Gillian Sudlow
Reflections on Building a Modern 21st Century ...

In Part I of this post, [Dr. Thomas Carey] offered reflections on the discussion paper Building a Modern 21st Century Workforce prepared for Fall 2024 consultations led by the Government of Canada’s Minister of Workplace Development. Those reflections were based on our experiences in the Workplace Innovation Network for Canada, fostering collaborations with workplace and higher education partners to advance employee-led innovation in Canada.

This follow-up post complements those previous reflections with insights specific to another emerging focal point for our current collaborations within Canada and beyond: Developing a distinctive role for Canada in Workplace Innovation Skills for Industry 5.0.

Reflections on Building a Modern 21st Century Workforce (Part II—Industry 5.0)
Gillian Sudlow
Reflections on Building a Modern 21st Century ...

In this three-part post, [Dr. Thomas Carey offers his] reflections on the discussion paper Building a Modern 21st Century Workforce prepared for Fall 2024 consultations led by the Government of Canada’s Minister of Workplace Development. These reflections are based on experiences by our team within the Workplace Innovation Network for Canada, around our mission to foster collaborations with workplace and higher education partners to advance employee-led innovation in Canadian workplaces.

Reflections on Building a Modern 21st Century Workforce (Part I)
Gillian Sudlow
Helping Students Develop the Communication ...

In this post, Rob Danisch, Communication Studies Professor at the University of Waterloo, reflects on the importance of focusing on teaching creative and critical thinking skills to help students become innovation catalysts …

In my case, I’m a Professor of Communication Studies. This means that my classes focus on the kinds of communication practices that can foster or catalyze innovation. It’s not music we are learning to play, at least not necessarily; we are learning an embodied knowledge about our everyday habits of interaction. And I’ve long wanted to teach the embodied communication practices most helpful for creating a culture of learning and catalyzing innovation.

Helping Students Develop the Communication Skills They Need to Be Innovation Catalysts
Gillian Sudlow
Resources for Building a Sustainable ...

Our WINCan team was delighted to be invited to present our current work at the October conference of the EU’s Workplace Innovation Network on The Future of Work. The focus of the presentation was our recent progress on establishing a sustainable Professional Community for Workplace Innovation Catalysts in the Windsor-Essex region, including the larger plan to integrate workplace innovation as a key enabling element in the region’s Innovation Ecosystem.

Resources for Building a Sustainable Professional Community for Workplace Innovation Catalysts
Gillian Sudlow
Case Stories of Workplace Innovation for ...

In Part I of this post, we provided an overview of a WINCan project with our summer research intern – Kyla, an undergrad in the Integrated Sciences program at McMaster University. The aim was to assess the feasibility of creating  case stories to illustrate workplace innovation activities that would be of specific interest to Science students. The previous post discusses source material for illustrative case stories for two of the innovation activities – Job Crafting and Innovation Adaptation – in our adaptable learning resources for Understanding and Applying Workplace Innovation.  

We follow up in this post with illustrative case story sources for Design Thinking and Intrapreneurship. We also describe a potential practice case story with which students could engage as a test of their understanding, based on a Design Thinking experiment to improve a biochemistry lab course at McMaster.

Case Stories of Workplace Innovation for Science Students – Part II

adaptability

What We’re Learning for the Adaptability of Insights on Strategic Innovation Across Sectors

What We’re Learning for the Adaptability of Insights on Strategic Innovation Across Sectors

Here are some highlights from what we learned in the process of creating and analyzing these scenarios as a proof-of-concept tests. Some of the research insights from the corporate sector that we had expected to be useful did provide value in the scenarios, at times in surprising ways. Other research insights did not align with the context of the scenario institutions, although we noted other contexts where they might contribute value. We’ll focus here on the issues in Talent Management for Strategic Innovation which emerged in the scenarios; important insights also arose in the broader area of Governance and Management of Strategic Innovation.

Scenario Prototypes to Test the Adaptability of Insights on Innovation Across Sectors (part 1)

Scenario Prototypes to Test the Adaptability of Insights on Innovation Across Sectors (part 1)

As a sector, higher education is at the low end of innovation rankings. The challenges we face – demographic, technological, political, and pedagogical – will require sustained innovation at a strategic level. Most recently, Josh Kim recommended that higher education look outward for insights on strategic innovation: “Higher education will not figure out its future by only thinking about higher education. We need to look outside academia, and where possible, use these examples to think about our possible higher ed futures.”

To address these challenges by ‘disrupting ourselves’ in higher education, experts in teaching and learning have suggested that lessons learned in the corporate sector could be adapted to the context of higher education teaching and learning. Recent research with Fortune 100 companies in the U.S. has identified exemplars in strategic innovation amongst mature organizations who have institutionalized strategic innovation Beyond the Champion. As noted in our previous WINCan posts about this project, we are exploring whether – and how – we might adapt insights from this corporate sector research to improve and sustain strategic innovation in higher education teaching and learning.