1 00:00:05,020 --> 00:00:11,470 Excellent. Welcome back, everybody. I hope you had as good a discussion in your group as we did ours. 2 00:00:11,470 --> 00:00:21,340 So what we're about to do now is invite the leaders of the focus groups to come back and give us a summary of of the discussion. 3 00:00:21,340 --> 00:00:30,270 And if we've got time at the end of those summaries, what we'll just do is invite a bit of Q&A with the panel if it's all possible. 4 00:00:30,270 --> 00:00:36,970 So if you want to put any comments or thoughts in the chat as people are speaking, we'll do what we can to bring it together. 5 00:00:36,970 --> 00:00:43,960 The purpose of this, don't forget, is to inform the report writing at the end, so the facilitators will be capturing all of the richness. 6 00:00:43,960 --> 00:00:49,720 And if you've got more to say, put it in the chat. We want to capture everybody's opinions and thoughts. 7 00:00:49,720 --> 00:00:57,550 But you've heard enough for me, so I'm now going to hand over from Amanda to Amanda, who's got a feedback from her group. 8 00:00:57,550 --> 00:01:06,940 Thanks, Amanda. Thanks, Bill. Yes, I still said we had an extremely good discussion in our group. 9 00:01:06,940 --> 00:01:08,980 We covered a whole range of topics. 10 00:01:08,980 --> 00:01:18,760 I think what we felt was that that COVID gave us what we heard in the very first talk this afternoon that one goal, one vision. 11 00:01:18,760 --> 00:01:26,710 And that was probably something we have within the kind of scientific academic in the business in the area had before. 12 00:01:26,710 --> 00:01:36,580 So it was a single goal and that single vision. And because of this, there was a very clear focus that allowed government funding to be sent out it. 13 00:01:36,580 --> 00:01:42,160 It facilitated the development of an environment of open science, of trust, 14 00:01:42,160 --> 00:01:51,460 of transparency and for the development of relationships in a much speedier way than would normally have happened. 15 00:01:51,460 --> 00:02:00,040 So we felt it was it was a unique situation that COVID initiated. 16 00:02:00,040 --> 00:02:07,720 Many of the people talked about the fact that we'd had to change the approach we did to do things, to move things faster. 17 00:02:07,720 --> 00:02:11,770 So we talked about kind of IP free relationships. 18 00:02:11,770 --> 00:02:17,080 So when academic endeavour was going on, research was being developed. 19 00:02:17,080 --> 00:02:26,260 Then actually relationships were often formed very quickly to weeks to work on those areas without long, 20 00:02:26,260 --> 00:02:33,040 drawn out, protracted contracts being developed. And it was very much done, and this is the this is for the public good. 21 00:02:33,040 --> 00:02:33,820 So therefore, 22 00:02:33,820 --> 00:02:42,040 we will just get on with it at the moment and we'll come back and sort out the details and the commercial outputs come from these activities. 23 00:02:42,040 --> 00:02:46,600 Then at that stage, we will start to have those those discussions. 24 00:02:46,600 --> 00:02:53,830 But there was very much a feeling from from all the participants in our group that it was very much about, Let's get this going. 25 00:02:53,830 --> 00:03:00,310 We need this to work. We've got to work together. And only by working together to achieve something. 26 00:03:00,310 --> 00:03:04,420 One of the things we were looking at was how how can we do this in the future? 27 00:03:04,420 --> 00:03:12,430 So what what framework would we need in the future to tackle other global challenges? 28 00:03:12,430 --> 00:03:21,520 Because it's very unlikely that in the future we would have that mass of investment, financial investment fund resource investment. 29 00:03:21,520 --> 00:03:26,680 So what sort of framework do we need to to do? 30 00:03:26,680 --> 00:03:37,250 And also that the other thing that could get because that environment of fear, sorry, is a physical asset. 31 00:03:37,250 --> 00:03:47,290 And so because the the ultimate impact of COVID was so severe and people got it and infected individuals, 32 00:03:47,290 --> 00:03:52,990 then that also helped drive that speed and that vision. 