FOR RESEARCH
AND INNOVATION
Contributions . . . . 4
introduction . . . . 5
mission and vision . . . . 6
Context and challenges . . . . 7
Action strategies . . . . 7 strategic direction 1 . . . . 8 strategic direction 2 . . . . 9 strategic direction 3 . . . . 10 strategic direction 4 . . . . 11 strategic direction 5 . . . . 12
MEMbERS OF THE STRATEGIC PLANNING TASk FORCE
CONTRIbuTIONS
Carl-Éric Aubin
/ Professor, department of mechanical engineering
Catherine Beaudry
/ Professor, department of mathematics and industrial engineering
Caroline Boudoux
/ Professor, department of engineering Physics
Augustin Brais
/ director, office of research and Centre for technological development
robert Corthésy
/ Professor, department of Civil, geological and mining engineering
Basil Favis
/ Professor, department of Chemical engineering
Clément Fortin
/ director, department of mechanical engineering
Nicolas godbout
/ Professor, department of engineering Physics
Jean-Jacques Laurin
/ Professor, department of electrical engineering
dominique orban
/ Professor, department of mathematics and industrial engineering
samuel Pierre
/ Professor, department of Computer engineering
Céline roehrig
/ Advisor to the dean, research and innovation
réjean samson
/ Professor, department of Chemical engineering
François soumis
/ Professor, department of mathematics and industrial engineering
Jean-Yves trépanier
/ Professor, department of mechanical engineering
CO-ORDINATION:
gilles savard
/ dean, research and innovation
Patrick desjardins
Committed to Progress presents the strategic directions chosen by the Polytechnique community in order to face a newly globalized and highly competitive research environment in which universities are expected to have a growing impact on society . this plan is not a fast, opportunistic response to recent paradigm shifts . Quite the opposite; it is born of an in-depth deliberation on the part of our community . this reflection is solidly built upon Polytechnique’s mission, vision statement and values, and the element of training holds a central place in it . supported by the task Force for the strategic Planning of research and innovation, this plan is the outcome of a process that we have sought to make open, inclusive and transparent . it has been validated on an ongoing basis by Polytechnique's main authorities and by our partners, particularly the Comité consultatif de l’École Polytechnique (Polytechnique montréal advisory committee— CoCeP) . this ambitious project meets the standard of excellence maintained by our faculty, our students and our staff .
Committed to Progress will guide Polytechnique’s actions at a time of increasing globalization, during which governments, funding agencies and public authorities are making research and innovation a core element of their initiatives to support economic growth . As a designated player in this growth, Polytechnique must now demonstrate its contributions to society . it must become even more involved in key areas of local and national competition and commit to consolidating the valorization of research results . Polytechnique must also be a model of responsibility and ethics . it is not sufficient to simply meet these requirements—we must be at the forefront; we must be a leader .
Committed to Progress demonstrates that Polytechnique is resolutely determined to remain among the leading engineering faculties in Canada and that it wishes to continue to increase the magnitude of its positive impact on society . this impact can be measured using several criteria: the quality of the researchers and innovators we train, the importance of our innovative and breakthrough research projects, and the establishment of visionary strategic partnerships . this impact can also be measured by our openness to society’s needs, which translates into our community’s responsible social commitment .
the general strategic objective of our 2011–2016 plan revolves around these five themes: training, research, Partnership, social Commitment and responsibility . this objective is:
To have a measurable impact on 21st-century society by means of training highly qualified personnel and by conducting, disseminating and valorizing innovative research and development work.
today, this plan enables the establishment of a framework of reference to guide Polytechnique’s actions, in particular those of the research and innovation directorate, in order to support Polytechnique’s research mission and to face today’s challenges . it also highlights the importance of the well-structured organization of our spheres of excellence in research, and of differentiating our approaches depending on the type of research in question, whether sector-based or supportive .
i wish to sincerely thank all the people who contributed to developing this plan . Your rigour and your investment in the values of our institution are greatly appreciated .
thank you for your commitment!
