are using functional films and inks common to flexible electronics applications to add
value to traditional electronics devices. For example, nanocomposites and flexible graphite
materials are being used to protect traditional displays in handheld and desktop devices from
moisture, scratching, heat and contaminants.
FlexMatters example – Nanofilm http://www.nanofilmtechnology.com.
- Military Markets
The military demands products that challenge most product design standards for size, weight,
ruggedness, power, stealth/transparency, and form factor. Flexible electronics has been
identified as a platform technology that can establish a paradigm shift in the design of
photovoltaics, lighting, communications, sensor systems, and eyewear. Also, flexible electronics
are seen as an enabler for integration of electronics into clothing for in-field triage and vital signs
Markets
Products
Advanced Energy
Consumer Industrial/
Commercial Healthcare Military
Functional
Films and Inks
Liquid Crystal
Devices &
Displays
Organic Photovoltaics
OLED Lighting
Flexible Sensors and
Circuits
FlexMatters Strategic Roadmap Page 13
monitoring. Another attribute that has piqued the interest of the military is the potential to
design stealth/transparent systems – monitoring devices (acoustic, IR, temperature) embedded
into doors, windows, posters, labels, boxes, and pictures. FlexMatters example – AlphaMicron
http://alphamicron.com/.
- Healthcare Markets
Low cost sensor devices for point-of-care diagnostics and out-patient health monitoring can be
realized with flexible electronics technologies. Arrays of sensor devices comprising novel
molecules for sensing biological and chemical species have been demonstrated. Another area
that is receiving greater attention is the possibility to fabricate a conformal imaging system to
offer medical professionals a new diagnostic tool. FlexMatters example – Valtronic Technologies
http://www.valtronic.ch/.
- Advanced Energy Markets
The U.S. commitment to a clean energy transformation can be met by the integration of flexible
electronic technologies into a variety of advanced energy components: primary and secondary
batteries, ultracapacitors, photovoltaics and thermoelectrics. These components can be
fabricated using roll-to-roll equipment, novel nano-enabled materials, and low cost processes.
As an example, the photovoltaic technologies (materials, device/component design, tools and
manufacturing platforms) in development using flexible electronics are seen as providing a
pathway to meet the U.S. grand challenge to deliver $1/W electricity from solar. FlexMatters
example – GrafTech International http://www.graftech.com.
- Industrial/Commercial Markets
Mobile data entry and communications devices used by individuals in the industrial and
commercial markets have a high rate of drop related device failure due to display module
fracture. A display fabricated using polymeric materials is less sensitive to impact than a glass-
based display. Another product of interest to the industrial market is flexible sensors with RF-
links to provide real-time data to ensure high yielding processes and quality control. Also,
systems that enhance cold chain logistics (e.g. RF-enabled temperature/humidity sensors) are
highly desirable to further improve chain efficiencies. Additional products that have gained
interest are flexible electronics based shelf labels, retail point-of-purchase marketing, on-package
advertising, in-store displays, and dynamic signage. FlexMatters example – Blue Spark
Technologies http://bluesparktechnologies.com/.
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
A SWOT analysis was conducted to assist in the development of a strategy to facilitate the
establishment of a world renowned flexible electronics cluster in NEO. The cluster will fuel
broad based economic development, innovation creation, and entrepreneurial venture growth.
- SWOT Methodology
A multi-staged approach was implemented to obtain input from the FlexMatters cluster members
to draft a SWOT analysis for three main groups that form the foundation of the cluster: 1)
academia, 2) small companies, and 3) large companies.
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The Data Capture phase was conducted by initially generating an on-line questionnaire and
instructing the participants to answer specific questions that provided background on their
company or institution (Figure 5). Upon completion, the on-line responses were analyzed and an
outline was created to facilitate one-on-one interviews. The interviews were structured to enable
the interviewee to discuss critical issues that affect their business growth and sustainability. In
addition, the interviewees were encouraged to provide suggestions for NorTech to support
cluster growth, to create & capture new opportunities, to address weaknesses, and to mitigate
threats. After the information was captured, SWOT matrices were generated.
Figure 5: Overview of SWOT Methodology
- SWOT Participants – Value Chain and Value Chain Support Organizations
A select group of individuals from the cluster were chosen to participate in the SWOT process.
They represent several groups along the value chain. In some instances the cluster member
participates in more than one group due to the evolution of their business model and/or strategy.
- SWOT Data Capture – Online Questionnaire
The questionnaire was developed to obtain general background information and to orient the
cluster participants for the second part of the Data Capture Phase. In addition, the questionnaire
requested that the participants classify a list of business, technology, and government related
items as either: 1) company core competency, 2) unique competitive advantage, or 3) area
needing improvement. Figures 6, 7, and 8 present the responses that were recorded.
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Figure 6: Company Core Competencies4
Figure 7: Unique Competitive Advantage4
0% 10% 20% 30% 40% 50% 60% 70% 80%
Ability to find, create and capture funding
Growth strategy
Product cost
Intellectual property (patents, know-how, trade secrets)
Working relationships with suppliers, customers or partners
4 X axis represents the percentage of survey respondents
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Ability to find, create and capture funding Efficient utilization of resources
Ability to leverage economic development infrastructure Market expertise and awareness
Awareness of competitors' advancements and strategies Proprietary manufacturing processes or equipment
Product quality or performance Staff talent level
Management talent level Geographical reach
Company location and facilities Developing or utilizing novel or low - cost materials
Innovation and creativity Adaptability and agility
Research, development and commercialization expertise
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Figure 8: Area Needing Improvement4
0% 10% 20% 30% 40% 50%
Ability to find, create and capture funding
Awareness and leverage of government policy
Market expertise and awareness
Access to private investment
- SWOT Analysis – Academia
The SWOT matrix presented in Figure 9 was generated after assessing the responses provided by
a group of representatives from academia that participated in the NorTech developed on-line
questionnaire and the insight captured during one-on-one interviews. Based on the information
gathered and subsequent assessment the academic institutions have consistently demonstrated the
ability to create strong intellectual property. Also, they are recognized for having developed
talented engineers and scientists preparing to enter the workforce. Moreover, they are highly
motivated to establish world leading centers of excellence that will enable partnering
opportunities with industry and other academic institutions.
