2. • Why ICT Education?1
• Why Effective Industry Linkage?2
• What are our current challenges?3
• How can we harness the Industry,
Academia, and Government?4
• Next Steps...5
Today’s Overview
3. ICT Education?
• Knowledge and skills
around computing and
communications devices,
• Software, that operates
them,
• Applications that run on
them and systems that
are built with them
4. ICT Education
ICT / Digital
Literacy
ICT Infrastructure
& Support –
Applied
Technologists
Specialized Business
and Industry Uses
of ICT
ICT Research and
Development
Scientists
On-the-Job Learning
in the Industry
7. What are our current challenges?
--- From University Perspective
• Requests presented to universities (by SMEs) tend to
be vague
• SMEs desire tangible results in a short period of
time
• SMEs display a low level of understanding with
regard to the position of universities and academics
• Independence is lacking in terms of business
execution
• SMEs are often not accustomed to the handling of
contracts and intellectual property
• Insufficient financing
8. What are our current challenges?
--- From SME Perspective
• It is difficult to obtain information on the collaborating
researchers
• There is a certain ambiguity regarding university
organizational structure rules
• The pace of R&D is slow
• There is a difference in perspectives regarding the
issue of R&D costs
• Advice cannot be obtained in relation to putting things
on a business footing
• It is not possible to obtain information on subsidy
programs
9. Many barriers among Industry,
Academia and Government…
• Industry, by nature, tends to be fragmented. Industry liaison
groups may have only a lose hold at best on membership and
likely have their own objectives and expectations that are not
the same as those of the government.
• Shifting membership, coupled with short-term unpaid board
members, tends to result in poor organizational memory and
interest.
• Board members are also executives who work full time at
other industry based paid jobs and tend to get transferred or
easily lose interest.
• A perennial concern is difficulty in understanding academics.
10. Many barriers among Industry,
Academia and Government…
• Academia as represented through universities is
generally not flexible enough when dealing with
collaborative projects and typically presents additional
levels of bureaucracy and policies that stifle innovation.
• Further, academia does not lend itself to a good ICT
development environment.
• The generally creative (though sometimes undisciplined)
nature of the employees often results in their being
good at prototyping but unable to delivery tested
products.
• Ability to sustain products is also difficult as academics
have a propensity to change direction.
11. Many barriers among Industry,
Academia and Government…
• Government is often too slow and inflexible to deal well
with academic and industry collaboration as it is often not
entrepreneurial by nature and beset by monster
bureaucracies.
Tons of reporting requirements and little ICT domain
knowledge further exacerbate collaboration.
Personnel are often not the best and brightest, funding
delays are commonplace and examples of overly controlling
are legion.
12. How to harness…?
• Government funding is a great attraction to both
academics and industry associations.
• In reality, government is already paying for the
academics through university employment and support
for facilities.
• Academia in the contexts of universities clearly has the
research capability and motivation, as well as experience,
in delivering educational benefits through courses and
workshops to large segments of a population.
13. How to harness…?
• Importantly, academia provides a neutral environment to
bring diverse people together. Further, academia is able
(and likes) to explore concepts that are too risky for
business.
• Finally, there is plenty of cheap smart labor available in
academic settings as students seek to learn and gain
experience.
• Ultimately, academia has a responsibility to interact with
and support the community at large, i.e., in line with the
origins of “service.”
14. How to harness…?
• Industry is the engine that creates the tax base for
government revenues and provides the general
economic viability of a community, city and country.
• Small and medium sized enterprises (SMEs) are a special
aspect of industry that account for the vast majority of
businesses around the world.
• Unfortunately, SMEs typically do not have the scarce
resources (either in people or money) necessary to
explore concepts and remove uncertainties beyond day
to day survival.
15. Next Steps…
• Let us define the ICT Education challenges
– Technological as well as cultural
• Let us set realistic expectations
– Mastery is not achieved overnight
• Let us keep our eye on the goal
– Mentorship programs
– Appropriate ICT Education with F/OSS
– Crowdsourcing and co-creation
Information and Communications Technologies (ICT) education is basically our society’s efforts to teach its current and emerging citizens valuable knowledge and skills around computing and communications devices, software that operates them, applications that run on them and systems that are built with them.What are these things? How do they work? How do you use them productively? How are they deployed, assembled, managed and maintained to create productive systems? How they are used in specific business and industry settings? What are the underlying science and technologies behind them and how might those be developed to advance ICT fields?ICT is complex and quickly changing, and it is confusing for many people. It is so pervasive in the modern world that everyone has some understanding of it, but those understandings are often wildly divergent.
