Committee
Consult the user guide
For assistance, please contact us
Consult the user guide
For assistance, please contact us
Add search criteria
Results: 1 - 15 of 59
Vicki Saunders
View Vicki Saunders Profile
Vicki Saunders
2020-07-07 15:12
Thank you very much.
I'm Vicki Saunders, founder of SheEO. Good afternoon. Bonjour.
I started SheEO. I'm just going to give a quick overview of SheEO, how we're dealing with what's happening with COVID and the opportunity going forward afterward.
For those of you who may not be familiar with our organization, we started in Canada five years ago, and we are a complete redo of venture capital. If you were starting all over again and it was designed by women, it would look 100% different from what it looks like currently in the world.
We designed and started this organization to solve the major challenge on the planet that 51% of the population gets 2.2% of the capital out there in the world. It is a global challenge, and it leaves us in a world that's designed mostly by men for men. There are just so many things missing from the existing world that we're living in. Structures and systems are so deeply biased, and that's not a future I want to live in, and so we're tackling this big challenge with SheEO.
We are women who come together in a pretty unique way. We have this model of crowdfunding and crowdsourcing. Hundreds of women in each country come together and each contribute $1,100 as a gift. That money is pooled together and it's loaned out at 0% interest to women entrepreneurs who are working on the sustainable development goals with their businesses. Every business that we fund is majority woman-owned and woman-led, is working on the SDGs and has export potential in its business and revenue generating.
So far, we are in five countries with this model. We have exported it from Canada to the U.S., New Zealand, Australia and the U.K., and we have 70 countries around the world that have reached out to replicate this model. We provide 0%-interest loans to women entrepreneurs, who pay it back over five years, and then we loan that money out again. Instead of the economic model that we have in the world right now, under which people invest to get a 10X return, a huge return, and then hold onto that capital and accumulate it so that we have more and more inequality in the world, we have a model whereby women actually gift their capital forward and then they bring all of their other capital—their social capital, their buying power, their networks, their expertise and their influence—to help these businesses grow.
It's a pretty fun model to be part of. If you're an activator in our network, which is what we call you when you contribute capital, you vote for the ventures that you care about, so we have a 100% democratic selection process. We don't have some expert panel with all of the biases that come with it, some investment committee deciding on what's the hottest and latest; we have the intuition of hundreds of women deciding which ventures are creating incredible innovations to solve major challenges we're facing. Then we get behind them with everything we've got to help them grow.
This ecosystem-based approach has created unbelievable resilience in our network during COVID. We have not had a single business go down. We have funded 68 ventures; we have $5 million loaned out, and we have a 97% payback rate. As soon as COVID hit, one of the first things we did was to gather all of our ventures together globally, to get them all on a call and do a quick triage of red, yellow and green—how they were doing—and we put our resources into the ones that were in the red bucket right away, to help them.
These are things like the venture in Calgary that hires homeless people to do laundry for restaurants all across the city and pays them a living wage, an amazing model called Common Good. With the pandemic, 95% of their revenue was lost in the first day because all of the restaurants closed. She got onto the call—a bucket of tears, I have to say, and it was a really emotional moment—and said, “What am I going to do? I can't actually lay off homeless people during this moment. It's terrible,” and ventures in our network came together and said, “What do you need? How much is your payroll for this month?” and they loaned her money, so that she could get through and figure out how to pivot her business.
We have story after story like that across our network, of women coming together because—we call this whole thing radical generosity—we are here to support each other, and that day it was to figure out how we could make sure no one lost jobs and no businesses went down. It's a community commitment we made to do this, so I'm probably a bit of a good-news story of what's going on here. Part of the challenge, however, is that….
I've been thinking, I did a presentation to the Standing Committee on Finance a few weeks ago. I just found myself trying to find what was the simplest, easiest.... I know you have a million things on your plate. I'm so grateful that you're all in these rooms and not sleeping like the rest of the government officials that I know. I think you've done an unbelievable job during COVID.
If you just look at all the different possible things you can do, I would love to encourage all of you there today to please do whatever you can to solve this child care nightmare that we continue to live with every single year. This is one of the easiest things on the planet to solve. If women and men were at the table when we designed our structures, we would have solved this right up front because it's not a hard thing to solve.
Women who have children and are at home are in a world of pain. Women entrepreneurs are in a world of pain with this. What is happening during COVID is going to adversely affect women in so many different ways because people are having to decide whether they are going to keep their business or take care of their kids.