Figure 9: SWOT Matrix for Academic Institutions
Strengths Weaknesses
R&D
o Fundamental discoveries
Technology
o Electro-optic materials
o Semiconducting materials
o Materials science & design
o Device physics
o Novel processes
Funding
o Proven track record securing
o Actively submitting LOI’s & RFP’s
o Creative strategies
Intellectual Property
o Seminal patents
o Know-how
New Business Methodologies
o Industry requirements
o Market appreciation
o General strategic framework
Promotion of Technical Leadership
o National/Global visibility
o Marketing campaign
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Talent Development
o Masters and PhD’s
Organizational Leadership
o Establishing CoE’s and institutes
o Partnering with industry
Opportunities Threats
Technology
o Renewable energy
o Biomaterials for wound/ulcer
treatment
o Medical health monitoring
Leadership
o Flexible Electronics Innovation
Hub of the US
o Establish strong industry alliances
Loss of First Mover Advantage
o National e.g. new state sponsored
initiatives
o Global – industry and/or
government backed commitments
Funding
o Long term sustainability
- SWOT Analysis – Small Companies
The small companies can be classified as actively involved in flexible electronics and seeking to
grow opportunities. Those companies participating in this initiative have fewer than 100
employees and annual sales of less than US$100M. Figure 10 shows the SWOT matrix
generated for the small companies in the cluster. At the present time, the companies can be
considered leaders in the flexible electronics field. The senior executives that were interviewed
felt that they were at a critical juncture for company growth and that NorTech could offer
leadership and support for several initiatives to enable them to achieve company growth
milestones.
Figure 10: SWOT Matrix for Small Companies
Strengths Weaknesses
Products – End Product, Components &
Devices
o Electro-optic materials and films
for novel product designs (curved)
o Silver conductive inks and pastes
for electrodes (touch screens, solar,
sensors)
o Robust, low sheet resistance ITO
conductive films for low
temperature polymeric substrates
o Nanotechnology based coatings for
screen care and protection
o Switchable eyewear for consumer
and military applications
o Electronic writing boards for
Partnering and Teaming Opportunities
o Cluster member offering a solution
to an existing problem
o New product opportunities
Funding
o State, federal, private sources
o Proposal competition
announcements DoD, DoE, NIST
Market intelligence
o New markets
Technology intelligence
o New technologies
o Due diligence – leaders
Patent Infringement
o Inability to identify and enforce
FlexMatters Strategic Roadmap Page 18
consumer applications
Manufacturing
o Particle processing
o Coatings processing
o Polymer film processing
Intellectual Property Strategy
o Secure seminal patents followed by
well contained know-how and trade
secrets to further increase barriers
to entry
o Select countries for filing based on
future markets
Opportunities Threats
New Product Components & Devices
o Energy e.g. films for solar cells,
zero-energy windows
o Life sciences e.g. sensors,
microfluidics (Lab-on-a-Chip)
o Intelligent textiles & clothing
o Morphing surfaces
New Processes
o Roll-to-roll (R2R) processing
o Processes to enable novel form
factor product designs e.g. 3-D
Novel Manufacturing Platforms
o Real-time, in-line, state-of-the-art
tooling integrating optical hardware
and novel software algorithms
Competition
o Global e.g. Asia dominates low cost
manufacturing
Lack of funding
o Unable to scale process capabilities
o Unable to increase staff to penetrate
markets and serve new overseas
customers
Technology Shift
o Customer selects alternative process
and/or material
Extinction
o Small business must pass a revenue
threshold
- SWOT Analysis – Large Companies
The large companies can be classified as either actively involved in flexible electronics or having
a strong interest to enter the space. These companies have greater than 1,000 employees and
annual sales of greater than US$1B. During the interviews conducted to prepare the SWOT
matrix presented in Figure 11 the interviewees stressed their company’s willingness to help
establish NEO as the center for flexible electronics by providing technology and market
guidance to smaller companies and new ventures. In addition, they recognized the difficulty in
commercializing a product by a small company and were willing to offer support as best they
could. Also, the representatives from the large companies stressed the fact that they see high
value in the unique technical expertise provided by the academic and technical institutes and
therefore are actively seeking partnering opportunities.
FlexMatters Strategic Roadmap Page 19
Figure 11: SWOT Matrix for Large Companies
Strengths Weaknesses
Innovation Methodology
o Gated processes
o R&D strategy and budget alignment
o Transforming R&D to products
Product Portfolios
o Solar devices and components
o Lighting components
o Thermal heat dissipation
components
Intellectual Property Assets
o International patent protection
strategy
o Robust patent filing budget
Manufacturing Resources
o Internal assets and established
volume manufacturing operations
o Preferred outsourcing partners
System Level Design & Layout
o Well staffed system development
teams
o Matrix management
Global Footprint
o Brand recognition
o High level of respect
Large Customers and Robust Sales
Channels
o Government (e.g. AFRL, ONR,
DoD, DoE)
o Commercial
Work Force Resources
o New talent attraction to Ohio
o Employee retention in Ohio
University Outreach
o Visiting new schools to build
relations for talent pipeline
o Seeking unique skill sets
Market Intelligence
o Company implementing new
strategy and business focus
o Leveraging core competency in
new markets
Opportunities Threats
New Product/System Portfolios
o Communications systems (display,
I/O interface, energy, RF link)
o Energy harvesting systems (high
efficiency PV, piezo, IR)
o Sensor system (health monitoring,
therapeutic)
Product Line Extensions
o New applications for existing
products with slight modifications
New Manufacturing Strategy
Increased Global Competition
o Expansion into emerging markets
Intellectual Property
o Asia aggressive patent filing
strategy – “Cost of Doing Business”
Uncertainty of future budget allocation
o R&D funding
o Stimulus funding
Disruptive technology introduction
Legislation e.g. energy
New standards adoption e.g.
