FlexMatters Strategic Roadmap Page 1 -...

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


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


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


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


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


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.


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


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.


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/.

http://www.lci.kent.edu/

http://corporate.americangreetings.com/


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,

http://akronpolysys.com/

http://www.kentdisplays.com/


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

http://essential-research.com/

http://www.uceao.org/members.html

http://www.gelighting.com/na/


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

http://www.nanofilmtechnology.com/


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.

http://alphamicron.com/

http://www.valtronic.ch/

http://www.graftech.com/

http://bluesparktechnologies.com/


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.


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


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


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


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


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


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.


Figure 11: SWOT Matrix for Large Companies


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


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.


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


Flexible Electronics R&D

Innovation Pipeline

Talent Pool

First Mover Advantage

Execution

Sustainable Momentum

Team “Glue”

Limited Awareness of FlexMatters Brand


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


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.


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


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.


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


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,


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.


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.


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


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.



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.


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


Both

Initiative 2: Increase Public Funding and Private Investment


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


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


Both

Initiative 3: Strengthen Cluster Alignment, Communication and Partnering


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


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


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.



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


Both

Initiative 4: Improve FlexMatters Visibility and Recognition


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


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


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.


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


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


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


Julian Norley, Director of R&D, GrafTech International http://www.graftech.com/

http://www2.uakron.edu/cpspe/index.php

http://www.uakron.edu/engineering/ECE/



http://hanaoh.com/



http://www.kentdisplays.com/

http://bluesparktechnologies.com/

http://www.battelle.org/

http://www.poly-eng.uakron.edu/

http://www.poly-eng.uakron.edu/

http://essential-research.com/

http://genvac.com/

http://hanaoh.com/


http://www.graftech.com/


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


Gary Wnek, Professor of Engineering, Case Western Reserve University

http://polymers.case.edu/people/faculty/wnek.htm



http://www.valtronic.ch/

http://alphamicron.com/


http://polymers.case.edu/people/faculty/wnek.htm


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/

http://www.flextech.org/

http://www.idtechex.com/

http://www.imaps.org/

http://www.mrs.org/s_mrs/index.asp

http://www.vdma.org/wps/portal/Home/en/Branchen/O/OEA/?WCM_GLOBAL_CONTEXT=/vdma/Home/en/Branchen/O/OEA/

http://www.vdma.org/wps/portal/Home/en/Branchen/O/OEA/?WCM_GLOBAL_CONTEXT=/vdma/Home/en/Branchen/O/OEA/

http://www.plastic-electronics2010.com/

http://www.plusplasticelectronics.com/

http://www.semiconwest.org/index.htm

http://www.sid.org/

http://www.smta.org/


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).


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.

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