How do you deal with these issues?
The demand for these services is massive. We've noticed that our ventures are really struggling with this. With the number of relief mechanisms that the government has put forth.... For example, we have an amazing agricultural innovator out on the east coast. She's able to get a wage subsidy to hire somebody or to keep someone on her staff, but what she really needs is to be able to use that money for child care. She's not allowed to do that.
She can hire someone to do the job that she wants to do, but she can't actually hire someone to do child care. There are a lot of these biases built into these relief structures because we don't value unpaid care. We've monetized all of these different elements of our markets. I think this is the one thing that I would love to really focus on.
I also, on a go-forward basis, would love to see more focus, from a government perspective, on innovation being outside the tech space. This process innovation that we've created with SheEO of not just using financial capital to create jobs and economic prosperity, but also actually bringing all the other resources that we have in play—our influences, our networks and our expertise—leads to unbelievable outcomes.
I just want to share something very quickly. In the last year we have received women's entrepreneurship funding from Minister Ng's department to help us get this model scaled. In the last year, we created 276.4 jobs in Canada across our 27 ventures and through SheEO. We got $750,000 from the federal government. That is the equivalent of $2,164 per job that's being created. I'd love to see anyone try to match that in what we're doing.
Women are amazingly capital efficient. It's unbelievable. What we can do with a small amount of money is insane. When you are looking at other models and process innovations as you are out there looking at new economic models, I hope you will pay attention to SheEO going forward.
I have a little deck that I'm going to forward after it's translated into French.
Thank you very much.
Sherry Cooper
View Sherry Cooper Profile
Sherry Cooper
2020-06-18 16:59
I just want to touch on something we haven't mentioned yet, which is the sectors that government can definitely help to grease the skids of economic development. Sectors that will be very important in the growth of the next wave of technology innovation are telemedicine, which we're all engaged in right now; big data; artificial intelligence; cloud services; cybersecurity, a big government issue; and 5G. Compound that with enhanced broadband and computers for everybody and inexpensive tablets for kids. All of that is very important.
Fanny Sie
View Fanny Sie Profile
Fanny Sie
2020-06-05 14:23
This pandemic has exacerbated many existing gaps in our health care system while showing the immense value that the life sciences sector brings. Issues such as system capacity, lack of virtual care and data fragmentation across the country are igniting a pressing demand for sustainable change. We have started to see incredible flexibility and leadership in our health system's immediate response to the pandemic. However, it's important to use learnings from this crisis to catalyze meaningful long-term change.
As we shift the focus to recovery, there are great opportunities to accelerate innovation and move our country forward. The future of life sciences in Canada is extraordinarily bright. There are many actions that the government can take to promote growth at home and abroad.
First, the federal government should revive the health and biosciences economic strategy table. The announcement of the industry strategy council is a good start, but we encourage the government—with input from industry, patients and other sector stakeholders—to revitalize this work to identify specific and measurable next steps. It's also important to acknowledge the need to rethink some of the recommendations in the context of pandemic planning and of building our capacity for the next potential crisis.
Second, a strong data ecosystem is a key success factor in the response to COVID-19. The pandemic has exposed significant limitations in the ability to collect, access, integrate, share and analyze high-quality data. It has also magnified concerns that data cannot be easily compared between jurisdictions, as each province uses different data collection methodologies, standards and policies. Furthermore, most provincial data is publicly inaccessible and incomprehensive. We believe that we can win this fight through the sharing of safe and secure health care data and knowledge, abiding by local privacy laws, to better inform patient care and health system decision-making.
Lastly, there needs to be an increase in investments in programs like the Scale AI and the digital superclusters that Roche is very proud to be a part of. COVID-19 has demonstrated the catastrophic effects to both patient health and the economy as a result of a lack of constant innovation in our sector. By rewarding innovation and increasing investment into innovative technologies, such as genomic sequencing, cloud computing, digital health tools for remote patient care and monitoring, as well as medicines that deliver superior outcomes, we stand to deliver unprecedented value in both health benefits for patients and economic growth for our country. These technologies will position Canada as a leader in personalized health care and allow us to provide patients with exactly what they need from their health care systems.
Whether through diagnostics, medicines or insights, Roche is a committed partner, helping to navigate and ultimately end the COVID-19 pandemic. The life sciences sector has the amazing potential to lead the economic recovery of this country. Healthy Canadians bring a healthy economy. Through collaboration with patients, patient organizations, companies like Roche and the government, we can mobilize these ideas into action.
