- $950 million CAD ($709.8 million USD) over five years to develop superclusters in six key national industries:
- advanced manufacturing
- digital industries
- clean resource
- $50 million CAD ($37.4 million USD) to launch Innovative Solutions Canada. This is a government procurement program modeled after the United States’ Small Business Innovation Research (SBIR) program.
- $400 million CAD ($298.9 million USD) over three years to help drive investment in growth-stage companies. Through the Venture Capital Catalyst Initiative (VCCI), the Business Development Bank of Canada would make late stage venture capital deals with the intent of stimulating co-investment from the private sector. The government hopes to unlock nearly $1.5 billion CAD ($1.1 billion USD) in private sector investments through these efforts.
- $3.1 billion CAD ($2.3 billion USD) for research and research training – e.g., scholarships, fellowships, research grants, and support for the overhead costs associated with federally funded research conducted in post-secondary institutions.
- $741 million CAD ($553.3 billion USD) for investments to accelerate infrastructure projects at universities and colleges and affiliated institutions through the Post-Secondary Institutions Strategic Investment Fund.
- $340 million CAD ($253.9 million USD) in planned support for equipment and facilities for post-secondary institutions, research hospitals, and other not-for-profit institutions.
- $158 million CAD ($118 million USD) for several of the country’s public-private partnerships such as Mitacs, Genome Canada, the Canadian Institute for Advanced Research, the Stem Cell Network, the Institute for Quantum Computing, Brain Canada and the Perimeter Institute for Theoretical Physics.
- $454.4 million CAD ($339.3 million USD) over four years, starting in 2018–19, and $46.3 million CAD ($34.6 million USD) per year thereafter, to help Canada’s middle-class workers find and keep good jobs.
- $225 million CAD ($168 million USD) over four years, starting in 2018–19, and $75 million CAD ($65 million USD) per year thereafter, to establish a new organization to support skills development and measurement in Canada.
- $221 million CAD ($165 million USD) over five years to fund up to 10,000 work-integrated learning placements for post-secondary students and graduates each year.
- $186 million CAD ($138.9 million USD) would be provided to support other, unspecified research and development and related scientific activities in the higher education sector.
- $7.8 million over two years to implement a new visa program that would allow certain skilled workers to obtain a work permit.
- $50 million CAD ($37.4 million USD) for a new initiative – Coding Kids. The new two-year initiative would help teach Canadian children how to code to help prepare them for future IT-related careers.
See images of the announcement in the international gallery
Stay tuned to follow the progress of this initiative and more to come on cluster development and supercluster integration.
I attended the March 22 PDMA event hosted at Whiteboard this month. The guest speaker was Bill Farmer who spoke about the history of management paradigms of Taylorism vs. Demming models. He brought both into today’s challenges of innovation and product development. The talk began with the history of both approaches and how the United States became entrenched in the Fredrick Taylor model of hierarchal business management through a scientific method approach. Taylorism focuses on breaking work down into repetitive processes and steps so they can be taught, managed and evaluated. The primary goal is efficiency. Many of the early driving forces initially came from labor-intensive industries of agricultural and manufacturing. Eventually, the scale of the industrial revolution spread this management approach. The world wars also played a large role due to their scale and broad application of the hierarchical command and control needs of the military across all the industries that supported the effort. The end result of over ~150 years of the implementation of Taylorism resulted in it becoming institutionalized across business, education, and generations of people in the United States. The Taylor method is attributed to the rise and building of America’s success in the 20th century. In the aftermath of World War II, many of the industrial bases of other countries were decimated. Japan, in particular, was rebuilt directly by the United States and led by the efforts of Edward Demming. He was able to implement a different methodology based on his work that sought engage works in the development of higher quality and methods of production. This leveraged the experience and insights that the workforce had and empowered them to improve the overall system. The Demming model is attributed to the rise of post-war Japan into a manufacturing super power. Management experts, like Peter Drucker, grew up and studied in the Taylor model of America and were huge proponents of its approach in success. Later in his career Drucker experienced the rise of the digital technology, the internet, and the knowledge worker. All of which was transforming industry and challenging the management paradigm of Taylorism because skills, roles, and work where becoming very dynamic vs. pure repetition. In today’s innovation economy the knowledge worker’s role is both creative and increasingly dynamic in terms of skils and multitude of roles they play within organizations. Though Drucker felt that the America had been built with Taylorism in the 20th century, it would not work in the 21st century. The Demming model was more applicable to constant improvement and change. The talk also included examples of both models in operations and the cultural challenges inherint. It also had audience members participating in role playing excersizes to demonstrate principles more experiencially.
20th Century Process-Thinking limitations are being overcome by a management shift to Systems-Thinking. The holistic considerations of Systems-Thinking provide operational flexibility, feedback and learning as key parts of development, and a superior environment for knowledge work success in the fast-paced Information Age. This brief presentation, that kicks off our networking mixer, will make the distinction between the two approaches clear and inform you why and how to evolve your team towards Systems-Thinking.
Add Value Through a Systems-based Approach:
Productivity and Employee Engagement
Responsiveness to External Change
Improvements Generated at All Organizational Levels
Introduction to a Tool that Accelerates the Shift to a Systems Approach
Demonstration of an Exercise to Provoke Collaborative Imagination
See more images at the Cheval Innovation Gallery
Corporate Middle Market
Innovative Office Solutions
US Bank Stadium
BOLDEST OF THE BOLD
Innovative Office Solutions
- Keeping up with the vendor roadmaps
- Developing internal talent and recruitment
- Cultural shift to supporting cloud at the enterprise level
- Moving teams from legacy methods to agile and dev ops based approaches
- New funding models for business units to support cloud
- Understanding how dynamic cloud pricing can jump as you scale rapidly ( especially with data storage)
- Architectural best practices
- Moving from piloting to large scale, mission critical application