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File: 07 — BAI TypologyFunded by: Mitacs Business Strategy funding streamSample: 15 interviews

Research

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.

Sample: 15 BAI leaders interviewed
Method: Qualitative · three-stage coding
Funding: Mitacs

Download the full 35-page report (PDF) ↓

Key principles7 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 axes2 dimensions

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.

Sector Agnostic

Sector Specific

Self-assessment questions

01Does most of your BAI's activity include a named sector (e.g. medtech, cleantech, proptech, fintech, AI, cybersecurity)?
02Do entrepreneurs and/or ventures and/or mentors and/or investors work in a similar and named sector?
03Do you reject entrepreneurs and/or ventures and/or mentors if they do not work in a similar and/or closely related sector?
04Do 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.

Flexible

Strict

Self-assessment questions

01Does your BAI tend to remove ventures or founders if performance objectives are not met (e.g. programming assignments, mentor-generated 30-day objectives)?
02Would you remove ventures or founders for being absent from programming without exceptional circumstances?
03Does your BAI have scheduled events where ventures are removed (e.g. pitch events, stage gates)?
04Does 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 types4 types

Each type plays an essential role in a healthy innovation ecosystem.

Type 1 — Foundations & Ecosystem-Building Platform50 members

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.

Type 2 — Finesse Platform87 members

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.

Type 3 — Precision Platform18 members

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.

Type 4 — Massive Growth Platform22 members

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 matrix177 members

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 typology4 uses

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?"

For whom: BAI leaders doing strategic planning
How: Place your BAI on the matrix. Map existing activities as circles (size = resource allocation). Then map proposed activities. Are they in your quadrant? If not, is a partnership with another BAI type more appropriate?

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.

For whom: CAIN, BAI leaders seeking partnerships
How: Map your BAI and identify which quadrant's characteristics you want to access. Then identify BAIs in that quadrant as potential partners rather than trying to do it yourself.

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.

For whom: Funders, policymakers, CAIN
How: Use the prospective metrics table to identify appropriate success measures for each BAI type. Advocate to funders for type-appropriate evaluation rather than universal metrics.

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.

For whom: Founders, BAI leaders, ecosystem navigators
How: Step 1: New venture enters Foundations BAI. Step 2: Progresses to Finesse (for general capability) or Precision (for sector depth). Step 3: From either, may progress to Massive Growth. Step 4: Exits BAI ecosystem entirely.

The entrepreneurial journey4 stages

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 or sector-specific depth.
Massive Growth: High-potential ventures move to BAIs focused on scaling to unicorn status or massive impact.
Exit: Ventures graduate from the BAI ecosystem and enter the market as independent companies.

Connection to current research

The ISED report builds directly on this typology.

Theme 6 of the new ISED-funded report (2026) — “Declare what you’re a node of” — is a direct evolution of this typology’s insight: BAIs must clearly articulate their type and role in the ecosystem. The four types provide the vocabulary for that declaration.

View the ISED report findings →

This 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.