Thank you very much for your time today. We are happy to address any questions you may have.
View Sébastien Lemire Profile
BQ (QC)
Thank you, Mr. Chair.
In your remarks, you mentioned a number of support programs for industry and innovation, including the Industrial Research Assistance Program, the Strategic Innovation Fund, Canada's superclusters, Innovative Solutions Canada, and several others.
Do you have the feeling that those programs have been well used? In a situation of recovery and long-term vision, which are likely to become permanent, in your view?
Mitch Davies
View Mitch Davies Profile
Mitch Davies
2020-06-05 11:17
I would say that it was identified at the earliest stage that these industrial support programs and research and development programs would be key tools to mobilize Canada to respond to COVID. In fact, I would highlight the support that we've been able to generate through the innovation superclusters across Canada, which have now dedicated some $55 million to a variety of projects that are very critical in terms of meeting the needs for critical equipment and also to develop solutions to the challenges that we're now facing. These programs came into use, and they have been able to channel their support to this current challenge and have been quite effective in that regard.
I would also say that the NRC IRAP network, which is a long-standing, very solid network across the country with over 200 advisers, has been very helpful in connecting supply and demand and unlocking the potential of our innovators to solve the problems we're facing here in Canada.
Roger Scott-Douglas
View Roger Scott-Douglas Profile
Roger Scott-Douglas
2020-06-04 15:54
Thanks very much, Mr. Chair, committee members and other witnesses. It's a pleasure indeed to be here.
I'm Roger Scott-Douglas, secretary general of the National Research Council. I'm very happy to be joined today by David Lisk, vice-president, industrial research assistance program; Jean-François Houle, the vice-president responsible for our COVID pandemic challenge response program; and Lakshmi Krishnan, director general, human health therapeutics branch.
Like others, I will begin by briefly explaining a little bit about the National Research Council.
We are the largest federal science organization, with close to $1.2 billion in expenditures. Over the course of the last 104 years that we've been existence, we've served as an instrument of the federal government in trying to find scientific and technological solutions to significant challenges, which is very much the call of the moment. We do that in two principal ways. We have a research and development side where over 2,000 scientists, engineers and technicians work in 14 research centres across 22 sites. On the IRAP side, the industrial research assistance program side, we also have about 400 people of whom 255 are industrial technology advisers working with close to 8,000 firms annually—high-potential, early-stage innovative firms that are so important to the innovation economy of the country.
In the context of COVID, the National Research Council, as part of the Prime Minister's announcement of the $1 billion that's been given over to COVID, received funding and support for, effectively, seven measures, which I would like to briefly outline. Then my colleagues and I would be most interested in answering any questions that members might have. I'll walk through each of them at a very high level, explaining a little bit of what lies behind them. I might, before getting into those details, talk about the important work the National Research Council, along with other science organizations across the country, has tried to provide to the community.
We've had over 350 requests for technical advice, for short-term support for companies, to provide such things as the quality assurance on N95 masks that the Public Health Agency has asked of us, and for other measures that support the community, individuals, the provision of personal protective equipment, and so on and so forth. This I say only to show how connected we are with both the larger federal group as well as communities across the country.
In terms of specific measures, I'll run through the seven key things.
The first—and this is Jean-François Houle's responsibility—is the pandemic response challenge program. We were fortunate enough to receive $15 million in the medical countermeasures announcement by the Prime Minister. There are essentially four themes or pillars to that work. All of these are collaborative programs where the National Research Council scientists pair up their expertise with individuals in academia and the private sector to come up with technological and scientific solutions to these challenges. These are short-term applied scientific efforts. The first theme is around rapid detection and diagnosis. The second theme is around therapeutics and vaccines. The third theme is monitoring and surveillance, data analysis, tracking for testing and that kind of thing. The fourth is around enabling adaptive responses, including innovative solutions for the delivery of health care. We have in the organization both the human health therapeutics branch, of which Lakshmi is the director general, and also the medical devices lab, which Jean-François will be able to speak about.
The second big thrust is the announcement of, in total, about $44 million that will be used by the National Research Council to upgrade and enhance the capacity of our Royalmount biomanufacturing facility.
It's currently a research lab. We're going to be upgrading it such that it obtains levels of good manufacturing practices and enables us to provide testing for promising vaccine candidates. Ultimately, once a candidate has been found, we hope it provides the successful industrial production for first responders and so forth.