33 00:03:52,990 --> 00:04:02,140 But we've got to solve this problem. And I think we started to talk about climate change as another example of a big global challenge. 34 00:04:02,140 --> 00:04:07,510 And at the moment, how how would we develop a framework that would allow us to to work with the 35 00:04:07,510 --> 00:04:13,240 same sort of speed and output as the COVID challenge has provided us with? 36 00:04:13,240 --> 00:04:23,740 And we thought things such as. And maintaining those those approaches to cooperation and collaboration, the development, 37 00:04:23,740 --> 00:04:33,910 a kind of global challenge funding, trying to identify how we can be more strategic would be would be helpful in Ireland. 38 00:04:33,910 --> 00:04:42,730 One of our one of our participants was from Ireland. And they've got a great example of setting strategy and focus from the top down. 39 00:04:42,730 --> 00:04:49,990 Now that they're engaging with the public, asking the public what they want R&D to focus on in the future. 40 00:04:49,990 --> 00:05:00,100 The idea being that the public will help drive drive research in certain directions where the public feels is a real benefit 41 00:05:00,100 --> 00:05:07,000 and that we thought was a really interesting approach to kind of engage the public in those conversations with obviously, 42 00:05:07,000 --> 00:05:14,950 Toby has been a great opportunity to raise the value of research in the public's eyes never before. 43 00:05:14,950 --> 00:05:22,990 I think if we heard government and business and senior people across across the world talking 44 00:05:22,990 --> 00:05:27,910 about the value of science and research and development in order to solve a challenge. 45 00:05:27,910 --> 00:05:36,850 So I think one of the things we wanted to do was maintain that sort of interest and focus and support for research by the public. 46 00:05:36,850 --> 00:05:43,720 And so we can engage the public and develop that sense of urgency for some of the other challenges that the world is facing. 47 00:05:43,720 --> 00:05:48,340 Then maybe we can move on with some of the other areas. 48 00:05:48,340 --> 00:05:56,260 We had a very brief chat about whether the virtual world has actually helped speed up the response to COVID, and we felt very much at first. 49 00:05:56,260 --> 00:06:01,330 It probably did because it opened up those those communication channels very quickly. 50 00:06:01,330 --> 00:06:04,720 Although because it was such an urgent situation, 51 00:06:04,720 --> 00:06:12,380 people would have probably have made themselves available for conversations even if it hadn't been working on in a virtual world. 52 00:06:12,380 --> 00:06:23,290 So it was hard to to pull out whether the virtual world that we've been working in facilitated and speeded up massively or only in part. 53 00:06:23,290 --> 00:06:29,680 But I think there is some concern now that if we move to the kind of more of a hybrid world, kind of some virtual, some face to face, 54 00:06:29,680 --> 00:06:35,080 whether we're quite ready and able to move at such pace for other challenges because 55 00:06:35,080 --> 00:06:44,510 I don't think we've quite worked out how the hybrid world will work in the future. I think those are probably the top top ones. 56 00:06:44,510 --> 00:06:47,200 Oh, there's one lovely phrase that somebody mentioned, 57 00:06:47,200 --> 00:06:52,450 which is about in the past we've been letting a thousand flowers bloom, so we we haven't prioritised. 58 00:06:52,450 --> 00:06:55,540 Everything's been great, everything's been supported. 59 00:06:55,540 --> 00:07:04,330 And actually, we probably need to become more strategic in how we identify what things we're going to be working on in the future, 60 00:07:04,330 --> 00:07:14,350 as he said right in the beginning. But one vision, one one focus really galvanised our approach to solving this problem. 61 00:07:14,350 --> 00:07:18,980 You can't solve a thousand problems, but you can probably solve it doesn't. 62 00:07:18,980 --> 00:07:23,320 So that's probably one of the biggest things as we develop frameworks going forward. 