1. “What Success Looks Like” - An Industry Perspective Information Technology Infrastructure Roundtable June 17, 2013

2. What Success Looks Like from an ICT Perspective 2 Information Technology Association of Canada Find ways to fund (through Public-Private Partnerships or through public funds alone) capacity for innovation – e.g. Centre of Excellence Use procurement model as a strategic tool to showcase innovation in delivery of services to Canadians Create conditions that promote adoption of technology, which drives innovation which in turn improves productivity Build awareness and culture of innovation within SSC Create conditions under which innovative solutions demonstrate public good Secure the internal mandate to procure Engage private sector in ongoing discussions on issues and opportunities

3. What Success Looks Like from an ICT Perspective 3 Invest Ottawa It will be essential that SSC find a way to move innovation to lower levels within SSC and solve the tactical procurement problem – i.e. let smaller groups purchase innovative solutions to tackle tactical problems. A percentage of SSC staff must have regular exchange with industry and vice versa. SSC must create procedures which allow managers to retain savings through innovation in their budgets – as well as personal awards. SSC must be seen as a leader/pioneer/pilot in Government, Nationally and Globally (e.g. speakers bureau and associated budget)

4. What Success Looks Like from an ICT Perspective 4 Communitech Innovation is a contact sport – lean on industry associations / enabling organizations to broker introductions to companies or clusters Leverage existing Government of Canada resources i.e. IRAP field staff are in market and are already connected with companies that may be able to help Leverage the ecosystems that already exist – become an active partner alongside other levels of government, industry players, capital providers and innovation organizations Use multiple channels to try to innovate in identified problem areas i.e. research centres; industry consortia; student competitions; CICP; expert discussion panels; contract R&D Give SSC staff the latitude to take calculated risks on small dollar projects; some level of failure needs to be OK in developing a new model Small dollar investments can accomplish a great deal in terms of raising profile, even if they don’t immediately produce a technological solution – sponsor hackathons; startup weekends; collision days

5. What Success Looks Like from an ICT Perspective 5 Canadian Information Technology Providers Association 1.Not only products - Innovation has several forms and exists in several phases and as such it’s important to recognize, and to be able to measure, whole solutions as well as raw products that provide innovation and quantifiable value to the business and transformation challenges of SSC. 2.Autonomy for procurement of innovation or POCs should distributed to a broader level 3.Solving the issue of rapid subsequent procurement of the innovative solution(s) should stand as a priority before implementing IT Innovation Labs and Processes. The reason to invest in Innovation is to capture a measurable productivity gain which is extremely time sensitive, below are a few of the most persistent challenges that we have seen relative to the expeditious acceptance and consumption of innovative technologies and solutions: the flexibility of policy for adopting new innovative technologies (i.e. security solutions) the flexibility of procurement to balance risk aversion with the measurement of innovation in competitive situations. An increase in “value based” or “purpose based” evaluation criteria in procurement allows for and motivates the behaviour to include innovative technologies and solutions when proposing solutions in competitive situations a change in policy (Treasury Board) to allow for a more heavily weighted value on outcome both in small and large procurements. communicate how value can be measured in the procurement process. Given the transparency and governance requirements that will always be a factor in the GOC procurement process, the reality of the complexity around government procurement will never completely go away, however, a move away from a risk averse contracting culture could radically simplify the process. This change coupled with a comprehensive program to educate companies on innovation in procurement would invite more involvement from smaller innovators, both directly and through partners and would through that involvement help transform or solidify small companies through one of the riskiest times development, which is according to PARTEQ during their early foray in to productization of their technology.

6. What Success Looks Like from an ICT Perspective 6 Canadian Advanced Technology Alliance Meet with Canada’s top ‘pure play’ cloud innovators A trip to Silicon Valley to meet the titans of tech in the 21st century Remove all product and technology biases Industry session with cross industry innovators (Forbes list of top innovators) Meet with the industry leading CEO’s, Jeff Immelt, Richard Branson, Jeff Bezos on future of technology Establish a young entrepreneur advisory board (max age 30) A case study on ‘disruptors’, technologies that changed markets, Apple, Netflix, Facebook. Facilitated ‘blue ocean session’ to envision future state