Too often, organizations treat “knowledge” as something to be managed rather than created. They are missing the deeper opportunity to empower employees as innovators through “knowledge flows”.
In an era defined by technological acceleration, demographic shifts, and sustainability imperatives, Canada’s competitiveness depends on more than capital or technology. It depends on how effectively we create, share, and apply knowledge—and on the capacity of people to innovate in complex, high-stakes environments.
… in this post, those instructors summarize some aspects of their context and outline a distinctive aspect of their instructional approach – topical theme, instructional format, host disciplinary program area, etc.– which contributes diverse new thinking to our collective expertise.
In this second part of the series, four of those instructors summarize some aspects of their context, and outline one distinctive aspect of their instructional approach – topical theme, instructional format, host disciplinary program area, etc.
We are engaged in capability development with tertiary education partners across Canada and regional workplace partners in Canada’s “Automobility Hub”. Industry 5.0 concepts are not well-known amongst these companies, except for Canadian companies with European worksites – e.g., Magna International – and a Canadian SMEs integrated into Canadian value chains for European manufacturers.
We report here our in-progress planning to engage those companies through links to Industry 5.0 content in our learning resources on Workplace Innovation. This will come initially through our tertiary education students on-site with them in work-integrated learning placements.
In an era defined by technological acceleration, demographic shifts, and sustainability imperatives, Canada’s competitiveness depends on more than capital or technology. It depends on how effectively we create, share, and apply knowledge—and on the capacity of people to innovate in complex, high-stakes environments.
