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October 19, 2011 . I-CAN Innovation School Algae Case Study Presented by Grant McVicar I-CAN Advocate & Director, Saskatchewan Research Council. Project Genesis. The legend The idea:
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per hectare vs. 300 to 6000 l/ha for traditional oilseed crops
federal government (NRCAN).
BC Hydro, ConocoPhillips Canada, Rio Tinto, Alcan, ALCOA, Shell, EPCOR, Suncor, Graymont Western Canada Inc., EnCana, Mosaic Potash, PetroCanada, New Brunswick Power, SaskPower
Spark imaginative thinking in others, so that the organization is rethought and redone
Instead of viewing disruptive change as something to be feared, focus on “Where is the potential here?”
They would match technological possibilities with the market needs of the client
Motivate colleagues to excel by helping them to get over their own fears of the future
Their focus would be on entrepreneurship as the prime mover of commerce. Technological innovation would be used as a tool to achieve the client’s market needs
Don’t assume that what we know today will carry us over to tomorrow.
View the acquiring of new more complex skills is an opportunity, not a burden. Embrace this concept with compassion and enthusiasm
Refuse to accept limitations, viewing them as temporary roadblocks that will be overcome with fresh insight, imaginative analysis and creative thinking
Approach each day and challenge as a new and exciting opportunity, rather than something to be dreaded
Realize that new ideas and thinking often come from people that are different from themselves
Be willing to have ideas challenged and debated.
Thrive in an atmosphere where ideas are questioned, challenged, and improved
Focus on how to make ideas work for the client.
Focus on the clients needs - listen
Communicate, communicate, communicate – getting close to the client
We will have evolved to where technology development is not considered the prime mover of innovation. It has been supplanted by entrepreneurship.