The National Research Council Canadian Photonics Fabrication Centre (NRC-CPFC) supports the growth of the photonics sector by providing commercial grade foundry services.
In this section you will find more information about NRC-CPFC.
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About NRC Canadian photonics Fabrication Centre - CPFC-CCFDP - NRC-CNRC - 0 views
Inno-centre | Aide au démarrage d'entreprises technologiques - 0 views
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Comparative study technology incubators in Quebec and abroad - 6. Evaluation ... - 0 views
Centre for Intellectual Property Policy - McGill - 0 views
Centre de recherche Interdisciplinaire sur les Technologies Émergentes - 0 views
Eastern Bloc | Centre de production & d'exposition en nouveaux médias - 0 views
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Centre d'entrepreneurship Poly-HEC-UdeM - Nouvelles - 0 views
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Tactus Scientific (hors concours) 1er prix, division Est de l’île de Montréal et la finale régionale de Montréal. Fondateurs : Ivan Pavlov et François Bergeron Établissement : HEC Montréal Domaine d’expertise : conception, production et commercialisation de détecteurs tactiles de mouvements de forces ultra-précis pour des applications scientifiques, médicales et industrielles.
CGP - Centre of Genomics and Policy - 3 views
www.genomicsandpolicy.org/MembreInfo.cfm
law open source biomedical McGill assistance help person legal
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Innovation Canada: A Call to Action - Review of Federal Support to Research and Develop... - 1 views
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Canada has a solid foundation on which to build success as a leader in the knowledge economy of tomorrow
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innovation is the ultimate source of the long-term competitiveness of businesses and the quality of life of Canadians
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We heard that the government should be more focussed on helping innovative firms to grow and, particularly, on serving the needs of small and medium-sized enterprises (SMEs)
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innovation support is too narrowly focussed on R&D – more support is needed for other activities along the continuum from ideas to commercially useful innovation
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whole-of-government program delivery vehicle – the Industrial Research and Innovation Council (IRIC)
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includes non-labour costs, such as materials and capital equipment, the calculation of which can be highly complex
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the base for the tax credit should be labour-related costs, and the tax credit rate should be adjusted upward
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facilitating access by such firms to an increased supply of risk capital at both the start-up and later stages of their growth.
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encouragement of innovation in the Canadian economy should become a stated objective of procurement policies and programs.
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Innovation Advisory Committee (IAC) – a body with a whole-of-government focus that would oversee the realization of our proposed action plan, as well as serve as a permanent mechanism to promote the refinement and improvement of the government's business innovation programs going forward.
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focus resources where market forces are unlikely to operate effectively or efficiently and, in that context, address the full range of business innovation activities, including research, development, commercialization and collaboration with other key actors in the innovation ecosystem
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the closer the activity being supported is to market, and therefore the more likely it is that the recipient firm will capture most of the benefit for itself.
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Still stack with the old paradigm of the "knowledge economy" http://en.wikipedia.org/wiki/Knowledge_economy My opinion is that we're moving into a know-how economy.
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The Energy Efficiency of Trust & Vulnerability: A Conversation | Switch and Shift - 0 views
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When we don’t trust, we exert a lot of energy to keep up our guard, to continually assess and verify. This uses a lot of energy and time.
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As we let ourselves be vulnerable, we also leave ourselves more open to new ideas, new ways of thinking which leads to empathy and innovation.
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It lets us reallocate our resources to what matters and utilize our skills and those around us to increase effectiveness…impact.
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If we are working together, we need to agree on the meaning of ‘done’. When are we done, what does that look like?
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As the ability to replicate something has become more of a commodity, we are increasingly seeing that complex interactions are the way to create ‘value from difference’ (as opposed to ‘value from sameness’).
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Efficient systems are great at dealing with complicated things – things that have many parts and sequences, but they fall flat dealing with complex systems, which is most of world today.
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When we never do the same thing or have the same conversation twice, it becomes much more important to figure out why and what we do than how we do it (process, which is a given)
Aéro Montréal - Québec's Aerospace Cluster - 0 views
SAJE Montréal - Centre of excellence in entrepreneurship - 1 views
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Innovative schemes for open innovation and science 2.0 INSO-4-2015 - 0 views
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assist universities to become open innovation centres for their region in cooperation with companies, realising the ERA priorities, and to enable public administrations to drive innovation in and through the public sector.
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help universities, companies and public authorities to enhance their capacity to engage in science 2.0 and open innovation.
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effective linkages for innovation between universities and companies and other employment sectors, and provide freely accessible innovation training platforms, including digital platforms.
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develop or (further) implement open innovative schemes to strengthen linkages between academia, industry and community
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Research institutions together with companies are expected to build sustainable structures which help to absorb needs of users and thereby become co-creators of new solutions. SMEs should be encouraged to participate.
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developing curricula and providing freely through online platforms, possibly combined with other delivery mechanisms, innovation training for public administrations and researchers.
