Council for Innovation and Commercialization Agenda

Transcription

1 Council for Innovation and Commercialization Agenda Theme: Designing Adaptive and Dynamic Organizations through Knowledge, Innovation and Information Technology SEPTEMBER 28-29, 2015 Meeting Location: Metro Toronto Convention Centre North Building, Level Bremner Blvd, Toronto, ON M5V 3L9 Phone: Accommodations: InterContinental Toronto Centre 225 Front Street West, Toronto, Ontario M5V 2X3 Phone: Contact Us: Paul Preston, Associate Director // Meeting Objectives: Explore the state of innovation in Canada and the provinces, and how we compare to international jurisdictions Identify steps to build an adaptive and dynamic organization that can respond to the increasing pace of change Learn how emerging technologies and business models are disrupting and shaping all aspects of life, and what our organizations can do to respond Amanda Pelkola, Coordinator, Executive Networks x463 //

2 Monday, September 28 th, 2015 Meeting Location: Metro Toronto Convention Centre - Room 203B Room 203B 1:30 p.m. Welcoming Remarks and Top Priorities Paul Smith, Vice-President and Centre Manager Xerox Research Centre of Canada 1:45 p.m. Presentation and Roundtable: The Innovation Imperative Brian Cookson, President and Managing Director RDP Associates Inc. Innovation can be a difficult concept to navigate and implement. In this session, Brian will explore three case studies; each case study will illustrate how different organizations implemented an innovation strategy to improve their business. 1 st Case Study A Canadian software company that had 125 staff when we met them. They were a one product company and had been in business for over 10 years since they formed as a start-up. When we met them they were well managed and had achieved good success in the first 10 years of business. However in the last three years their revenue and profits were flat. They were concerned they were not growing and that their product might be susceptible to competition and disruption. 2 nd Case Study A food and beverage company in Scotland had approximately 250 staff members. They are well managed and work with universities on R&D projects. They felt they needed to do something different. Upon our improvement assessment, the supply chain was weak in terms of their existing practices (no discounts being taken or asked for, relevant KPI s and targets were lacking). Another area was how to tender for work when price seemed to be the only deciding factor. 3 rd Case Study Lessons learned from a professional service company and a government organization; How to effectively use small teams How to keep the momentum going and employees engaged How to communicate innovation to the organization 3:15 p.m. Networking/Health Break 3:45 p.m. Presentation and Roundtable: Capacity Building and Strategies for Innovation Commercialization: Optimizing IP Law in Practice Karima Bawa, Senior Fellow The Center for International Governance Innovation (CIGI) Myra J. Tawfik, Senior Fellow The Center for International Governance Innovation (CIGI)

3 Canada rests a lot of its hopes on the strength of IP intensive ventures. However, these ventures struggle to optimally leverage their IP. To overcome their challenges, these ventures need to have the right IP strategies and be properly equipped with the necessary IP legal tools and resources to succeed and prosper in the global economy. However, surveys indicate that Canada s IP intensive ventures have limited IP legal literacy and can t often access affordable IP legal services, especially at their earliest start-up stages. Finally, overall expertise in IP strategy and IP management is weak in this country. Myra and Karima will discuss these existing IP legal gaps in Canada s innovation ecosystem. They will offer suggestions for capacity-building in IP strategy and IP legal services to enable Canadian ventures to compete effectively in increasingly complex domestic and international legal environments. 5:00 p.m. Adjournment and Wrap-up Paul Preston, Associate Director, Innovation Policy 6:00 p.m. Group Networking Dinner Aria Restaurant Private upstairs space 25 York St, Toronto, On, M5J2V "Aria offers genuine Italian fine dining in a contemporary urban setting. Aria means air in Italian but also references the most Italian of art forms opera. Both these themes are evident inside Aria which boasts a dramatic 35 foot ceiling and is situated adjacent to the Air Canada Centre and Maple Leaf Square." Tuesday, September 29 th, 2015 Meeting Location: Metro Toronto Convention Centre - Room 204 known as the Summit Room JOINT EVENT: CIO Council, Council on Information and Knowledge Management, Council for IT Executives and the Council for Innovation and Commercialization Room 203B/203D 8:00 a.m. Networking Hot Buffet Breakfast Summit Room (204) 9:00 a.m. Welcome and Opening Remarks Paul Preston, Associate Director, Innovation Policy 9:15 a.m. How Canada Performs: Putting Innovation in Context Daniel F. Muzyka, President and Chief Executive Officer

