I described in a previous post some of the impediments to NSERC’s ability to optimize government’s investments in support of scientific research and innovation. Namely, how its rigid and insular operational structure hinders its capabilities to partner internationally; to coordinate nationally; to operate coherently and inclusively; to collaborate, leverage its federal resources, and multiply research opportunities; to adapt to the ascendance of interdisciplinary research, and to knowledgeably and confidently address emerging areas of research. To metamorphose NSERC from its current state of a reactive and unimaginative funnel of government money, to a pro-active and nimble organization that can multiply it and optimize its use, there is one simple solution.
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