/ Gilles Savard
, Phd, dean of research and innovation
INTRODuCTION
THE MISSION
As an institution of higher learning, Polytechnique montréal’s mission is to:
• provide high-quality engineering training at every level, with a focus on human values;
• carry out relevant, high-level research as the basis for high-quality training at the master’s and doctorate levels that takes into consideration the needs of industry and society;
• wield intellectual and social influence, concretely achieved through interactions with external communities both at home and abroad . the flagship of engineering in Québec, Polytechnique montréal is also one of the largest engineering training and research institutions in Canada . true to its mission for over 135 years, Polytechnique has trained more than 38,000 engineers, developers and researchers . Polytechnique contributes to major discoveries and technologies in every sphere of engineering, and its accomplishments are disseminated and admired across the world . Polytechnique is a key player in the area of engineering and innovation, and a sought-after partner for many innovative businesses, both in Québec and elsewhere in Canada, as well as in the rest of the world . since its founding, Polytechnique has been an institution resolutely engaged in its community .
THE VISION
Polytechnique is a university institution that trains world-class engineers and researchers, and is internationally renowned in that capacity; it is solidly rooted in its field, where it is recognized for the quality and added value of its training at all levels of higher education, as well as for its active role in technological, economic and social development . it relies on:
• its ability to innovate at every level of teaching and research; • the intensity of its partnerships with industry;
• the efficiency of its management processes.
Polytechnique defines itself as a leader—an institution that, in addition to excelling in all its activities, contributes to transforming approaches in the field . Polytechnique is a leader that, through its graduates, research projects and partnerships, has a tangible and lasting positive impact on its milieu .
MISSION
AND VISION
The flagship of engineering in Québec, Polytechnique Montréal
is also one of the largest engineering training
and research establishments in Canada.
the environment for training highly qualified employees and research is constantly changing in Québec and Canada . And with good reason: businesses are facing unprecedented workforce challenges, seeking to recruit employees who are highly competent in both the scientific and technical fields, but also as agents of progress and as leaders who can integrate into a milieu that is rapidly changing . Consequently, Polytechnique is determined to maintain and strengthen its training of the highly qualified workforce that society needs .
the Stratégie québécoise de la recherche et de l’innovation (Québec research and innovation strategy—Qris) has now explicitly placed research and innovation at the core of a province-wide system of innovation . governments are asking universities to play an increased role in key areas of competition, to get involved in society, to consolidate the valorization of research results and to establish major partnerships .
in the same vein, government practices in regard to research funding have markedly evolved over the course of the last 10 years . While programs that encourage the pursuit of free and fundamental research still exist, their financing is stagnating despite the increased number of professors active in research in Québec . At the same time, we are seeing a proliferation of programs aiming to strengthen priority areas that pertain to innovation and technology-transfer challenges . in this regard, institutions are being asked to contribute financially to mounting major projects which they must then prioritize based on their institutional research plan .
Lastly, universities are rightfully being expected to set an example in terms of sustainable development, social involvement, ethics and governance . Polytechnique wants to reaffirm its intention to remain a model of good governance and responsibility .
Committed to Progress is the overarching theme of our strategic plan . Polytechnique aims to have a measurable impact on 21st-century society by means of training highly qualified people and by conducting, disseminating and valorizing innovative research and development work .
Polytechnique is focusing on five complementary strategic directions in order to maximize the impact of its actions:
1. training researchers and innovators, agents of progress at the global level, who are capable of transferring their knowledge to society .
2. Conducting innovative research that has a major impact on 21st-century society .
3. Building visionary strategic partnerships .
4. strengthening Polytechnique’s commitment to, and leadership within, its communities, both geographic and intellectual .
5. Acting responsibly and ethically .
CONTExT AND
CHALLENGES
ACTION
STRATEGIES
STRATEGIC
DIRECTION 1
Training researchers and innovators,
agents of progress at the global level,
who are capable of transferring their
knowledge to society.
Polytechnique is recognized for the quality of its graduates’ training . therefore, it is not surprising that many of them hold strategic positions in Québec, Canada and elsewhere in the world . in a society that is relying on a more creative and entrepreneurial population, Polytechnique must continue to innovate in its training and commit to educating researchers and innovators to be agents of progress at the global level, who are capable of transferring their knowledge to society . essentially, Polytechnique aims to train the highly qualified workforce that society needs, particularly in Québec . We are talking about a workforce that is not only competent in scientific and technical terms, but is also able to quickly affirm its leadership, read its environment, identify favourable opportunities, mobilize resources and find innovative solutions .
in addition to training tomorrow’s researchers, Polytechnique wants to directly contribute to increasing industrial r&d in Québec by educating workers who can grasp local and global issues and contribute original solutions . Polytechnique also wants to affirm its status as an international university, attracting high-calibre students from all over the world .
