Inside SRC
SRC's Maturing Years were marked by growth in staff, facilities and equipment and a focus on applied R&D projects for industry and community needs. This led to the next phase of SRC's evolution, the Commercial Years, which were dominated by contracts with a mostly market-driven outlook, increasing SRC's revenue and importance as an innovation enabler for industry.
Nineteen forty-seven was SRC’s first full operating year. The initial strategic direction for the company was to undertake applied research targeted at developing “the resources and economy of Saskatchewan.”
At the beginning of the 20th century, organized research, development and technological innovation were quite rare, but this changed with the advent of industrial research organizations. Read more about the evolution of SRC.
Key Enabling Technologies are expected to be the most important building blocks for future technological innovation across all industrial sectors. Find out how these technologies are expected to play critical roles in the evolution and sustainability of leading-edge economies.
If you think that creative thinking is just for “naturally creative people,” then you may want to reconsider. The good news is that everyone’s natural creative talents can be developed and enhanced.
On average, a huge amount of work and several thousand failures almost always mark the landscape between a bright new idea and a commercial success. Let’s take a look at the prior history of the average successful new product.
Terms like “Fail Fast,” “Fail Cheap,” and “Fail Early” are often used in discussions about innovation, especially with regard to product development, entrepreneurs, and start-up companies. A popular one is “Failing Forward,” but what does it mean?
The term technology readiness is arising more frequently in discussions about innovation. When this occurs, one has to be a bit careful because there are two very different kinds of readiness and both are important to the success of technology development.
The Innovation School™ focuses not only on building an understanding of innovation, but on promoting and sharing ideas, business models and best practices related to enabling innovation by RTOs.
CHOPs produces thousands of barrels of heavy oil per day for Saskatchewan, but also leaves 90 per cent of the oil in the reservoir untouched. Maturing wells represent an opportunity to deploy new technology into the reservoirs to recover the remaining oil.