FlexMatters Strategic Roadmap Page 20
o Transition from low volume highly
niche & high value to higher
volume less niche & high value
product manufacturing
New Business Strategy
o Transition from selling of
components to system sales
Foster Team Building
o Bring people together
o Provide technical guidance
o Provide broad view of markets
o Select “right” product space
o Deliver product
Leverage “Brand”
o Create critical mass
o Educate decision makers with
budget responsibility
o Start and maintain “buzz”
communications protocols, heavy metals
ppm limitations
Too large to respond quickly to market
shifts and social changes
Complacency
o Reduced effort for innovating
o Reduced effort for new business
development
- SWOT Analysis – Cluster
A separate SWOT analysis was performed in an attempt to identify the cluster specific attributes
(Figure 12). Based on the information presented in the matrix, and if the weaknesses are
addressed and the threats mitigated, FlexMatters has a high probability to establish Northeast
Ohio as a leader in the flexible electronics field.
Figure 12: SWOT Matrix for Cluster
Strengths Weaknesses
Flexible Electronics R&D
Innovation Pipeline
Talent Pool
First Mover Advantage
Execution
Sustainable Momentum
Team “Glue”
Limited Awareness of FlexMatters Brand
Opportunities Threats
Coordinating/Facilitating Networking
Events
Partnering & Teaming
Support an Open Innovation Center
Establish FlexMatters Brand
Lead New Technology Wave
Competition
o National – California, New York,
Arizona
o Global - Europe, Asia
FlexMatters Strategic Roadmap Page 21
Competitor Analysis
Today four flexible electronics centers exist that can be considered as competition to the
FlexMatters cluster: 1) the Holst Research Centre located in Eindhoven, The Netherlands, 2) the
Printable Electronics Technology Centre (PETEC) located in North East England, 3) the Center
for Advanced Microelectronics Manufacturing (CAMM) located at Binghamton University,
SUNY and 4) the Flexible Display Center (FDC) located at Arizona State University. These
centers are well known within the flexible electronics community and have established
significant brand equity. Additional detail for these centers is given in Figure 13.
FlexMatters Strategic Roadmap Page 22
Figure 13: Flexible Electronics Centers
Center for Advanced
Microelectronics Manufacturing
Flexible Display Center Holst Research Centre Printable Electronics
Technology Centre
Date Founded
and Location
2005. Located at Binghamton
University, SUNY.
2004. Located at Arizona State
University.
2005. Located in Eindhoven, The
Netherlands.
2006. Located in North East
England.
Staff 7 total: 4 research, 3
management.
12 total: 5 research, 7
management.
130 total - approx. 20 PhD
students and approx. 40 resident
researchers from industry.
Planned expansion to 220 staff
by end of 2010
19 total
Funding USDC / Flex Tech ($10MM);
NY State, BU, and EI, together
have provided (> $30MM) and
CAMM member companies.
10yr $10MM/year cooperative
agreement US Army
Additional $45MM est. from
FTA partners
Founded by IMEC
(http://www.imec.be) and TNO
(http://www.tno.nl/index.cfm),
with support from the
governments of the Netherlands
and Flanders.
Target 50% from the Dutch
Government and 50% from
industry through annual
participation/membership fees.
Founded by the Regional
Development Agency One
North East and the County
Durham Economic
Partnership.
Recent: £12M from the UK
Government’s Advanced
Manufacturing Strategy and
£8M from the Regional
Development Agency One
North East.
Facility Panel Microfabrication
Laboratory: Large area
photolithography and sputtering;
Suitable for prototyping and early
development.
CAMM R2R Laboratory; Clean
Room Facility, photolithography
equipment, defect inspection
tools, and high vacuum
deposition systems.
Total 250,000 sqft capacity,
43,500 sqft of advanced clean-
room space, 22,000 sqft of
wet/dry laboratories.
Facility is reconfigurable to
provide secure space for
proprietary programs, with
capacity to accommodate a
specific company’s tools,
components, production
requirements and specifications.
The Centre is located on the High
Tech Campus in Eindhoven,
formerly Philips Research
Laboratories.
Design, Development and
Prototyping Facility
(Sedgefield): A 600m2 class
1000 cleanroom (class 100
lithography area) with fully
equipped materials
formulations and electrical
test laboratories.
The Flexible Electronics
Substrate Facility (Wilton): A
class 1000 cleanroom housing
FlexMatters Strategic Roadmap Page 23
a reel-to-reel vacuum sputter
coater and facilities for
testing the barrier properties
of plastic substrates.
Technology
Platforms
1) R2R fabrication and
manufacturing equipment -
photolithography, vacuum
deposition and inspection tooling
2) Wet and dry processing of
flexible, unsupported, thin film
based active, passive electronic
devices and advanced
interconnect technology
3) Novel system design
methodologies and integration
architectures
1) Manufacturing Technology: 6”
wafer scale TFT pilot line, GEN
II TFT production pilot line,
advanced process tool
development, display design and
characterization, OLED and
OTFT design & processing
2) Display Technology:
impermeable flexible substrate
systems, flexible backplane
electronic systems, encapsulated
electro-optic systems, integrated
display system devices
1) Technology Platforms to
Develop Wireless Autonomous
Microsystems
2) Technology Platforms to
Develop Systems in Foil
1) Electrophoretic inks, liquid
crystals and light emitting
materials
2) Sputtering, wet-coating,
and printing processes
3) Conventional and novel
processing tools
4) Batch and roll-to-roll
fabrication and manufacturing
equipment
Markets 1) Medical diagnostics
2) Space, military, and homeland
security
3) Flexible displays, flexible
electronic components, and
energy systems
4) Computers and
telecommunications hardware
1) Displays for ubiquitous real-
time information distribution
systems
2) Commercial and military
display-based applications
1) Healthcare
2) Lighting/Signage
3) Organic Photovoltaics
4) Smart Packaging
1) Printable photovoltaics
2) Ultra-efficient lighting
3) Printable flexible displays
4) New intelligent packaging
5) Ambient Intelligent
Systems
Partners Total of 26 of varying
classifications.
