SOSCIP & IBM
Allen Lalonde,
Senior Executive, IBM Canada R&D Centre
alalonde@ca.ibm.com
June 24, 2015
OCE-SOSCIP Networking Forum
IBM Canada At-a-Glance
 Established in 1917
 110,000+ hours pledged by IBM Canada
Employees for Charity annually
 $500M+ in R&D in 2014
 Major Market S&D Country: Bromont &
Markham volumes
– $1.8B in imports in 2014 / $1.4B in exports
in 2014
 Ranked #1 Best Corporate Citizen by
Corporate Knights’ in 2010
 $500M new investments since 2012,
including R&D Cloud Computing Centre
 Canada is home to IBM’s 2nd largest
Software Development Organization
– Toronto / Ottawa (Cognos) SW Labs largest
locations
– 10 additional Satellite Labs including
Montreal and Victoria
 Ranked Top-5 Most Attractive Employer
in Canada by Randstad in 2011 / 2012 /
2013 / 2014
 World-class high-tech manufacturing,
Bromont, Que.
 Certified PAR Gold for Progressive
Aboriginal Relations by the Canadian
Council for Aboriginal Relations for past
5-years
 National business and technology consulting
expertise
– Pacific Development Centre, Burnaby
– Customer Solution Centre, Markham
IBM Confidential
The Idea: Stimulate Innovation in Canada
“Productivity growth in Canada has
ranged from disappointing to
dismal. Since 2001, Canada’s
productivity growth has slowed to
historically low rates……
… with Canadian workers having only
about half as much M&E and ICT
capital stock to work with as their
U.S. counterparts.
… and with a widening
competitiveness gap, low interest
rates, strong balance sheets and
increasing labour scarcity on the
horizon, the imperative for
Canadian businesses to invest has
rarely been more compelling.”
Speech by Senior
Deputy Governor
10/04/12
“Innovation is the
ability to turn
knowledge into new
and improved goods
and services…..
Canada remains a
below average
performer on its
capacity to innovate
...Canadian
companies are rarely
at the leading edge
of new technology
and too often find
themselves a
generation or more
behind”
Conference Board of Canada:
How Canada Performs, Sept
2012
Canadian Chamber of Commerce – Top 10 Barriers to Competitiveness
1.
Silos in skills development
Canada is not producing enough graduates with
the needed skills for its economy. Must improve
links between education and employment.
2.
Access to capital
6.
Canada’s tax code is also overly complex and
over relies on income and profit tax rather than
consumption tax.
7.
Insufficient innovation rate
Investment in disruptive technologies and
innovation policy framework not sufficient enough to
overcome barriers in manufacturing sector.
4.
5.
8.
Trade constrained by infrastructure
deficiencies
Public investment in infrastructure has not kept up
with economic needs to support prosperity. An
ongoing commitment by all levels of government
required to create a more competitive, modern
public infrastructure.
Territorial businesses lack required
tools To fully leverage economic potential of
Canada’s territories and drive financial
independence, need to decide whether or not to
provide territorial businesses with tools needed to
drive financial independence.
Internal barriers to trade
Lack of single domestic market in Canada is a
serious and self-imposed weakness. Need to
address tariff barriers between provinces and
promote free internal trade.
Missing foreign trade opportunities
Canadian businesses not globalizing as quickly as
peers which requires renewed focus on highquality trade agreements and strengthen
Canada’s system of trade promotion and
economic diplomacy.
One of the most critical determinants of
competiveness is access to capital particularly for
companies moving from innovation to
commercialization.
3.
Tax complexity and infrastructure
9.
Uncompetitive in world tourism
sector Considered a high-cost, high hassle
destination with aging attractions infrastructure
and inadequate marketing.
10. Lack of clarity regarding duty to
consult Aboriginal peoples
Project developers have no clear direction on the
extent of consultation and accommodation
required.
IBM Canada Innovation Ecosystem: Cycle of Innovation
GAP
Government Funds & Programs
IBM Canada Innovation Ecosystem: Collaborative Innovation Centres (CIC)
•
1990: First IBM Centre for Advanced Studies (CAS) in the IBM Toronto Lab
•
2000 - 2008 : Locations established across Canada:
CAS Alberta, CAS Atlantic & CAS Academic Partnerships in Ottawa
•
2012 to Present: Established Canadian Research and Development Centre
and several CICs
•
Supports Canadian innovation agenda
Government





University
Develop regional skills
Invest in specific priority industries
Improve desired capabilities
Position Cdn companies to compete globally
Gain external & global market recognition
CIC


Students get world class analytics education/ job experience
Gain access to world class research/ education platforms

Improve Tech transfer and commercialization

Gain /improve research reputation
Industry (IBM & Partners)



Influence and drive revenue
Enhance brand recognition
Access world class talent/research resources