OuR ObjECTIVES FOR 2011-2016
■ offer programs and an educational environment that are attractive and adapted to stakeholders’ needs, expectations and ambitions .
■ recruit high-calibre students and postdoctoral interns . ■ introduce students to research and innovation starting at the
undergraduate level .
CRITERIA FOR MEASuRING OuR SuCCESS
■ Quality of graduate students’ education, as recognized by our partners .
■ Ability to follow the professional development of our graduates . ■ Quality, number and diversity of graduate students and
postdoctoral interns .
■ Level and diversity of funding sources for doctoral students . ■ Number of undergraduate students involved in research
STRATEGIC
DIRECTION 2
Conducting innovative research that
has a major impact on 21st-century
society.
Polytechnique is a leader in Canadian research . our researchers hold a very high level of funding, supervise an impressive number of students and publish in the best journals . Polytechnique professors also play key roles in the major research networks in Québec, in Canada and worldwide . our ambition is to be an institution recognized for its innovative research and for its impact on society . our spheres of excellence must be recognized internationally for the quality of their research and development work . At a time of the internationalization of research, Polytechnique must collaborate with the best foreign researchers . We must also encourage and support interdisciplinary and high-risk research in promising fields, as well as recognizing that a diversified and high-level research base is essential for nourishing the development of new knowledge .
OuR ObjECTIVES FOR 2011-2016
■ develop a high-calibre faculty and support its research excellence .
■ ensure excellence in basic research, encourage interdisciplinary research in order to stimulate research that leads to
breakthrough technologies, and cultivate an innovation mindset . ■ strengthen and support the spheres of excellence in
leading-edge fields .
■ maintain and improve Polytechnique’s research infrastructure .
CRITERIA FOR MEASuRING OuR SuCCESS
■ Comparative performance analysis of research based on key indicators: grants, chairs, partnerships, impact factor . objective: 95 percentiles in Canada .
■ impact indicators shared and accepted by our partners . ■ Proportion of professors whose research is funded . objective:
95% .
■ Level of start-up funding for professors’ research activities . ■ Number of newly funded interdisciplinary studies .
■ Quality of mechanisms and functional structures making it possible to evaluate, monitor, provide leadership for and develop the spheres of excellence .
Building visionary strategic
partnerships.
As far back as more than 40 years ago, Polytechnique was innovating by embarking on research projects in partnership with industry . this practice, which in the past was the private preserve of a few especially avant-garde institutions, is now part of the research portfolio of nearly all Canadian universities . in fact, the main Canadian and Québec granting agencies now place particular emphasis on such partnership projects .
in an increasingly global context, we are now seeing the creation of research consortiums, multi-university partnerships and multi-sector collaborations . there is no denying that Polytechnique remains a small institution, and it cannot hope to compete with organizations or groups that are 10 or even 20 times its size . Polytechnique also recognizes the importance of increasingly anchoring its major sector-based spheres of excellence in industry .
our challenge for the next few years will be to establish strategic partnerships that will increase the impact, at all levels, of the research activities carried out at Polytechnique .
OuR ObjECTIVES FOR 2011-2016
■ establish major strategic partnerships . ■ encourage and facilitate open innovation .
■ strengthen Polytechnique’s participation in major local and international projects .
■ intensify technology transfers .
CRITERIA FOR MEASuRING OuR SuCCESS
■ Number, scope and quality of partnerships . objective: 50% increase .
■ Creation of world-class institutes chosen as part of the grande Campagne (major fundraising campaign) .
■ Quality of involvement in international research consortiums . ■ recourse to our infrastructures and expertise on the part of
businesses, particularly smes .
■ Business practices facilitated and adapted to open innovation . ■ Quality, diversity and quantity of technology transfers .
STRATEGIC
DIRECTION 3
Strengthening polytechnique’s
commitment to, and leadership within,
its communities, both geographic and
intellectual.
in line with its mission, Polytechnique must “wield intellectual and social influence, concretely achieved through interactions with external communities both at home and abroad .”
At a time when young people are hesitating to pursue technical or scientific careers, when major technological issues are giving rise to social debates, and when society is relying more and more on innovation and technology to ensure its economic future, it is essential that Polytechnique assume its place .