Total of 20 of varying
classifications.
Total of 32 of varying
classifications.
Open access product
development facilities. FDC
at ASU is a partner.
FlexMatters Roadmap Page 24
A benchmarking analysis was conducted to compare FlexMatters and the aforementioned centers
(Figure 15). They were compared against one another across five attributes: 1) external
visibility, 2) partnering & collaboration, 3) technology breadth, 4) products/services
commercialized, and 5) innovation.
Figure 14: Benchmarking of Center and Cluster Core Competencies
(Scale: 1 – Highest Score; 5 – Lowest Score)
TodayFuture 2 -4 Years
Last Year
External VisibilityPartnering & Collaboration
Technology Breadth
Products/Services Commercialized
Innovation
FlexMatters 54
32
22
11
11
5 3 2 1 1
CAMM 45
45
34
23
55
3 4 4 2 5
FDC 22
23
55
54
34
1 1 5 5 3
Holst 11
11
11
45
22
2 2 1 4 2
PETEC 33
54
43
32
43
4 5 3 3 4
Best in Class Holst Holst Holst FlexMatters FlexMatters
As can be seen from the analysis the Holst Center and FlexMatters Cluster are considered “Best
in Class” for the selected attributes. Benchmarking should be conducted annually in an effort to
capture standings shifts as centers/clusters continue to grow previously established efforts as well
as they implement new strategic initiatives. Also, it is recommended that during the next
benchmarking exercise that new attributes are investigated to capture additional degrees of
differentiation e.g. R&D of enabling hardware, novel materials development, talent
development, and funding level.
Several other centers that have publicly stated their commitment to flexible electronics should be
monitored and assessed against those listed in Figure 13. These centers vary in size, are funded
by different means, and share a common goal of delivering a valuable element to the flexible
electronics market: R&D, intellectual property, innovations, talent resources, materials,
processes and products. A list of some of the centers that should be included in a “watch list” is
given in Figure 15.
FlexMatters Roadmap Page 25
Figure 15: List of Flexible Electronics Centers to Monitor
Center/Organization URL
Center for Advanced Photonics and Electronics,
Cambridge, UK
http://www-cape.eng.cam.ac.uk/
Fraunhofer Institute for Photonic Microsystems,
Dresden, Germany
http://www.ipms.fraunhofer.de/en/
IMEC (Inter-University MicroElectronics Center),
Leuven, Belgium
http://www2.imec.be/imec_com/im
ec_com_homepage.php
Max Planck Institute for Solid State Research,
Organic Electronics Group, Stuttgart, Germany
http://www.fkf.mpg.de/start.html
IMRE, SIMTech, A*STAR, Singapore http://www.a-star.edu.sg/
University of Stuttgart Display Technology
Laboratory, Stuttgart, Germany
http://www.lfb.uni-
stuttgart.de/forschung/labor.en.html
Needs and Gaps Based on the SWOT analysis, competitor analysis, and market and product opportunities
assessment, an opportunity exists to strengthen the FlexMatters cluster and to establish it as a
global leader in the emerging field of flexible electronics. FlexMatters has the critical assets but
it must address several needs and gaps that have been identified during surveys, interviews, and a
roadmapping workshop. The needs and gaps are as follows:
Weak cluster structure
Lack of a communications mechanism between the cluster members
Lack of a mechanism to facilitate partnering
Non-existent global visibility of the cluster
No brand recognition outside of cluster members
Insufficient public funding
Poor access to secure private investment
FlexMatters Roadmap Page 26
Vision of the Future
The FlexMatters vision is to become the global epicenter of innovation and manufacturing of
layered structures on polymer substrates for flexible electronics applications. Specifically, the
world will look to Northeast Ohio for high-quality, low-cost and scalable manufacturing
solutions for flexible electronics which include innovative materials, devices and systems. Most
importantly, NEO will emerge as a leading producer of flexible electronics products sold
globally. The ultimate goal is for FlexMatters to add 1,500 jobs, $75M in payroll, and $100M in
capital to the Northeast Ohio economy within 7 years by attracting customers, investors,
commercialization partners, and talent from around the world.
Today, the FlexMatters cluster consists of 12 different types of organizations (Figure 1).
Organizations belong to one or more of the 6 classifications that make-up the value chain or to
one or more of the 6 classifications that support the value chain. In addition, some of these
organizations are known around the world for their market or technology leadership.
Collectively, the cluster provides the core competencies listed in Figure 16. To the best of our
knowledge, this portfolio of competencies is not duplicated in any other existing centers or
clusters.
Figure 16: FlexMatters Cluster Core Competencies
Core Competency Description
R&D Pipeline Electro-optic materials, semiconducting materials, materials
science & design, device physics, novel processes
Technology and Innovation Particle processing, coatings processing, roll-to-roll and
wide-web equipment and tools, polymer film processing
Talent and Intellectual Capital Highly skilled faculty, Masters, PhD’s, engineers, scientists
Intellectual Property Assets Seminal patents, know-how, and trade secrets
Commercialized and Near-
Commercialized Components
& Products
Electro-optic materials and films for novel product designs
(curved); silver conductive inks and pastes for electrodes
(touch screens, solar, sensors); robust, low sheet resistance
ITO conductive films for low temperature polymeric
substrates; nanotechnology based coatings for screen care
and protection; solar devices and components; lighting
components; thermal heat dissipation components.