The barriers are many in numberand difficult to address.• Industry, by nature, tends to be fragmented. Industry liaison groups mayhave only a lose hold at best on membership and likely have their ownobjectives and expectations that are not the same as those of thegovernment. Shifting membership, coupled with short-term unpaid boardmembers, tends to result in poor organizational memory and interest.Board members are also executives who work full time at other industrybasedpaid jobs and tend to get transferred or easily lose interest. Aperennial concern is difficulty in understanding academics.• Academia as represented through universities is generally not flexibleenough when dealing with collaborative projects and typically presentsadditional levels of bureaucracy and policies that stifle innovation.Further, academia does not lend itself to a good ICT developmentenvironment. The generally creative (though sometimes undisciplined)nature of the employees often results in their being good at prototyping butunable to delivery tested products. Ability to sustain products is alsodifficult as academics have a propensity to change direction.• Government is often too slow and inflexible to deal well with academicand industry collaboration as it is often not entrepreneurial by nature andbeset by monster bureaucracies. Tons of reporting requirements and littleICT domain knowledge further exacerbate collaboration. Personnel areoften not the best and brightest, funding delays are commonplace andexamples of overly controlling are legion. Expectations of RFPs (Requestfor Proposals) and/or RFQs (Request for Quotations) as well as lack ofvendor style interaction from academics inevitably lead to problems, notthe least of which include government
• Academia as represented through universities is generally not flexibleenough when dealing with collaborative projects and typically presentsadditional levels of bureaucracy and policies that stifle innovation.Further, academia does not lend itself to a good ICT developmentenvironment. The generally creative (though sometimes undisciplined)nature of the employees often results in their being good at prototyping butunable to delivery tested products. Ability to sustain products is alsodifficult as academics have a propensity to change direction.• Government is often too slow and inflexible to deal well with academicand industry collaboration as it is often not entrepreneurial by nature andbeset by monster bureaucracies. Tons of reporting requirements and littleICT domain knowledge further exacerbate collaboration. Personnel areoften not the best and brightest, funding delays are commonplace andexamples of overly controlling are legion. Expectations of RFPs (Requestfor Proposals) and/or RFQs (Request for Quotations) as well as lack ofvendor style interaction from academics inevitably lead to problems, notthe least of which include government
The barriers are many in numberand difficult to address.• Industry, by nature, tends to be fragmented. Industry liaison groups mayhave only a lose hold at best on membership and likely have their ownobjectives and expectations that are not the same as those of thegovernment. Shifting membership, coupled with short-term unpaid boardmembers, tends to result in poor organizational memory and interest.Board members are also executives who work full time at other industrybasedpaid jobs and tend to get transferred or easily lose interest. Aperennial concern is difficulty in understanding academics.• Academia as represented through universities is generally not flexibleenough when dealing with collaborative projects and typically presentsadditional levels of bureaucracy and policies that stifle innovation.Further, academia does not lend itself to a good ICT developmentenvironment. The generally creative (though sometimes undisciplined)nature of the employees often results in their being good at prototyping butunable to delivery tested products. Ability to sustain products is alsodifficult as academics have a propensity to change direction.• Government is often too slow and inflexible to deal well with academicand industry collaboration as it is often not entrepreneurial by nature andbeset by monster bureaucracies. Tons of reporting requirements and littleICT domain knowledge further exacerbate collaboration. Personnel areoften not the best and brightest, funding delays are commonplace andexamples of overly controlling are legion. Expectations of RFPs (Requestfor Proposals) and/or RFQs (Request for Quotations) as well as lack ofvendor style interaction from academics inevitably lead to problems, notthe least of which include government
Government funding is a great attraction to both academics and industryassociations. In reality, government is already paying for the academicsthrough university employment and support for facilities. In addition tohaving the money, governments further have the ability to track andaccount for funding and its application. Government is also in the positionof identifying more global societal needs and those with special strategicvalue, e.g., tourism. An important role for government lies in creating an“ether” within which disadvantaged groups can be nourished and benefitgiven accordingly. In general, government cuts across a broad swath ofindustries and is reasonably stable with fewer annual ups and downs thanoften occurs in business.• Academia in the contexts of universities clearly has the researchcapability and motivation, as well as experience, in delivering educationalbenefits through courses and workshops to large segments of apopulation. Importantly, academia provides a neutral environment to bringdiverse people together. Further, academia is able (and likes) to exploreconcepts that are too risky for business. Finally, there is plenty of cheapsmart labor available in academic settings as students seek to learn andgain experience. Ultimately, academia has a responsibility to interact withand support the community at large, i.e., in line with the origins of“service.”• Industry is the engine that creates the tax base for government revenuesand provides the general economic viability of a community, city and country. Industry is also the basis of the problems and opportunities forapplication that can be the focus of government and academiccollaborations. Small and medium sized enterprises (SMEs) are a specialaspect of industry that account for the vast majority of businesses aroundthe world. Unfortunately, SMEs typically do not have the scarce resources(either in people or money) necessary to explore concepts and removeuncertainties beyond day to day survival. As such, they are prime clientsfor government and academic collaboration.