We have three vaccine collaborations as well, with VBI Vaccines , an Ottawa-based company with an attachment to Massachusetts; VIDO-InterVac from the University of Saskatchewan; and CanSino Biologics in China, which is one of the leading international vaccine researchers.
In addition to that, on the IRAP side, which I mentioned Dave Lisk was responsible for, we're working with Innovation Canada under the innovation solutions Canada program. We have been given $15 million to set up challenges for which innovative SMEs and others will provide technological solutions. We've launched three challenges so far, surveying and assessing quite a few proposals for low-cost sensors, for diagnostic kits and for made-in-Canada filtration material. We'll be launching a couple more in the days ahead.
In addition to that, IRAP has kind of red-circled, if I can put it that way, and reallocated $12.5 million of its budget to help innovative SMEs develop proposals for the kinds of products necessary for the COVID response, such as PPE, testing diagnostics, and tracking and detection products, and that kind of work. We've also organized subject matter expert teams around those broad themes to provide expert analysis when we can.
The next area, the wage subsidy, is a very significant support. Several of the witnesses have spoken about it. Some groups fell between the gaps, particularly early-stage pre-revenue innovative firms, high-potential firms. The government has provided $250 million to IRAP for the innovation assistance program, which effectively provides highly qualified personnel with a wage subsidy—it's about $10,000 per employee, retroactive to April 1—with the idea of delivering the program as quickly as possible. Unlike others, it is not an entitlement program; it's a discretionary program. We're evaluating firms with the highest potential to go forward. We're happy to say that as of May 28, we have already established 1,939 contribution agreements for close to $200 million.
The final thrust of work, which is a critically important part of our future, is youth, particularly those highly qualified future STEM innovators. In that regard, we have a couple of very important programs under way. The government has a long-standing youth employment program. It was topped up to the extent of about $153 million—IRAP will have a portion of that—and will be targeting SMEs, meeting their needs to keep graduates. Within the National Research Council, we have a need to bring on STEM grad students and post-docs, and we've allocated $7.5 million to do that.
Thank you very much.
Ghislain Gervais
View Ghislain Gervais Profile
Ghislain Gervais
2020-05-26 18:01
Since February 2016, I have been president of Sollio Cooperative Group, formerly known as La Coop fédérée.
Supply chains and food self-sufficiency are issues of great concern to us. In operation for nearly 100 years, Sollio Cooperative Group is the only Canada-wide agricultural supply cooperative. We represent more than 122,000 members, agricultural producers and consumers in 50 traditional agricultural and consumer cooperatives.
We have more than 15,000 employees in our three divisions: Sollio Agriculture supplies farms; Olymel specializes in pork and poultry farming and processing; and BMR is one of Quebec's leading retailers of construction materials and hardware.
Last year, our cooperative surpassed $7 billion in consolidated sales, and this year we will surpass $8 billion.
Having said that, I think it is important to bear in mind that our supply chains were under strain even before the pandemic, because of the strike at Canadian National, or CN, and the rail blockades, to say nothing of access to the Chinese market.
Agricultural producers and food processors are feeling the repercussions of the pandemic, which must be limited to protect the supply chain.
At Olymel alone, costs to date amount to more than $20 million, not counting lost market margins. While unforeseen costs mount—costs we assume in their entirety—American processing plants are receiving direct government assistance to stay open.
Recently, we urged governments to create a specific assistance program to ensure the agri-food sector's viability and the food security of Canadians. Measures announced since then by the Canadian government are a step in the right direction, but still clearly not enough. The government must above all not presume that we will be able to withstand a second wave of the pandemic if the dire needs that became obvious during the first wave are ignored.
We have already learned some lessons, and I'd like to take this opportunity to share our thoughts with you. We have defined areas for action that correspond to our vision of the economic recovery to be undertaken. Our aim is to help the agri-food chain face current and future challenges.
First, there is the increase in productivity, which goes hand in hand with infrastructure automation and robotization.
Second, greater food self-sufficiency is necessary, but agri-food exporters must also be supported through investments in food processing.
Developing the vitality of the regions is also an important aspect of the recovery, in particular by stepping up the deployment of adequate telecommunications infrastructure.
Our fourth area for action is support for a more sustainable economy which we believe involves significant support for the digitization and performance of agriculture.
Another avenue to consider is the promotion and support of the cooperative model, which has proven its worth and makes it possible to develop large-scale companies. The cooperative business model also reflects Canadian values.
