The online world of the future: Safe, productive, and creative

A safer online world is required to attain higher levels of productivity and creativity. We offer a view of a future state of the online world that places safety, productivity, and creativity above all else. The online world envisaged for 2030 is safe (i.e., users communicate with accuracy and enduring confidence), productive (i.e., users make timely decisions that have an ongoing global effect), and creative (i.e., users can connect seemingly unrelated information online). The proposed view differs from other views of the future online world that are anchored around technology solutions, confrontation, deception, and personal or commercial gain. The following seven conditions characterize the proposed view of the online world: i) global-scale autonomous learning systems; ii) humans co-working with machines; iii) human factors that are authentic and transferrable; iv) global scale whole-brain communities; v) foundational knowledge that is authentic and transferrable; vi) timely productive communication; and vii) continuous technological adaptation. These conditions are expected to enable new social-behavioural, socio-technical, and organizational interaction models

Developing an innovation engine to make Canada a global leader in cybersecurity

An engine designed to convert innovation into a country’s global leadership position in a specific product market is examined in this article, using Canada and cybersecurity as an example. Five entities are core to the innovation engine: an ecosystem, a project community, an external community, a platform, and a corporation. The ecosystem is the focus of innovation in firm-specific factors that determine outcomes in global competition; the project community is the focus of innovation in research and development; and the external community is the focus of innovation in resources produced and used by economic actors that operate outside of the focal product market. Strategic intent, governance, resource flows, and organizational agreements bind the five entities together. Operating the innovation engine in Canada is expected to improve the level and quality of prosperity, security, and capacity of Canadians, increase the number of Canadian-based companies that successfully compete globally in cybersecurity product markets, and better protect Canada’s critical infrastructure. Researchers interested in learning how to create, implement, improve, and grow innovation engines will find this article interesting. The article will also be of interest to senior management teams in industry and government, chief information and technology officers, social and policy analysts, academics, and individual citizens who wish to learn how to secure cyberspace

Securing Cyberspace: Towards an Agenda for Research and Practice

In this article, we seek to identify the important challenges preventing security in cyberspace and to identify the key questions that nations should set out to answer to play a leading role in securing cyberspace. An important assertion is that the challenge of securing cyberspace transcends the abilities of any single entity and requires a radical shift in our approach in how: i) research is conducted, ii) cybersecurity researchers are educated, iii) new defendable systems are developed, and iv) effective defensive countermeasures are deployed. Our response draws upon extensive source material and our personal experiences as cybersecurity professionals contributing to the establishment of the VENUS Cybersecurity Corporation, a not-for-profit corporation that aims to make Canada a global leader in cybersecurity. We view the challenge to be global and transdisciplinary in nature and this article to be of relevance world-wide to senior decision makers, policy makers, managers, educators, strategists, futurists, scientists, technologists, and others interested in shaping the online world of the future

Managing Cybersecurity Research and Experimental Development: The REVO Approach

We present a systematic approach for managing a research and experimental development cybersecurity program that must be responsive to continuously evolving cybersecurity, and other, operational concerns. The approach will be of interest to research-program managers, academe, corporate leads, government leads, chief information officers, chief technology officers, and social and technology policy analysts. The approach is compatible with international standards and procedures published by the Organisation for Economic Co-operation and Development (OECD) and the Treasury Board of Canada Secretariat (TBS). The key benefits of the approach are the following: i) the breadth of the overall (cybersecurity) space is described; ii) depth statements about specific (cybersecurity) challenges are articulated and mapped to the breadth of the problem; iii) specific (cybersecurity) initiatives that have been resourced through funding or personnel are tracked and linked to specific challenges; and iv) progress is assessed through key performance indicators. Although we present examples from cybersecurity, the method may be transferred to other domains. We have found the approach to be rigorous yet adaptive to change; it challenges an organization to be explicit about the nature of its research and experimental development in a manner that fosters alignment with evolving business priorities, knowledge transfer, and partner engagement