Apply technology to real world challenges

Accelerate industry specific R&D

Drive competitive advantage & IP
IBM Canada Innovation Ecosystem: CRDC exemplifies CIC Model at it’s best
The Canadian Research and Development Centre is addressing
Canadian challenges and driving IBM Strategy and Results …
1.
Bolster skills and economic growth for IBM and Canada through ground-breaking
collaborative research models focused on important aspects of Canadian
society/economics
2.
Provide researchers with support and access to unique IBM and other open
Computing Infrastructure and Resources to expand and accelerate research
scope and outcomes
3.
Accelerate commercialization of “Made in Canada” new products and services,
leveraging small-med sized businesses and industry partnerships
4.
Incent Federal, Provincial and Partner funding aligned with IBM Research and
Development priorities such as CAMSS, Healthcare and Natural Resources,
effectively attracting more IBM Research to Canada
IBM Canada Innovation Ecosystem:
Building Canada’s “Innovation Engine” one collaboration at a time
Southern Ontario Smart Computing Innovation Platform (SOSCIP)
•
•
•
•
IBM & 11 Ontario Universities
Health, Energy, Water, Cities, Agile
$218M Investment ($20M Fed, $15M Prov, $183M IBM)
50 projects with 38 SME’s (opportunity to move to incubators )
MiQro Innovation Collaboration Center
Ctr. for Health Informatics, Analytics (CHIA)
• IBM & Sherbrooke U., Dalsa & Bromont
 Microelectronics R&D + commercialization
• $218M investment (Fed & Quebec)
• IBM & Memorial University
• Health Solutions, Big Data Analytics (incl. SPOR)
• $30M in IBM investment
CARET
• IBM & Atlantic Post secondary schools
• Analytics curriculum, training, research
 Includes IBM Global Delivery Center 500 jobs
Ocean Networks Canada
• IBM with Smart Oceans British Columbia
• Marine sensors & safety, env’tal stewardship
• $1M IBM investment
Southern Ontario Smart Computing Innovation Platform 2.0 (SOSCIP 2.0)
2.0
•
•
•
•
Expanding to all Ontario Universities, Colleges, Partners
Mining, Digital Media, Cybersecurity & Adv. Manuf.
$20M Fed awarded to SOSCIP
Expand to over 80 projects (8 applications in queue)
Southlake Wellness Ecosystem
• IBM & Southlake Health Center, Seneca, UOIT
• Health R&D/commercialization in York Region
 $65M+ IBM additional investment
 Grow skills base and focused HQP
 Grow business incubation footprint
 Drive commercialization efforts
Atlantic Canada/ New Brunswick / McCain
• IBM & U of New Brunswick (Q1 Labs - skills)
• Agribusiness, employment, educ., risk
mitigation
IBM’s Role in the SOSCIP Innovation Ecosystem
IBM BGQ
Canada’s #1
Supercomputer
Dedicated state of the art High
Performance Computing and Big
Data
IBM to Stage and Provide and Support
Globally Leading and Unique HPC Platforms:
• Simulate Real World
• Complex system modeling
• Fast design and prototyping
• Real time analysis/response
IBM Advanced
Analytics Cloud
IBM Agile
Computing Site
Large Memory
System
True Collaboration with Focus
on Research Outcomes
High value cross disciplinary
analytics skills
Governance and Cross Team
Support
Academic
Leaders
Research and
Innovation
Outcomes
Research Framework
on Economic Priorities
Analytics
Curriculum
Assets
IBM
Small-Med
Enterprises
IBM’s role:
• Platform Specialists
• Project Mgmt Expertise
• Mentors
• Collaborators/Funding
• Research Assets and IP
IBM’s role:
Campus Job Related
Ontario Training Opps
•
•
•
•
•
Curriculum & Training
Internships
Job creation
Mentors
Academic Programs
Board of Directors
Scientific Advisory Committee
Agreements and Frameworks
Cross Team Collaboration
IBM Canada Innovation Ecosystem:
Timing is right to take advantage of opportunity
IBM CRDC as true innovation collaboration partner:
•
•
•
•
•
•
Academia, Gov’t and Industry Partners with IBM as model collaboration partners
Researchers are indicating the infrastructure is speeding up research by years
Discussion moved from ‘procurement’ to ‘partnership’
Developing special collaborative relationships and leveraging to incubators and
other government sponsored initiatives
Initiates a strong platform for growth
Leverages our R&D investments
- for competitive advantage
What’s Next?
 Continually Assess Approach
 Commit and Engage
 Focus on Outcomes
12
SOSCIP & IBM
Blair Adamache,
Project Executive and SAC Member
IBM Canada R&D Centre
June 24, 2015
OCE-SOSCIP Networking Forum
adamache@ca.ibm.com
Research Delivery Framework
Key Activity
The Research Governance
Framework has three key
goals:
Project Selection
Project Start-up
Target Outcomes
Issue Call for Proposals and
select projects that align to
Consortium research themes and
selection criteria
Prepare team and agreements
1. Select Projects that
leverage HPC to drive
social and economic
benefit
HPC Platform
Project Checkpoints
Onboard to Consortium hardware
and software
Perform activities in statement of
work with six month milestone
checkpoints
2. Support projects towards
delivering clear outcomes
Commercialization
Package outcome and selectively
prepare offering to take to market
3. Highlight and leverage
best project practices and
cross-team assets.
Skills
Build new skills and promote
technology adoption in Big Data
and High Performance Computing
Cross Team Collaboration
Highlight and leverage best
project practices and cross team
assets
14
SOSCIP Confidential
Smart Meters Analytics (Ryerson)
A. Miranskyy, A. Miri, A. Bener, and M. Davison (Western)
DB2
Streams
(real-time)
Central
Smart
Meters Data
Repository,
e.g., IESO
Big Insight
(offline)
• The problem: predict electricity
usage, but keep data secure
• The solution: near-real time
analytics with smart meters data
Secure model for
prediction of energy
consumption at a
household level
Analyst: sees
prediction, but not
the historical Smart
Meters data