63 00:07:23,320 --> 00:07:32,740 But we need to get much better at strategic priorities and in order to address these global challenges. 64 00:07:32,740 --> 00:07:42,900 So I will now hand on to Carla. I think what Christian, Christian and your. 65 00:07:42,900 --> 00:07:47,430 Hey. So mine is is a bit shorter. 66 00:07:47,430 --> 00:07:56,580 There is a couple of things that we figured about the actual impact on our day to day work. 67 00:07:56,580 --> 00:08:03,350 We figured that it was positive that we can reach. 68 00:08:03,350 --> 00:08:14,900 A lot larger audience by video conferences as they've become ubiquitous during the. 69 00:08:14,900 --> 00:08:23,420 So we're we're going to have five times more participants from all the continents, 70 00:08:23,420 --> 00:08:34,940 whereas in the old days there would have been just the audience but would physically move to the conference room. 71 00:08:34,940 --> 00:08:38,540 Also, especially in the beginning of the pandemic, 72 00:08:38,540 --> 00:08:48,290 many managers and busy people were much more approachable because they weren't travelling all over the globe. 73 00:08:48,290 --> 00:09:02,060 We figured that it was a lot better for certain people and for certain tasks to have virtual meetings and virtual conferences, 74 00:09:02,060 --> 00:09:16,610 especially in terms of efficient management of a meeting, very target oriented, generally punctual by the start. 75 00:09:16,610 --> 00:09:30,080 And we're hoping that we're going to take out of the pandemic is some of the learnings regarding unnecessary travelling, 76 00:09:30,080 --> 00:09:35,930 which would be beneficial for our schedules and for the environment, 77 00:09:35,930 --> 00:09:53,790 and also for the travel budget of the company in terms of the impact of the pandemic on on our resources. 78 00:09:53,790 --> 00:09:58,910 We knew we we found that it is. 79 00:09:58,910 --> 00:10:08,480 It has been difficult with funding being reallocated to COVID related things and therefore other 80 00:10:08,480 --> 00:10:20,540 topics of general interest and urgency were funded less because you can spend a dollar only once. 81 00:10:20,540 --> 00:10:25,760 This hopefully is going to be balanced out in the future. 82 00:10:25,760 --> 00:10:38,240 There has been a lot of research put on hold and obviously these these the shifting of money was positive for certain target 83 00:10:38,240 --> 00:10:54,380 groups and others were really having to identify new topics and new things to to occupy themselves in terms of industry. 84 00:10:54,380 --> 00:11:03,470 There has been and there is still some disruption of the supply chains and we're seeing 85 00:11:03,470 --> 00:11:12,200 a need to build more resilient supply chains and infrastructures in the future. 86 00:11:12,200 --> 00:11:22,760 This, I think for decades had been neglected on a higher level. 87 00:11:22,760 --> 00:11:32,300 We found that the virtual tools are an additional tool in the toolbox of communication, 88 00:11:32,300 --> 00:11:42,320 of managing your working day and of organising meetings with benefits and drawbacks. 89 00:11:42,320 --> 00:11:55,370 And it's it. It's been a tremendous exercise to learn how Home Office can can be valuable for achieving certain tasks. 90 00:11:55,370 --> 00:12:03,650 And also, we thought that the overarching challenges remain. 91 00:12:03,650 --> 00:12:12,800 Communication will work better for certain individuals in the virtual world and for other individuals. 92 00:12:12,800 --> 00:12:28,130 It will be a drawback. But also the overarching balances with respect to climate micro-plastics to feeding a growing global population. 93 00:12:28,130 --> 00:12:39,150 Those will remain and we will need to, regardless of the pandemic, find ways to tackle these. 94 00:12:39,150 --> 00:12:49,050 The tackling of of these things will, as as highlighted by you, Amanda, 95 00:12:49,050 --> 00:13:01,020 will really depend or could possibly benefit from the sense of urgency from this feeling of a community, as also heard in the in the keynote. 