Why MaRS matters (part two)

Posted by Dr. Evans @ MaRS, October 2nd, 2006

Why a space matters for a place like MaRS

The existence of a building housing scientists, businesses and investors encourages the unplanned interactions which are so powerful in generating new ideas – with a sufficient core physically located in one site, it makes possible a virtual network of individuals who share the same benefits of interaction whether next door, across the street, throughout Canada or with the leading centres with similar goals around the world.

The MaRS Centre site at College and University Ave. in Toronto is a perfect physical location for bringing these together—with one of the largest geographical concentrations of outstanding scientific research in North America. The Discovery District around MaRS has outstanding research in many areas such as the biomedical sciences, chemistry, materials science and information technology – which will be critical to innovations based on linkages of these sciences. The physical proximity of research scientists offers a unique opportunity to increase the frequency of interactions of individuals of different backgrounds essential for research innovation and common process.

With a hub, you’re much more likely to establish a global address, a magnet for highly-trained people, venture capital and technology-intensive businesses. While the facility makes the hub possible, the facility’s success will be dependent on the programs and community-building that promote the chance of commercial success, both geographically and virtually, groups large and small by increasing the density of interactions between them.

Read more about the MaRS 1st birthday retrospective



Discussion

  • Mark Campion
    The goals of the MaRS initiative are indeed laudable, however, as with everything else, it’s execution that matters. Close physical proximity of scientist, providers of capital, etc., at least on the surface, seems to be a key ingredient in “creating a culture of commercialization”. Several regions in the US (in particular) can attest to the importance of this type of critical mass especially those anchored around top research universities. There is an important difference between those successful regions and the MaRS initiative, however. MaRS is attempting to artificially create the conditions (i.e., physical infrastructure and ancillary support services) that lead to increased commercialization activities specifically and innovation in general. In my view, “MaRS” is at best a necessary but yet insufficient condition for stimulating commercialization success. Compare the history of other regions where innovation, entrepreneurship and commercialization are deeply rooted and one quickly notices the multiplicity, diversity of linkages, connectedness and depth of the talent and networks. One also notices the decentralized nature and dynamism of these networks. Can MaRS learn from these other regions and apply lessons appropriately? Yes, it can. But it may not be as central to the process as it believes itself.
  • Dr. Evans @ MaRS
    I was supposed to have mopped up the rain but I got diverted to Tim
    Horton's.
  • Calvin
    While it all sounds very nifty, I can't help but smile when I see buckets catching rainfall from the stylishly high skylight in the main lobby, or when I hear the elevator slowly stutters to my floor. Thank god they are removing the very cute Evian bubbles from the elevator and behind the security desk as I am typing this.
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Author: Dr. John Evans

Dr. John Evans is the Chair of the Board of Directors at MaRS. He has been engaged in medical education, academic administration, government service, charitable foundations and business for many years. For more information, check out his bio http://www.marsdd.com/board

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