BAI Typology: Four Types of Innovation Support
A framework for categorizing and coordinating Canada's business accelerators and incubators
Funded by Mitacs Business Strategy funding stream · University of Calgary, Haskayne School of Business
About This Research
In 2023, Matt Mayer conducted qualitative research with 15 BAI leaders across Canada, funded by Mitacs through the University of Calgary's Haskayne School of Business (PI: Oleks Osiyevskyy). Through a three-stage coding process, the study identified two key axes that distinguish BAI types and four resulting categories that describe the Canadian BAI ecosystem.
Key Principles
No BAI type is "better" or "preferred" to another. All four types are essential for a well-functioning ecosystem.
Removing any BAI type would significantly harm the ecosystem.
BAIs may straddle types — look at where MOST of the activity lies to determine the "centre of gravity."
The typology works at the BAI entity level, not the program level. A BAI may have programs that fit different types.
All BAIs, regardless of label, are entities working with ventures and founders through education, advice, funding, talent, or access to resources.
The differences across types present opportunities for collaboration, not competition.
Fragmentation and lack of coordination in the current ecosystem make this framework especially important for Finesse BAIs that tend to support ventures moving between BAI types.
The Two Axes
Two dimensions that distinguish fundamentally different types of BAIs
Level of Sector Specificity
Whether a BAI focuses on a specific sector (e.g. medtech, cleantech, fintech) or works across sectors (sector-agnostic). Sector-specific BAIs exhibit qualitatively distinct characteristics from agnostic ones. The distinction was almost unanimous among interviewees.
Self-Assessment Questions
- 1Does most of your BAI's activity include a named sector (e.g. medtech, cleantech, proptech, fintech, AI, cybersecurity)?
- 2Do entrepreneurs and/or ventures and/or mentors and/or investors work in a similar and named sector?
- 3Do you reject entrepreneurs and/or ventures and/or mentors if they do not work in a similar and/or closely related sector?
- 4Do your entrepreneurs and/or ventures require industry and/or technical expertise relevant to a specific sector (e.g. regulatory processes in Canada's medical system)?
Limitations
- Defining "sector" is not straightforward — cleantech crosses many verticals (energy, agriculture, etc.)
- A BAI focused broadly on "technology" needs one more level of focus to be considered sector-specific
- Some BAIs straddle both — look at where MOST activity lies
- Other aspects of specificity (BIPOC-founded, geographic) tended to apply at the program level, not the BAI level
Level of Accountability of Ventures/Founders
The degree to which BAIs hold ventures and founders accountable for performance and participation. Those with strict accountability have high demands and low tolerance for underperformance. Those with flexible accountability are more patient, celebrating learning from failure and supporting the broader ecosystem.
Self-Assessment Questions
- 1Does your BAI tend to remove ventures or founders if performance objectives are not met (e.g. programming assignments, mentor-generated 30-day objectives)?
- 2Would you remove ventures or founders for being absent from programming without exceptional circumstances?
- 3Does your BAI have scheduled events where ventures are removed (e.g. pitch events, stage gates)?
- 4Does your BAI share upside (e.g. equity or debt) with venture or founder success AND focus heavily on increasing company valuation?
Limitations
- The term "accountability" may lead BAIs to claim strictness even when their practices are flexible
- Many BAIs have occasionally removed a founder — this is different from systematic strict accountability
- Some BAIs may have different activities that fit both categories — look at where MOST activity lies
The Four Types
Each type plays an essential role in a healthy innovation ecosystem
Foundations & Ecosystem-Building Platform
Build the entrepreneurial foundations and an innovation platform for ventures and founders to build from
This type of BAI is sector agnostic and has flexible levels of accountability for its ventures and founders. These BAIs tend to build entrepreneurial foundations and an innovation platform for ventures and founders to build upon.
Finesse Platform
Refining and expanding venture growth and entrepreneurial competencies and create the connections across innovation ecosystem
This type of BAI is sector agnostic and has strict accountability arrangements for its ventures and founders. Finesse is defined as "to bring about, direct, or manage by adroit maneuvering." These BAIs tend to push ventures for traction, sharpen/refine business models and build traction while deepening general entrepreneurial competencies.
Precision Platform
Deepening and honing both venture and entrepreneurial competency to gain deeper sectoral traction
This type of BAI is sector-specific and flexible in the level of accountability of its ventures and founders. These BAIs are working with organizations ready to go deeper in their specific sector and may be experiencing specific roadblocks that only sector focus could help address.
Massive Growth Platform
Pushing, driving, shaping and forging selected organizations to massively scale by company valuation or impact
This type of BAI is sector-specific and has strict accountability with ventures and founders. These BAIs focus on scaling ventures to become well-known examples of successful Canadian companies. The use of "Massive Growth" can apply to company valuation (e.g. IPO with a $1B valuation) or impact (e.g. sequestering a gigatonne of CO2).
Interactive Matrix
176 CAIN members plotted by inferred type. Click a quadrant to see members.
X-Axis: Accountability
The degree to which BAIs hold ventures accountable for performance. Flexible BAIs celebrate learning; strict BAIs demand results.
Y-Axis: Sector Specificity
Whether a BAI focuses on a named sector (medtech, cleantech) or works broadly across industries.
Four Uses of the Typology
Practical applications for BAI leaders, funders, and founders
Internal BAI Strategic Evaluation
BAIs can use the typology to place themselves on the matrix and evaluate whether new activities align with their type's key characteristics. This creates a moment of strategic pause: "Might our BAI be trying to become something we are not? Is it too significant a pivot to achieve success?"
Ecosystem Collaboration Identification
The typology articulates differences between BAI types that present opportunities for cross-type collaboration. A Precision BAI wanting to expand into foundational activities might partner with a Foundations BAI rather than building it in-house. A Precision BAI wanting to route its highest-potential companies to a Massive Growth BAI can identify the right partner.
BAI-Type Metrics & Support
It is inappropriate to hold all BAI types accountable for the same metrics. Revenue growth and job creation may be well-suited for Massive Growth Platforms but insufficient and inappropriate for Foundations & Ecosystem-Building Platforms. Each type should be measured against its own key characteristics.
Entrepreneurial Journey
The typology may map a typical entrepreneurial journey through the BAI ecosystem. New ventures often start with Foundations & Ecosystem-Building Platforms, progress to a Finesse or Precision Platform, and potentially reach a Massive Growth Platform. This helps BAIs refer ventures to the right next step rather than trying to serve all stages.
The Entrepreneurial Journey
A typical path through the BAI ecosystem
Foundations
Finesse or Precision
Massive Growth
Exit BAI Ecosystem
Foundations: New ventures enter the ecosystem, build entrepreneurial basics, and connect with the community.
Finesse or Precision: Ventures progress to either general capability building (Finesse) or sector-specific depth (Precision), depending on needs.
Massive Growth: High-potential ventures that have proven traction move to BAIs focused on scaling to unicorn status or massive impact.
Exit: Ventures graduate from the BAI ecosystem entirely, entering the market as independent companies.
Connection to Current Research
The new ISED-funded report (2026) builds directly on this typology. Theme 6 of the new research — “Declare what you're a node of” — is a direct evolution of the typology's insight that BAIs must clearly articulate their type and role in the ecosystem. The four types provide the vocabulary for that declaration.
View the ISED Report FindingsThis typology was developed by Matt Mayer (Advisor & Research Lead, CAIN) with funding from Mitacs Business Strategy funding stream. Published August 31, 2023. For inquiries, contact hello@cainetwork.ca