96 00:13:01,020 --> 00:13:15,510 But. The. Difference for these longer term threats and these longer term challenges is that the individual doesn't feel an immediate threat, 97 00:13:15,510 --> 00:13:24,570 and it's going to be the key challenge to translate these longer term issues into the mindset 98 00:13:24,570 --> 00:13:36,180 and the emotional approach that our our societies took as a community in times of the pandemic, 99 00:13:36,180 --> 00:13:42,770 for example, the first lockdown period in March last year. 100 00:13:42,770 --> 00:13:57,090 That's about it. OK, I will go next. 101 00:13:57,090 --> 00:14:05,520 OK. So, hi, everyone. My name is Carla. We also had a great discussion in my group. 102 00:14:05,520 --> 00:14:09,510 We had a mix of industry and academia, 103 00:14:09,510 --> 00:14:20,280 but found we all had very similar challenges and even similar findings to what you just heard from Amanda and Kristian. 104 00:14:20,280 --> 00:14:24,240 We talked a lot about the pace for the purpose. 105 00:14:24,240 --> 00:14:32,010 What's the balance between the wellbeing? How do we remain the urgency without burning out? 106 00:14:32,010 --> 00:14:38,040 I think someone mentioned, you know, now we we basically live at work and, you know, 107 00:14:38,040 --> 00:14:48,840 challenges ahead of how to adapt again to now moving into this hybrid model with different technology 108 00:14:48,840 --> 00:14:57,090 and behaviours and the fear of losing some of the advantages that the digital world has brought us, 109 00:14:57,090 --> 00:15:10,290 but also the digital world challenges they've brought us around on boarding, getting accustomed to culture hands on for supervisors and labs, 110 00:15:10,290 --> 00:15:17,190 the how to expand networking beyond the team and our own peer networks when it's all a 111 00:15:17,190 --> 00:15:24,860 digital world and learning and adapting and how it's being required for four new hires. 112 00:15:24,860 --> 00:15:31,430 A clear need to innovate and respond to changes and impacts on the business models, so how do we do that? 113 00:15:31,430 --> 00:15:39,650 How do we deliver on these plans and resources? And how do universities and businesses and government turn this into action? 114 00:15:39,650 --> 00:15:45,770 And then we also touched upon the challenge of co-location and clustering. 115 00:15:45,770 --> 00:15:51,950 So finding allocated space for the project, maybe not necessarily a desk for a person. 116 00:15:51,950 --> 00:15:59,450 How do you mix these capabilities around a challenge and also form an emotional connexion and trust? 117 00:15:59,450 --> 00:16:10,510 And, you know, doing this in this hybrid space or online space as well? 118 00:16:10,510 --> 00:16:19,020 That was the main points from our group. 119 00:16:19,020 --> 00:16:26,210 So I believe I pass it to Rebecca. 120 00:16:26,210 --> 00:16:35,200 Hello, everyone, hear me, OK? Excellent, OK, I'll report back. 121 00:16:35,200 --> 00:16:38,960 My name's Rebecca Wilson, I'm the head of strategic partnerships at the Crick Institute. 122 00:16:38,960 --> 00:16:43,960 So what we discussed and kind of what wouldn't have been possible without the crisis in 123 00:16:43,960 --> 00:16:50,260 picking on many of the points that were in the keynotes and all of the previous speakers, 124 00:16:50,260 --> 00:16:57,520 we talked about creative construction, construction and collaboration, which arose due to people kind of galvanising around that common need, 125 00:16:57,520 --> 00:17:03,100 identifying those the complementarity where they could work together to solve the kind of global problem. 126 00:17:03,100 --> 00:17:08,650 And someone mentioned this earlier, you know, the level of collaboration were high and they could set up very quickly. 127 00:17:08,650 --> 00:17:12,260 And I think it's to kind of pool their expertise and resources. 128 00:17:12,260 --> 00:17:16,870 And the second point was around access to funding this kind of rapid response funding that 129 00:17:16,870 --> 00:17:23,110 enabled many projects are running parallel and some of them being more risky than others. 