If I could, I'll start.
Of course the issue is huge for Canada, and a lot of it is structural. Mr. Corr has talked a couple of times about how it's the culture in Waterloo, the culture of the University of Waterloo, and the innovation sense there that are important. You can't just put one finger on it and say this is the problem.
Similarly, in Canada, all the structural issues of our history, way back before all you young people were born, involved the hewers of wood and drawers of water, and we did not have to innovate in order to be rich. Currently, in Canada, we need to take advantage of the fact that we have a wealth beyond some of our partners, and we have to start to reinvest that back into innovation.
There is the branch plant issue that keeps cropping up in Canada. That is, a company owned by a British, American, or Japanese firm probably does its R and D and its innovation at headquarters. So these are issues you can't necessarily do a lot about.
But I do agree completely that it is a cultural issue and we have to try to change the culture. One of the programs we support with the government of British Columbia, for example, is a joint scholarship. The scholarship has to have two people in it, and they both have to get a scholarship. One is an engineer and one is a business student. They have to work together on the same technology, one of them developing the technological solution and the other one developing the business case, together. What it's trying to do is create a culture where the engineer understands the commercialization aspects and the business person understands the technological aspects.
It's a very small, tiny little program, but it's the kind of thing, for example, that the NCE program, Waterloo, and OCRI know well, where you actually have to start just working on the people, changing their approach to life, so that their goal is not to finish university and get a job; their goal is to finish university and create 100 jobs.