Developing an Innovation Engine to Make Canada a Global Leader in Cybersecurity

An engine designed to convert innovation into a country’s global leadership position in a specific product market is examined in this article, using Canada and cybersecurity as an example. Five entities are core to the innovation engine: an ecosystem, a project community, an external community, a platform, and a corporation. The ecosystem is the focus of innovation in firm-specific factors that determine outcomes in global competition; the project community is the focus of innovation in research and development; and the external community is the focus of innovation in resources produced and used by economic actors that operate outside of the focal product market. Strategic intent, governance, resource flows, and organizational agreements bind the five entities together. Operating the innovation engine in Canada is expected to improve the level and quality of prosperity, security, and capacity of Canadians, increase the number of Canadian-based companies that successfully compete globally in cybersecurity product markets, and better protect Canada’s critical infrastructure. Researchers interested in learning how to create, implement, improve, and grow innovation engines will find this article interesting. The article will also be of interest to senior management teams in industry and government, chief information and technology officers, social and policy analysts, academics, and individual citizens who wish to learn how to secure cyberspace

Outcomes from the Introduction of a Combined Urology Outpatient Clinic

Background. A combined urology clinic staffed by four consultants and four non‐consultant hospital doctors (NCHDs) was introduced in our institution in October 2015. This clinic is supported by a pre‐clinic radiology meeting and a synchronous urology clinical nurse specialist (CNS) clinic with protected uroflow/trial of void slots. Herein, we report on the outcomes of this clinic in comparison with the standard format of urology outpatient review. Methods. We carried out a retrospective review of clinic attendances from May to July 2016. We recorded the number of new and return attendances, which team members had reviewed the patient and patient outcomes. We also calculated the waiting times for new patients to be reviewed in the outpatient clinic. Results. The combined urology clinic reviewed an average of 12 new and 46 return patients per clinic. The standard urology clinic reviewed an average of 8 new and 23 return patients per clinic. 54% of patients were seen by a consultant in the combined urology clinic, and 20% of patients were seen by a consultant in the standard urology clinic. The rate of patient discharge for new patients was 14.8% in the combined clinic compared to 5.9% in the standard clinic. Overall patient outcomes are outlined in the table. The waiting time for review of new patients in the combined clinic was reduced by 39% from 144 days to 89 days over a one-year period. Conclusions. The introduction of a combined urology outpatient clinic with the support of pre‐clinic radiology meeting and synchronous urology CNS clinic facilitates patient discharge

Managing ecosystem services at Loch Leven, Scotland, UK: actions, impacts and unintended consequences

Rivers, lakes and wetlands are good examples of ecosystems that provide multiple, concurrent, services to mankind. Human society has often exploited these systems by enhancing one ecosystem service at the expense of another. Loch Leven, Scotland, UK, is a good example of this. Over the past 150 years, the lake has been subjected to hydrological modification, fish stocking and pollution control to improve the delivery of key goods and services. This study uses historical records to explore the results of these interventions on the ecosystem services that were targeted for improvement and the knock-on effects on other services provided by the lake. The results suggest that, when management changes are being considered to enhance particular ecosystem services, the potentially damaging effects on other ecosystem services should be taken into account. This requires a better understanding of the role of ecosystem function in delivering ecosystem services, and of the links between multiple ecosystem services, than is currently available. While further research is clearly needed, the value of long term datasets in providing knowledge and understanding through ‘hindsight’ should not be underestimated. The study concludes that successful management actions are likely to be those that incorporate lessons learned from previous decisions

Development of Professional Attributes through Integration of Science and Practice at First-Year Pharmacy Level

The design, implementation and evaluation of a year 1 pharmacy-integrated learning component, using the World Health Organisation’s (WHO) analgesic ladder as a scaffold for case-based learning, is described. A novel aspect of the integrated component is the mapping of the cases to the national Core Competency Framework (CCF) for Pharmacists in Ireland and to the school’s own cross-cutting curricular integration themes. The integrated cases were student led and delivered through peer-to-peer teaching for 68 first-year pharmacy students. The integrated cases mapped strongly to three of the CCF’s domains, namely, personal skills, organisation and management skills and supply of medicines. With regard to the school’s curricular integrative themes, the cases mapped strongly to the curricular integration themes of professionalism and communications; medicines sourcing, production and use; and safe and rational use of medicines. Highlights from an anonymous online student survey were the recognition by students of the importance of core science knowledge for practice, the enabling of integrated learning and the suitability of the integrated component for entry-level. While a majority of students were found to favour individual work over group work, future iterations will need to consider a greater degree of group work with a view to reducing the volume of content and time required to complete the cases