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Tyddyn Teg - Tyddyn Teg - 0 views
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The Tyddyn Teg cooperative has eight members and some lovely volunteer helpers. We share a commitment to the importance of quality local food and the challenges of sustainability in the twenty first century. We see ourselves as part of the global family of small farmers and aim to become a practice based centre for research and education for sustainable local food production. Our primary objective has been to maintain vegetable production and meet the needs and expectations of our veg box customers. In this we have had a great deal of help and advice from John and Pippa (who were the previous owners of the farm). We are also supplying vegetables to Moelyci Shop and Dimensions Shop in Bangor. Our aims over the coming years are: Expand and improve our vegetable growing Develop the Farm to support WWOOFing Create new spaces for events Open opportunities to have a small scale restaurant/cafe on the farm Establish a luxury camping business where people can come and stay Provide a living wage to every member of the cooperative
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Centre Ecologique Albert Schweitzer (CEAS) - Des innovations low-tech au serv... - 0 views
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Le CEAS collabore étroitement avec un large réseau de Hautes Ecoles et d'Universités. Ensemble, ils imaginent des techniques à même d'offrir des perspectives d'avenir aux familles, microentreprises et collectivités publiques du continent africain. Cette particularité a permis à l'ONG de capitaliser et de mettre à disposition des technologies appropriées. Dans une démarche open-source, elle souhaite mettre ces innovations à disposition de ceux qui pourraient les exploiter.
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Permaculture Principles | Design Principles - 1 views
permacultureprinciples.com/principles_business.php
permaculture principles design business resilience paper
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A post-peak world will depend on detailed observation and good design rather than energy-intensive solutions.
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a shift to storages of parts and materials, as well as the need to financially not be so dependent on debt financing
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work slower with more financial reserves and take less risks, not building beyond what the company’s financial resources can support.
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either to not borrow any money at all, or to borrow so much money that you can’t fail, being bigger than the people you borrow money from, so they have a vested interest in your succeeding!
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see things that are flowing past and through the business that others don’t see as being a resource and having no monetary value as being valuable.
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any intervention we make in a system, any changes we make or elements we introduce ought to be productive
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A well-designed system using permaculture principles should be able to self-regulate, and require the minimum of intervention and maintenance, like a woodland ecosystem, which requires no weeding, fertiliser or pest control.
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moving from “we’re just obeying the law” to being proactive, acting before you get hit over the head with regulation and other vulnerabilities.
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The emerging opportunities for businesses are things that are renewable. Renewable energy sources are the ones that will ensure a business’s stability in the long run. We can also broaden the concept of renewable resources to include things like goodwill and trust, things which a business can rebuild with good husbandry. Most business doesn’t just depend on law and competition, trust is at the heart of much business and it is very much a renewable resource.
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The concept of waste is essentially a reflection of poor design. Every output from one system could become the input to another system. We need to think cyclically rather than in linear systems.
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keep a clearer sense of the wider canvas on which we are painting, and the forces that affect what we are doing.
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ask how is what we are doing part of a bigger picture, the move away from globalisation and towards the local, taking steps back from the everyday.
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This can be done firstly by allowing space for Devil’s advocates, for black sheep, for hearing the voices of those outside of the dominant culture of the organisation and secondly by looking from a holistic perspective of how things interconnect, rather than just relying on experts who are embedded in detail. It emphasises the need to value the generalist, to give value to holistic thinkers.
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Solutions are to be found in integrated holistic solutions rather than increased specialisation and compartmentalisation
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The challenge here is to move to seeing business as being part of the geographical community, as being rooted in place, rather than just part of a globalised community. At the moment for many larger businesses, the local is something one pays lip-service to as a source of good PR, something one is passing through, rather than actually being an integral part of the community.
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This is a profound structural challenge for large organisations. Part of the resilience of the organisation comes from the degree of lateral integration. Resilience is in all solutions, it is the characteristic of ecological systems. If we apply these principles, resilience is one of the emergent properties
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new opportunities are very hard to understand and exploit from a macro level perspective, and are much better done from small scale perspective. It is here that the idea of appropriateness of scale becomes key.
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have a diversity of small businesses, local currencies, food sources, energy sources and so on than if they are just dependent on centralised systems, globalisation’s version of monoculture.
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In the short term this kind of diversification could reduce profits, but in the longer term it will be more secure
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this is about the reverse of specialisation, about having a mixed portfolio, and presents a big culture change for businesses.
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it is a good strategy for business to keep a diverse portfolio of what sustains the business, keep some things that appear to be peripheral. They may not at this stage appear to be a serious part of how the business is run, but in this new world they will increasingly become so
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the point where two ecosystems meet is often more productive than either of those systems on their own.
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It is important that the business has as many fingers in as many pies as possible, as many interfaces, and recognises that every person working for the business represents it in the community.
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Remaining observant of the changes around you, and not fixing onto the idea that anything around you is fixed or permanent will help too.
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A healthy approach is to start with no complete plan, to allow the process to be emergent. This is not a time when we can work to a rigid plan as conditions will change so fast. Organisations will need to stay on their toes, without rigid management.