A core focus of FlexMatters is to maximize collaboration and partnering within the cluster. As
collaboration and partnering increase, cluster member classifications and roles will begin to blur.
For example, let’s say a FlexMatters company decides to manufacture and sell a flexible display
end-product for the consumer market. This company’s has a strong core competency in
manufacturing the flexible display but not in producing many of the other components, product
assembly or consumer sales. In our vision of the future, this company would solicit and contract
other cluster members who specialize in those areas. For another project, this same company
could supply flexible displays to another cluster member’s end-product. In yet a third scenario,
FlexMatters Roadmap Page 27
this company could fill the role of global technology leader that provides R&D for advanced
manufacturing methods in a large collaboration seeking federal funding. Imagine the potential
outcomes if many FlexMatters organizations are involved in a number of these scenarios each
year. At any particular time, FlexMatters would have dozens of these alliances in force, each
time making them easier and faster to form, more efficient to run, and more productive.
This process has already begun. A number of FlexMatters organizations have assumed different
roles depending on the evolution of their business strategy, the needs of revenue or funding
opportunities at hand, and any virtual or contractual alliances they have formed. As
collaboration and partnering increase within the cluster, FlexMatters will begin to function as a
complex adaptive system; its members quickly forming and re-forming collaborative alliances as
required to collectively solve technical or market challenges. FlexMatters members characterize
this as a Smart Cloud that readily adapts itself as needed to efficiently address the challenge at
hand (Figure 17).
Figure 17: FlexMatters Cluster – “Smart Cloud” for Flexible Electronics Innovation
Over time, successfully functioning as a Smart Cloud will result in three significant outcomes.
First, existing or fast-forming alliances made up of 12 different types of small, medium and large
organizations from industry, government, economic development and academia will provide a
decided competitive advantage when pursuing state and federal grants. Second, the Smart
Cloud concept will be used to solve technical and market challenges for FlexMatters members
reducing the time to market for their new products. Third, companies from around the world
will utilize the FlexMatters Smart Cloud to develop solutions to their technical and market
challenges eventually establishing FlexMatters as a global resource. As these outcomes emerge
and grow, they will have positive impact on the long-term prosperity of Northeast Ohio.
FlexMatters Roadmap Page 28
Initiatives and 2010-11 Deliverables
The roadmapping process identified five key initiatives to establish the foundational framework
and set the direction needed to achieve the FlexMatters vision of the future. The initiatives are
listed in Figure 18. Each initiative consists of several deliverables due between now and the end
of 2011. Over time, these initiatives and deliverables will be modified and appended as required
to reflect current progress against goals and to adapt to cluster influences and needs beyond
2011. To this end, the strategic roadmap will serve as a living document continuously adapting
to technology shifts, changes in market dynamics, new policies, global economic trends, and new
growth opportunities.
Figure 18: Key Initiatives for 2010-2011
Initiatives
Initiative 1 Identify and Pursue Market Opportunities
Initiative 2 Increase Public Funding and Private Investment
Initiative 3 Strengthen Cluster Alignment, Communication and Partnering
Initiative 4 Improve FlexMatters Visibility and Recognition
Initiative 5 Monitor and Report Cluster Growth and Impact
The initiatives were created and assessed using a strategic planning methodology.
Fundamentally, the roadmap and the supporting initiatives will be based on 1) solid strategies, 2)
specific actions, 3) quantifiable deliverables, and 4) realistic expectations.
Initiative 1: Identify and Pursue Market Opportunities
The most important “area to improve” consistently identified throughout the roadmapping
process was identifying new market opportunities and connecting with the appropriate
organizations and funding to make them happen. This is no small task. In order to succeed, we
must create and optimize a process that leverages the collective resources and core competencies
of FlexMatters members to identify and these opportunities and formalize commercialization
projects around them. This process is called Cluster-Sourcing.
Cluster-Sourcing is the next evolution of the crowd-sourcing model successfully being used to
address the market and technical needs of companies from around the world. Crowd-sourcing
allows market leaders5 to broadcast their needs to a large number of organizations in search of
the best solution, whereas cluster-sourcing allows market leaders to broadcast their needs to an
existing regional cluster. Crowd-sourcing typically results in a single solutions-provider while
cluster-sourcing has the potential of resulting in an alliance of solutions-providers including but
not limited to small, medium and large companies, universities, public and private funders,
economic development organizations, technology associations, i.e., representatives from an
entire cluster innovation ecosystem. This will result in extremely robust solutions from a
5 Market leaders are small, medium or large organizations that significantly influence national or global market niches.
FlexMatters Roadmap Page 29
diverse set of resources that a single organization cannot possibly provide. As such, FlexMatters
cluster-sourcing could eventually develop the capacity to compete for the best market
opportunities from around the world. Cluster-sourcing is a new and unique approach to
commercialization that if successful, would attract much attention from around the world.
The cluster-sourcing model is the practical application of the Smart Cloud concept discussed in
the Vision of the Future section. It leverages the natural evolution of the FlexMatters cluster
toward open and collaborative innovation focused on solving technical and market challenges.
Figures 19 and 20 describe and schedule 2010 – 2011 deliverables to develop a cluster-sourcing
program. The program will be optimized over time to enhance its effectiveness and outcomes.