Promoting the frontline trades represents the last, but not least, area for action. There are still labour shortages despite our current unemployment rates. The last few months remind us how essential the frontline trades are to our businesses and that they need to be supported.
These are the avenues we are proposing to ensure your support is well targeted and our supply chains are protected. They are necessary in order for Canada to increase its food self-sufficiency, but also to protect its capacity and its reputation as a world-class exporter, which have recently suffered.
I thank you again for your invitation. I would be pleased to answer your questions.
Ghislain Gervais
View Ghislain Gervais Profile
Ghislain Gervais
2020-05-26 18:23
Attaining food self-sufficiency will require investment in innovation.
It is important to know that operating margins are very slim in the agri-food industry. When something like COVID-19 happens, it is almost a perfect storm because the margins disappear.
We need innovation. To innovate, with robotics and modernized infrastructure, will need significant investments. However, when there is already no leeway, investments like that are more difficult because people cannot afford them. Whatever the situation, it will require innovation.
An agri-food innovation zone could be created. The potential for Canadian agri-food is immense. Canada has 37 million acres under cultivation. The Netherlands, with 2 million acres under cultivation, produces 11.2 times more agri-food value than Canada. An investment in this sector could increase that value and benefit the entire chain.
The potential is huge, and we could be part of the whole agri-food chain. It would have a major impact in all regions of Canada, build confidence in everyone involved and encourage them to invest more. It would have a snowball effect.
It could help to improve Canada's reputation as a supplier of safe and reliable food for its people, and help us continue to expand our reach into export markets.
Jim Balsillie
View Jim Balsillie Profile
Jim Balsillie
2020-05-25 14:04
Thank you, Madam Chair and committee members, for the opportunity to present today.
I'm the chair of the Council of Canadian Innovators, a national business association composed of over 120 chief executives from Canada's fastest-growing technology companies.
In March and April our council advocated for supporting high-growth technology firms that are negatively affected by the crisis. We first asked the federal government to create the Canada emergency wage subsidy for our members, and then to extend it from 10% to 75% of payroll costs. We also successfully advocated for the strategic use of programs such as IRAP, SR and ED, SIF, and RDAs because the 30% decline test did not fit for certain types of high-tech companies. These programs are essential to preserve the employer-employee relationship.
It is critical that our innovators are not just surviving but working overtime during this downturn, because their companies will drive Canada's future prosperity in the changed economy that will emerge from this pandemic. We are grateful for the support measures to date and the efforts of your committee and the dedicated civil servants across the government, but we need help focusing the government's path forward on these additional priorities:
One, create an “innovation corps” that mobilizes thousands of our brightest co-op students who had their Silicon Valley job offers rescinded. CCI has created a tech talent radar portal to help connect thousands of recent graduates with Canadian innovators. The government can use this opportunity to reverse the costs of our enormous brain drain.
Two, implement the overdue IP collective to optimize the value of taxpayer investments into R and D, and help generate and protect new intangible assets created with the recent stimulus funding.
Three, create a national data strategy for our health care sector and other strategic sectors, including agriculture, smart cities, energy and mining.
Four, fast-track the adoption of national standards and regulations for digital identification, data sharing and cybersecurity to match the shifts to online service delivery and remote work.
Five, update the Investment Canada Act to prevent leakage of strategic IP at Canadian universities and research institutions, and data in strategic sectors, including health care, smart cities and agriculture.
Six, address both supply chain and value chain resilience, and maximize economic growth by reinventing procurement approaches that strengthen Canada's innovation ecosystem. Value chains are where Canadian innovative companies compete.
Seven, use domestic fintech firms to help distribute government stimulus loans just as the U.S., U.K. and Australia have done, and resume consultations on open banking so that Canadian fintech firms can play a meaningful role in modernizing our closed banking structure.
Canada's response to this economic crisis must be different from that to the great recession. Twelve years ago, our recovery was driven by high-priced Alberta oil, buttressed by voracious Asian demand. Today, oil prices have collapsed because of a supply and demand imbalance, with part of the demand reduction structurally permanent.
The foundation of economic renewal needs to be built through innovative Canadian companies commercializing their ideas to scale, and expanding their freedom to operate into global value chains for the knowledge-based and data-driven economies. Canada needs to diversify its products, not just its markets.
Using a traditional shovel-ready physical infrastructure lens, whether for roads, bridges or hockey rinks, to stimulate demand and drive productivity has no traction in the 21st century global economy where IP and data are the most valuable economic and national security assets. What Canada needs instead is a digital policy infrastructure that facilitates productivity, prosperity and security via global value chains.