Government funding is a great attraction to both academics and industryassociations. In reality, government is already paying for the academicsthrough university employment and support for facilities. In addition tohaving the money, governments further have the ability to track andaccount for funding and its application. Government is also in the positionof identifying more global societal needs and those with special strategicvalue, e.g., tourism. An important role for government lies in creating an“ether” within which disadvantaged groups can be nourished and benefitgiven accordingly. In general, government cuts across a broad swath ofindustries and is reasonably stable with fewer annual ups and downs thanoften occurs in business.• Academia in the contexts of universities clearly has the researchcapability and motivation, as well as experience, in delivering educationalbenefits through courses and workshops to large segments of apopulation. Importantly, academia provides a neutral environment to bringdiverse people together. Further, academia is able (and likes) to exploreconcepts that are too risky for business. Finally, there is plenty of cheapsmart labor available in academic settings as students seek to learn andgain experience. Ultimately, academia has a responsibility to interact withand support the community at large, i.e., in line with the origins of“service.”• Industry is the engine that creates the tax base for government revenuesand provides the general economic viability of a community, city and country. Industry is also the basis of the problems and opportunities forapplication that can be the focus of government and academiccollaborations. Small and medium sized enterprises (SMEs) are a specialaspect of industry that account for the vast majority of businesses aroundthe world. Unfortunately, SMEs typically do not have the scarce resources(either in people or money) necessary to explore concepts and removeuncertainties beyond day to day survival. As such, they are prime clientsfor government and academic collaboration.
Government funding is a great attraction to both academics and industryassociations. In reality, government is already paying for the academicsthrough university employment and support for facilities. In addition tohaving the money, governments further have the ability to track andaccount for funding and its application. Government is also in the positionof identifying more global societal needs and those with special strategicvalue, e.g., tourism. An important role for government lies in creating an“ether” within which disadvantaged groups can be nourished and benefitgiven accordingly. In general, government cuts across a broad swath ofindustries and is reasonably stable with fewer annual ups and downs thanoften occurs in business.• Academia in the contexts of universities clearly has the researchcapability and motivation, as well as experience, in delivering educationalbenefits through courses and workshops to large segments of apopulation. Importantly, academia provides a neutral environment to bringdiverse people together. Further, academia is able (and likes) to exploreconcepts that are too risky for business. Finally, there is plenty of cheapsmart labor available in academic settings as students seek to learn andgain experience. Ultimately, academia has a responsibility to interact withand support the community at large, i.e., in line with the origins of“service.”• Industry is the engine that creates the tax base for government revenuesand provides the general economic viability of a community, city and country. Industry is also the basis of the problems and opportunities forapplication that can be the focus of government and academiccollaborations. Small and medium sized enterprises (SMEs) are a specialaspect of industry that account for the vast majority of businesses aroundthe world. Unfortunately, SMEs typically do not have the scarce resources(either in people or money) necessary to explore concepts and removeuncertainties beyond day to day survival. As such, they are prime clientsfor government and academic collaboration.