Figure 19: 2010 – 2011 Deliverables for Initiative 1
Deliverables Objectives
Deliverable 1a: Identify and Register 10 Market
Leaders Interested in Cluster-Sourcing
To initiate the cluster-sourcing process
Deliverable 1b: Conduct 5 Cluster-Sourcing
Workshops
To uncover and evaluate new market
opportunities worthy of commercialization
projects
Deliverable 1c: Formalize 3 Joint
Commercialization Projects
To commercialize “FlexMatters” products,
the first produced by a cluster-sourcing
model
Figure 20: Schedule for Initiative 1 Deliverables
Initiative 2: Increase Public Funding and Private Investment Cluster members have commented that funding for venture starts and sustained growth is very
difficult to secure in NEO (the Midwest in general). In fact, improving access to public and
private capital was one of the two most important “areas to improve” identified by cluster
members in the SWOT analysis. Although NEO has done reasonably well securing Third
Frontier funding from the State of Ohio, only a few flexible electronics companies have
consistently applied. Also, FlexMatters companies have received very little funding from federal
agencies in the past several years. In addition, the lack of a robust private investment community
has in the past caused entrepreneurs to debate whether to relocate to more active investment
Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011 1a: Identify and Register 10 Potential Commercialization Partners
1b: Conduct 5 Cluster Sourcing Workshops
1c: Formalize 3 Joint Commercialization Projects
NorTech Cluster Members
Both
Initiative 1: Identify and Pursue Market Opportunities
FlexMatters Roadmap Page 30
communities. These problems are only going to increase over time, subsequently undermining
cluster growth unless we begin to address them now. Figures 21 and 22 describe and schedule
two deliverables that attach the root causes of these issues.
Figure 21: 2010 – 2011 Deliverables for Initiative 2
Deliverables Objectives
Deliverable 2a: Identify and Respond to 20+
Funding Opportunities
To leverage NorTech government
engagement initiative and FlexMatters
member network to uncover and distribute
funding opportunities
Deliverable 2b: Conduct 1st Annual FlexMatters
Showcase
To improve visibility and access to angel
investors, venture capital firms and
commercialization partners * A list of organizations to contact regarding event planning is given in Appendix A.
Figure 22: Schedule for Initiative 2 Deliverables
Initiative 3: Strengthen Cluster Alignment, Communication and Partnering Strong alignment, communication and partnering among cluster members comprise the core
foundation of world-renowned innovation clusters and are essential to the success of
FlexMatters. This is a critical initiative that will exist over the long-term although its
deliverables will change over time.
Initiative 3 consists of six deliverables. Formation of a Steering Committee is the most
important because it strengthens and sustains the alignment of the FlexMatters vision, objectives
and activities among cluster members. The Steering Committee will have 7 to 11 members
representing a cross-section of cluster organizations and interests. The committee will focus on
four broad areas: market development, capital attraction, technology & innovation, and cluster
growth & reporting. The other deliverables focus on establishing the framework, resources and
mechanisms to improve communication and partnering. Figures 23 and 24 describe and
schedule the 2010 - 2011 deliverables for Initiative 3.
Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011
2a: Identify and Respond to 20+ Funding Opportunities
2b: Conduct 1st Annual FlexMatters Showcase
NorTech Cluster Members
Both
Initiative 2: Increase Public Funding and Private Investment
FlexMatters Roadmap Page 31
Figure 23: 2010 – 2011 Deliverables for Initiative 3 Deliverables Objectives
Deliverable 3a: Establish FlexMatters Steering
Committee
To strengthen and sustain the alignment of
the FlexMatters vision, objectives, and
activities among cluster members
Deliverable 3b: Create and Distribute Cluster
Agreement
To outline bi-lateral responsibilities of
NorTech and cluster members
Deliverable 3c: Register 50 Organizations as
Members
To increase cluster resources and
competencies
Deliverable 3d: Create FlexMatters Internet
Group
To provide a quick, simple mechanism for
communication among cluster members
Deliverable 3e: Average 2 Posts/Month per
Member on FlexMatters Internet Group
To foster communication and self-
organization among cluster members
Deliverable 3f: Conduct at Least 1 Meeting per
Quarter for Opportunity Sharing and Networking
To foster partnering among cluster
members
Figure 24: Schedule for Initiative 3 Deliverables
Initiative 4: Improve FlexMatters Visibility and Recognition If FlexMatters is to become a globally recognized cluster, it is imperative for ALL FlexMatters
stakeholders to participate in its promotion. Cluster stakeholders must be willing to share
information about FlexMatters at events or with organizations outside of our region. The first
step is to develop and distribute the materials needed to articulate the core competencies and
unique selling propositions of FlexMatters and its members. Next, we must create and
Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011
3a: Establish FlexMatters Steering Committee
3b: Create Cluster Agreement
3c: Register 50 Organizations as Members
3d: Create FlexMatters Internet Group
3e: Average 2 Posts/Month per Member on FlexMatters Internet Group 3f: Conduct at least 1 mtg per quarter for opportunitiy sharing & networking
NorTech Cluster Members
Both
Initiative 3: Strengthen Cluster Alignment, Communication and Partnering
FlexMatters Roadmap Page 32
implement the strategies to disseminate our message to region, national and global audiences.
Figures 25 and 26 describe and schedule the 2010 – 2011 deliverables to improve the visibility
and recognition of FlexMatters.
Figure 25: Deliverables for Initiative 4
Deliverables Objectives
Deliverable 4a: Create FlexMatters Talking
Points
To provide a simple, common message for
FlexMatters members to include in existing
communications
Deliverable 4b: Create FlexMatters Brochure To provide self-printable handouts for
conferences, events, or site visits
Deliverable 4c: Create FlexMatters Slide Deck To simplify including FlexMatters talking
points in existing presentations
Deliverable 4d: Re-Design and Activate
FlexMatters Website
To re-establish web presence for FlexMatters
Deliverable 4e: Develop Speaking Engagement
Strategy
To plan message dissemination
Deliverable 4f: Develop Event Attraction
Strategy
To attract customers, investors, partners &
talent to NEO*
Deliverable 4g: Develop Online, Print, and
Broadcast Media Strategy
To cultivate consistent regional, national and
global coverage of FlexMatters * A list of organizations to contact regarding event planning is given in Appendix A
FlexMatters Roadmap Page 33
Figure 26: Roadmap for Initiative 4 Deliverables
Initiative 5: Monitor and Report Cluster Growth and Impact
Monitoring and reporting cluster metrics serve two broad purposes. First, it measures the
effectiveness of FlexMatters strategies and activities which will guide on-going efforts to
maximize the cluster’s growth and impact on Northeast Ohio’s economy. Second, it provides the
data backing up our claims of accomplishments and competitive advantages when pursuing
funding and market opportunities. We will require this information to help achieve our vision of
attracting customers, investors, commercialization partners and talent from around the world.