4 The Conference Board defines innovation as a process through which economic or social value is extracted from knowledge through the creating, diffusing, and transforming of ideas to produce new or improved products, services, processes, strategies, or capabilities. Countries with the highest overall scores have successfully developed national strategies around innovation, giving them a substantial lead over their peers in one or more areas. Canada is well supplied with good universities, engineering schools, teaching hospitals, and technical institutes. It produces science that is well respected around the world. But, with some exceptions, Canada does not take the steps that other countries take to ensure research can be successfully commercialized and used as a source of advantage for innovative companies seeking global market share. Canadian companies are thus rarely at the leading edge of new technology and too often find themselves a generation or more behind the productivity growth achieved by global industry leaders. Dr. Muzyka will discuss the state of innovation in Canada, drawing specific reference to how our country has responded since the recession period. He will provide his perspectives on what we are doing right and wrong in this country, and will make a firm call to action for all leaders in Canada - we need to innovate if we are to remain a competitive nation. 10:30 a.m. Networking/Health Break 11:00 a.m. Keynote Presentation: Innovation a Canadian Imperative Jim Balsillie, Former Chairman and co-ceo RIM (BlackBerry) Canada s social and economic well-being depends critically on the capacity of our businesses to innovate. Our dismal innovation performance puts Canadians long-term quality of life at risk. Our speaker has argued that improving Canada s innovation performance will require creation of Canadian-specific private and public framework designed to capture wealth from Canadian ideas. He will provide insights on the challenges and opportunities facing Canada in the innovation economy and offer ideas about what public and private sector leaders can do to compete more effectively in the global innovation economy. Room 203B/203D 12:00 p.m. Group Networking Lunch Summit Room (204) 1:00 p.m. Building Adaptive and Dynamic Organizations Through Knowledge Management Jim Lee, Senior Advisor, Knowledge Management American Productivity and Quality Center (APQC) Whether or not an organization chooses to implement knowledge management, it will most certainly continue to learn and to evolve or in the absence of that the organization will disappear. The rate of learning will be largely dependent upon how accessible the expertise resident within the organization and external to it, will be applied. Without a well-formed knowledge management strategy, the best one can hope for are random

5 acts of improvement. Beyond a deliberate knowledge management strategy organizations must also be flexible and adaptive enough to take advantage of the changing nature of connections, collaboration, and expertise sharing. That is, to re-use the best practices known in knowledge management while simultaneously innovating practices and approaches that acknowledge the learning from all participants, younger and older, experienced and newly-hired, and legacy and emerging technology. This session will provide an opportunity for attendees to experience knowledge management in action; learn about the structure of knowledge management strategy; and learn about the unstoppable migration of controlled peer-to-peer knowledge sharing. 2:15 p.m. Networking/Health Break 2:45 p.m. Workshop Session Identifying and Harnessing the Creativity, Knowledge and Expertise of People in Your Organization Many factors contribute to successful innovation, but it begins with harnessing creativity and knowledge. Organizations that stimulate creativity and idea-sharing and draw on employees knowledge and expertise can improve innovation performance, but only if they are able to capture and manage the ideas, knowledge and expertise that emerge. What can firms do both to stimulate creativity and sharing, and to capture the results of that creativity and sharing for innovation? In this interactive workshop facilitated by Janice Francisco, participants will be invited to discuss their knowledge management challenges, opportunities and best practices, and learn what others do to address similar challenges and pursue opportunities successfully. Facilitated by: Janice Francisco, President, BridgePoint Effect 4:00 p.m. Information Bombardment: Rising above the Digital Onslaught 5:15 p.m. Adjournment Nick Bontis, Professor, Strategic Management, McMaster University and Director of the Institute for Intellectual Capital Research Information bombardment is the single most damaging threat to productivity and the ability of an organization to harvest its intellectual capital. But, it doesn t have to be this way. Why not transform this threat into a sustainable competitive advantage for you and your firm? During this enlightening and action-packed keynote presentation you will learn how to: cope with information bombardment improve your ability to manage change lift productivity and efficiency speed up innovation through collaboration achieve industry leading competitiveness determine what leadership action you can take tomorrow