Canada's policy-makers need to jettison the outdated and corrosive neoliberal orthodoxies that left us vulnerable. Policies rooted in 19th and 20th century economic thinking applied to the 21st century knowledge and data-driven economy have resulted in a 25-year slide in our national productivity, record household, corporate and government debt and, according to the IMF, a decade of reduced GDP per capita, while the United States' GDP per capita soared by 35%.
Crises always clarify priorities. The COVID-19 crisis generates an ironic opportunity for Canada, because it induces structural changes normally spread over years into a few months. By harnessing their proven ambition and ingenuity, Canadian innovators can help the Canadian government build an innovative, sustainable, inclusive and resilient national economy, but only if our governments put the wind at their backs and strategically use smart policy measures.
Thank you.
View Sébastien Lemire Profile
BQ (QC)
That's very interesting. I'm sorry to interrupt, but I'd like to put some other questions, particularly to Mr. Balsillie, whom I consider to be a defender of our national autonomy. We need only think of hockey clubs.
BlackBerry has a very secure system, and I would have liked to ask him how he sees the current challenges with respect to the security of our data. However, I'm going to talk to him about the topic of the day, which is the economy and our security. What legislative and economic measures should we put in place to promote our self-sufficiency and autonomy?
Also, what would be the advantage of investing in our local innovation companies, rather than in foreign companies to have them come here to Canada?
Jim Balsillie
View Jim Balsillie Profile
Jim Balsillie
2020-05-25 14:48
I would draw your attention to figure number 3 of the appendix that I supplied to each one of you. The challenge for Canada is that we misunderstood, in the era of liberalization of tangible trade, that we also needed a hands-on approach for intangibles. We have a 20- to 25-year backlog of strategies that we need to take, not the least of which are investment review, regulation of data, protection of sovereignty, protection of culture and protection of the economy. There is a large list of things that we need to do. Digital policy infrastructure, I think, is the urgent priority for Canada.
If you look at figure number 2 in my appendix, you'll see that in Canada's economy, the proportion of intangibles has not grown in 20 years, while it has soared around the world. I tie those two things together, and they imperil our sovereignty and our prosperity.
View Tako Van Popta Profile
CPC (BC)
Thank you, Madam Chair.
My first question will be for Mr. Balsillie. Thank you for being here.
You made the point, Mr. Balsillie, that Canada's productivity measures have been lagging for the last 25 years compared with some of our trading partners, but you said, and I hope I'm quoting you correctly, “Crises always clarify priorities.”
I like that optimism, but given this historic lag of productivity, is it realistic to think that Canada, in a post-COVID relaunch of its economy, can actually be competitive in the innovative space?
Jim Balsillie
View Jim Balsillie Profile
Jim Balsillie
2020-05-25 15:22
We can, 100%. We just have outdated policy thinking.
The whole world, 25 years ago, approached productivity as a two-legged race. There was neo-liberalism for the tangible economy, where you got rid of friction and had free trade, and then for the intangible economy, based on restriction, they built a set of digital policy infrastructures. Canada thought it was a one-legged race and the rest of the world ran it as a two-legged race. All I'm suggesting is perhaps we invoke the second leg.
That's what I mean by updated thinking. We have lots of experts, but they're not used because the keepers of the policy orthodoxy don't think it matters. What's the old expression? “I've seen the enemy, and the enemy is us.”
View Tako Van Popta Profile
CPC (BC)
Thank you. That's a good answer.
Still about productivity lag in Canada, do you see a correlation between Canada's lagging productivity growth on the one hand, and on the other hand our inability to grow homegrown technology companies from start-up to scale-up? That comes from your website, the distinction between start-up and scale-up.
Jim Balsillie
View Jim Balsillie Profile
Jim Balsillie
2020-05-25 15:24
I do, 100%, yes. The ideas economy is based on the principle of restriction. It's an abstract construct. Ownership is based on what are called marketplace frameworks. You can only be successful in the ideas economy and to scale in a way that moves the dial if you have a full and complete digital policy infrastructure that's created in what you call a public-private framework.
The whole world went hands-on 20 years ago when we went hands-off. We will only scale up and we will only reverse this productivity once we understand how the game is played and get rid of these corrosive neo-liberal approaches for the purposes of the ideas economy.
Results: 1 - 15 of 59 | Page: 1 of 4

1
2
3
4
>
>|
Export As: XML CSV RSS

For more data options, please see Open Data