Cluster growth will be measured by the number of companies segmented by type, product focus,
market focus, and NEO distribution. Cluster impact will be measured by employment, payroll,
average income, and capital attracted. Other measures include the number of funding and market
opportunities pursued by FlexMatters members and the number and types of organizations
participating in pursuing these opportunities.
Figure 27: 2010 – 2011 Deliverables for Initiative 5
Deliverables Objectives
Deliverable 5a: Create Database to Monitor &
Report FlexMatters Growth and Impact
To provide a flexible mechanism to
capture and report cluster growth metrics
Deliverable 5b: Collect and Provide Input to
Database on a Quarterly Basis
To consistently update cluster growth
metrics
Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011
4a: Create FlexMatters Talking Points
4b: Create FlexMatters Brochure
4c: Create FlexMatters Slide Deck
4d: Re-Design and Activate FlexMatters Website
4e: Develop Speaking Engagement Strategy
4f: Develop Event Attraction Strategy
4g: Develop Online, Print & Broadcast Media Strategy
NorTech Cluster Members
Both
Initiative 4: Improve FlexMatters Visibility and Recognition
FlexMatters Roadmap Page 34
Deliverable 5c: Create FlexMatters Growth and
Impact Reports
To provided flexible, customizable
medium for promoting cluster success
Deliverable 5d: Create FlexMatters Growth and
Impact Dashboard
To provide overarching, easy to understand
medium for promoting cluster success
Figure 28: Schedule for Initiative 5 Deliverables
Q4 - 2010 Q1 - 2011 Q2 - 2011 Q3 - 2011 Q4 - 2011
5a: Create Database to Monitor
& Report FlexMatters Growth &
Impact
5b: Collect and Provide Input
to Database on a Quarterly
Basis
5c: Create FlexMatters Growth
and Impact Reports
5d: Create FlexMatters Growth
and Impact Dashboard
NorTechCluster
MembersBoth
Initiative 5: Monitor and Report Cluster Growth and Impact
FlexMatters Roadmap Page 35
Future Initiatives: 2011 and Beyond
As the cluster grows in size, visibility and accomplishments, it will be challenged with any
number of known and unknown issues. NorTech, the steering committee and FlexMatters
members will identify and address these issues on an on-going basis. The FlexMatters Strategic
Roadmap will be modified and appended as required to address each of these issues.
Success will go a long way toward solving many of these issues. For example, successes
resulting from collaboration will cultivate more and deeper collaboration. This will minimize
barriers to open innovation such as hoarding of information for personal gain and conflicts
between FlexMatters organizations.
On the other hand however, success can also foster negative consequences. We have already
seen that successful cluster members will be the target of acquisitions or investments from out-
of-region organizations. The natural tendency of these organizations is to evaluate relocating
successful Northeast Ohio acquisitions to other areas. FlexMatters must work toward developing
an innovation ecosystem unparalleled in their support of flexible electronics companies thereby
preventing these relocations. In fact, the innovation ecosystem must be strong enough to attract
other companies to Northeast Ohio. This will be a key focus of a subsequent iteration of the
roadmap.
FlexMatters Roadmap Page 36
Appendices
Roadmap Development Participants
Miko Cakmak, Professor and Director Center for Multifunctional Polymer Nanomaterials and
Devices, University of Akron http://www2.uakron.edu/cpspe/index.php
Joan Carletta, Associate Professor – Electrical and Computer Engineering, University of Akron
http://www.uakron.edu/engineering/ECE/
Alan Chalmers, Global OLED Innovation Manager, General Electric Lighting
http://www.gelighting.com/na/
Marilyn Eisele, CFO, Five Star Technologies http://fivestartech.com/
John Erdman, President, Hana Microdisplay Technologies http://hanaoh.com/
Tim Fahey, Vice President, Business Development, Five Star Technologies
http://fivestartech.com/
Matthew Graham, Vice President Business Development, Akron Polymer Systems
http://akronpolysys.com/
Al Green, Chief Executive Officer, Kent Displays http://www.kentdisplays.com/
Gary Johnson, Chief Executive Officer, BlueSpark Technologies
http://bluesparktechnologies.com
Krishna Jonnalagadda, Director Business Development, Battelle http://www.battelle.org
Alamgir Karim, Professor of Polymer Engineering, University of Akron http://www.poly-
eng.uakron.edu/
Bill King, President, Essential Research http://essential-research.com/
Joe Klinehamer, President, Genvac Aerospace http://genvac.com/
Ralph Klouda, RFID Sales Manager, Hana Microdisplay Technologies http://hanaoh.com/
Rob Matousek, Senior Business Strategist, American Greetings
http://corporate.americangreetings.com/
Julian Norley, Director of R&D, GrafTech International http://www.graftech.com/
FlexMatters Roadmap Page 37
Krish Rao, Vice President Technology, Nanofilm Technology
http://www.nanofilmtechnology.com
Scott Rickert, President, Nanofilm Technology http://www.nanofilmtechnology.com
Don Styblo, Vice President Technology, Valtronic Technologies http://www.valtronic.ch/
Bahman Taheri, President, Alpha Micron http://alphamicron.com/
John West, Vice President Research, Liquid Crystal Institute, Kent State University
http://www.lci.kent.edu/
Gary Wnek, Professor of Engineering, Case Western Reserve University
http://polymers.case.edu/people/faculty/wnek.htm
FlexMatters Roadmap Page 38
Organizations to Contact Below are listed the organizations (technical associations, trade associations, etc.) that have
organized flexible, printed, and organic electronics events in the past. They should be contacted
to discuss the opportunity to bring an event to Northeast Ohio.