We will work to strengthen Polytechnique’s commitment and leadership within its communities, both geographic and intellectual . We will make sure that Polytechnique’s contribution to society increases and gains deserved recognition .
OuR ObjECTIVES FOR 2011-2016
■ increase dialogue between Polytechnique researchers and society .
■ Foster innovative studies that integrate engineering with other disciplines .
■ disseminate more broadly the results of research carried out at Polytechnique, showcase the innovators behind these successes, and boost Polytechnique’s reputation .
CRITERIA FOR MEASuRING OuR SuCCESS
■ implementation of an educational showcase on science and engineering .
■ Quality and level of participation in organizations devoted to research .
■ Quality and organization of events involving society and Polytechnique researchers .
■ Quality and number of financed interfaculty projects . ■ reputation of Polytechnique researchers .
STRATEGIC
DIRECTION 4
STRATEGIC
DIRECTION 5
Acting responsibly and ethically.
Polytechnique acts in a responsible and ethical manner . recognized for the quality and effectiveness of its management processes and for its research governance structures, for many years Polytechnique has also been a benchmark in the university world for the management of its intellectual property .
At a time when government bodies must adopt sustainable-development policies, Polytechnique can count on high-level internal expertise in this area .
We will work to integrate the principles of sustainable development into all of our business processes . As proof of our responsibility and transparency, we will improve our accountability mechanisms and make them even more efficient .
OuR ObjECTIVES FOR 2011-2016
■ Continue to improve our research governance practices .
■ optimize and enrich mechanisms for planning, monitoring and accountability .
■ improve our efficiency and agility by co-ordinating our efforts, consolidating our resources and simplifying our processes . ■ Be a benchmark in intellectual-property management . ■ Adopt good sustainable development practices .
CRITERIA FOR MEASuRING OuR SuCCESS
■ Polytechnique’s leadership in research governance .
■ Capacity of the Commission de la recherche (research committee) and of the leadership structures of our spheres of excellence to actively contribute to research development at Polytechnique . ■ efficiency of the Bureau de la recherche et Centre de
développement technologique (office of research/Centre for technological development – BrCdt) .
■ recognized practices for exemplary management of intellectual property .
■ integration of sustainable-development approaches into our processes .
POLyTECHNIquE’S
SPHERES OF ExCELLENCE
Polytechnique has consolidated three sector-based spheres of excellence
in highly competitive fields: aerospace and transportation; multimedia, information technologies and telecommunications; and life sciences and engineering . these three areas are of key strategic importance for montréal and Québec . they are supported by a well-structured sector-based environment and by the local presence of numerous smes, major originators, and research consortiums in which Polytechnique actively participates .
Polytechnique researchers have also established major strengths in three theme-based areas of excellence corresponding to transversal and often supportive technologies: leading-edge materials and nanotechnologies; systems science and engineering; and energy, environment and sustainable development . the applications of these theme-based research spheres
touch on many fields in which technologies are often still in their early stages . Polytechnique researchers are members of numerous national and international research networks in these areas .
Polytechnique affirms its desire to showcase innovation in training, interdisciplinarity and open innovation, and commits to acting with a sustainable-development perspective .
As described in strategic direction 2, Polytechnique aims to strengthen and support these spheres of excellence . We will implement the required mechanisms to ensure their development and monitoring, and to identify promising fields for the future . We will also devote major efforts to increasing leadership in these areas, in order to maximize synergies .
FIELD-bASED SPHERES
THEME-bASED SPHERES
BY INNOVATING IN ENGINEERING TRAINING
. . . BY FOSTERING INTERDISCIPLINARITY AND OPEN INNOVATION
. . . WITH A SUSTAINABLE-DEVELOPMENT PERSPECTIVE AerosPACe ANd trANsPortAtioN muLtimediA, iNFormAtioN teChNoLogies ANd teLeCommuNiCAtioNs
LiFe sCieNCes ANd eNgiNeeriNg
LeAdiNg-edge mAteriALs ANd NANoteChNoLogies
sYstems sCieNCe ANd eNgiNeeriNg
eNergY, eNviroNmeNt ANd sustAiNABLe
deveLoPmeNt
Polytechnique has developed spheres of excellence and critical mass
in research in several strategically important fields.
telephone: 514 340-4990
Fax: 514 340-4992
e-mail: dri@polymtl .ca
