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GPT Management Ltd.

Mémoires — GPT Management Ltd.

Note importante : Le contenu des mémoires et des résumés est de la seule responsabilité de la personne et / ou de l'organisation qui les a rédigés. L'affichage du contenu ne signifie pas que le groupe d'experts appuie ou approuve les propos énoncés. Les mémoires et les résumés sont affichés dans la langue dans laquelle ils ont été rédigés.

Soumissionnaire (s) : Cornford, Alan

Résumé : The current investment ratio among public R&D, private R&D and PPP R&D processes that make up the Canadian Knowledge Management, Innovation and R&D ecosystem are not internationally competitive and as a result we are losing 25% compared to countries such as Finland for each new dollar invested in Canadian R&D. We have the wrong recipe and more investment in the current ratio will make things even worse. As one proxy, the flow of outputs from each of these processes per $100 million of public, private and PPP R&D performed is 6, 66 and 52 patents respectively (based on US NSF, AUTM and Tekes data over more than a decade). A move towards more PPP R&D is therefore very important. To increase our competitiveness (productivity + innovative capacity + leverage) we must increase private/public partnership (PPP R&D) collaboration — but it must be driven by 'local commercially relevant industry 'pain' using a 'pain board' — reversing the current focus from 'linking from university out' to "linking from industry into the university and public labs' — while also providing graduate employment and new product opportunities locally. This is how Finland gains increased leverage up to 15x over non-partnered public R&D — and we can do it too — but the R&D must align with local company 'pain'. And — of most importance — the strategy does not require any increase in R&D investment over current levels!

Version complète du mémoire : Version PDF