FlexTech Alliance (FTA)
http://www.flextech.org/
IDTechEx
http://www.idtechex.com/
International Microelectronics And Packaging Society (IMAPS)
http://www.imaps.org/
Materials Research Society (MRS)
http://www.mrs.org/s_mrs/index.asp
Organic Electronics Association (OEA)
http://www.vdma.org/wps/portal/Home/en/Branchen/O/OEA/?WCM_GLOBAL_CONTEXT=/v
dma/Home/en/Branchen/O/OEA/
Plastic Electronics Foundation (PEF)
http://www.plastic-electronics2010.com/
http://www.plusplasticelectronics.com/
Semicon West
http://www.semiconwest.org/index.htm
Society For Information Display (SID)
http://www.sid.org/
The Surface Mount Technology Association (SMTA)
http://www.smta.org/
FlexMatters Roadmap Page 39
Background of Key Roadmapping Personnel Dr. Dan Gamota – Printovate Technologies, Inc.
Roadmapping and Standards Leadership
Chair of International Electronics Manufacturing Initiative (iNEMI) Large Area Flexible
Electronics
Roadmap Working Group (2007 to present). Led group of international experts to publish
roadmap released in 2007 and 2009. Leading group to prepare 2011 edition.
Co-chair iNEMI Item Level Tagging RFID Roadmap Working Group (2006 to present).
Led group to publish roadmap released in 2009.
Chair of IEEE Nanotechnology Council Standards Committee (2004 to 2009). Led group
that established nanoelectronics IEEE standards roadmap and strategy.
Chair of IEEE 1620.1™ Organic and Molecular Electronics Standards Working Group
(2004 to 2006).
Led group to publish standard for characterizing printed and organic ring oscillator
devices in 2006.
Chair of IEEE 1620™ Organic and Molecular Electronics Standards Working Group
(2002 to 2004).
Led group to publish 1st printed and organic electronics standard for characterization of
organic transistor devices and materials in 2004.
SWOT Analyses and Strategy Development
Led efforts to conduct SWOT analyses for microelectronics, advanced electronics
manufacturing, and printed electronics opportunities at Motorola.
Member of Strategy Team at Motorola that implemented new business processes for
advanced technology development and new product introduction.
Advisory Board and Committee Membership
Final Technical Review Board Member of A*STAR - Polymer and Molecular
Electronics and Devices
Thematic Strategic Research Programme, Singapore, 2010.
WTEC Panel Member for NSF/ONR Sponsored Study on the Status of Hybrid Flexible
Electronics R&D in Europe, 2009.
Co-chair of Flexible Electronics and Displays Conference, Phoenix, AZ, 2008 and 2009.
Programme Committee Member for The International Conference on Organic
Electronics, Eindhoven, The Netherlands, 2006, 2007, and 2008.
Motorola Representative and Advisory Board Member of FlexTech Alliance (Formerly
United States Display Consortium).
Motorola Representative and Technical and Research Advisory Committees Member of
International Electronics Manufacturing Initiative (iNEMI).
FlexMatters Roadmap Page 40
Dr. Byron Clayton - NorTech
Dr. Byron C. Clayton serves as the Vice President of NorTech, a nonprofit technology-based
economic development organization that serves 21 counties in Northeast Ohio. He is responsible
for leading NorTech’s Flexible Electronics cluster initiative to accelerate commercial activity
and jobs in the sector. In this role, he will work with cluster companies, research institutions,
entrepreneurs, investors, and government officials to catalyze cluster efforts to create economic
impact in Northeast Ohio.
Byron has been selected to the National Academy of Sciences Committee on Best Practice in
National Innovation Programs for Flexible Electronics. The Committee will guide national
policy regarding the emerging flexible electronics industry. Byron’s term expires July 2012.
Byron has over 25 years of experience developing new businesses and commercializing high
tech systems serving numerous industries including automotive, aerospace, defense (DOD),
nuclear (DOE), space (NASA), and construction products. For 15 of those years, he served as a
senior or executive manager specializing in strategic management, product commercialization,
and business development. Byron has guided or facilitated the commercialization of over 45
high-tech products and systems. His relevant experience includes:
Vice-President, NorTech - Developed a roadmap to accelerate the emerging flexible
electronics cluster in Northeast Ohio. The roadmap objectives are to (a) cultivate the
regional vision shared by cluster members, (b) identify their biggest challenges toward
achieving the vision, and (c) determine the best solutions to overcome each challenge.
Founder and President, NxWare Division of GED Integrated Solutions – Commercialized
36 proprietary software systems designed to integrate and optimize advanced automated
manufacturing systems.
Business Development Manager, GED Integrated Solutions – Managed business
development, product development, and market research strategies required to capitalize
on company owned intellectual property (22 issued patents; 80 pending patents).
Director of Sales and Marketing, Deneb Robotics – Commercialized 3D kinematic
simulation software from Cornell University researchers into several products serving
automotive, energy (DOE), and space (NASA) industries.
Byron’s background, experience and expertise provide a unique perspective compared to most
economic development executives. His 25 years of experience as a high-tech industry executive
in small and medium sized firms allow him to understand and speak to the needs of the
businesses that drive the growth of regional innovation clusters. Specifically, his industry
experience will help to guide cluster companies through the commercialization process
accelerating revenue-driven job growth.