130 00:17:23,110 --> 00:17:28,090 And the point was made You know this, this might be something that we could do around antimicrobial resistance. 131 00:17:28,090 --> 00:17:31,960 Another thing that would have been possible was the kind of levels of flexibility and 132 00:17:31,960 --> 00:17:36,940 ingenuity we saw people and normally used to direct to research being put into operations. 133 00:17:36,940 --> 00:17:44,770 We saw researchers coming up with completely novel, innovative ways of doing things, and it was very kind of open science approach. 134 00:17:44,770 --> 00:17:51,580 Overall, the kind of public engagement piece is what was relevant. This the various examples A-Z. 135 00:17:51,580 --> 00:17:55,960 The oxygen on the BioNTech example showed the essential role that universities, 136 00:17:55,960 --> 00:18:02,890 research organisations and industry can play in facilitating, facilitating and access to innovation and saving innovation. 137 00:18:02,890 --> 00:18:11,100 Whether that's vaccines, whether that's supporting clinical trials, that engagement piece is a very good thing, people. 138 00:18:11,100 --> 00:18:12,400 So I made the point that, you know, 139 00:18:12,400 --> 00:18:18,400 the family actually understands what they do with that job in university industry partnerships actually means and the implications of that. 140 00:18:18,400 --> 00:18:24,850 But that also comes with the risk that people need to understand that science is not always black and white. 141 00:18:24,850 --> 00:18:27,880 And then the other other examples are in logistics. 142 00:18:27,880 --> 00:18:33,880 So it was it was very simple to kind of set up meetings with multiple partners that was more easy to do in digital platforms. 143 00:18:33,880 --> 00:18:37,540 It meant that meetings did take only a couple of hours. 144 00:18:37,540 --> 00:18:45,610 You didn't have to travel for a day. The downside of that is that there were less spontaneity in terms of discussed discussions. 145 00:18:45,610 --> 00:18:51,010 So what we thought would be useful to capture afterwards is what should say was an efficient kind of business travel approach, 146 00:18:51,010 --> 00:18:57,520 which also has implications for various budgets and the environment as well and for people's wellbeing. 147 00:18:57,520 --> 00:19:04,690 What else should stay with the need to have an advocate for the kind of good non-profit work the industry has done? 148 00:19:04,690 --> 00:19:10,240 So again, the A-Z Oxford example was given, you know, and that kind of, you know, 149 00:19:10,240 --> 00:19:16,150 the public good that it that it wasn't making a profit should be advocated for is very senior levels. 150 00:19:16,150 --> 00:19:21,310 And the other aspect was that organisations were really listening to their scientists and also listening in industry, 151 00:19:21,310 --> 00:19:30,520 listening to their innovation groups. I mean, that was so important is those groups who acknowledged what we don't think could happen and going 152 00:19:30,520 --> 00:19:34,360 forward is that kind of intensity so intense that people were running and running and running, 153 00:19:34,360 --> 00:19:41,230 and it's not feasible to always work at that pace. And also, the industry will not always be so flexible. 154 00:19:41,230 --> 00:19:45,880 So again, that kind of the third example was given that there would be, you know, 155 00:19:45,880 --> 00:19:52,150 quite you regular for a company to do that kind of activity without expecting some kind of commercial return. 156 00:19:52,150 --> 00:19:54,640 What has completely changed in terms of the sector? 157 00:19:54,640 --> 00:20:02,170 So we had most people were working in the industry, we had people working in industry as well as efficiency in business travel. 158 00:20:02,170 --> 00:20:06,730 That's completely changed. Many projects got stopped due to pivoting, 159 00:20:06,730 --> 00:20:14,590 and a lot of kind of internal research to tacos are going to be Christian picked upon that to lots of other projects got dropped away. 160 00:20:14,590 --> 00:20:23,560 Embedded new ways of working new kind of organisational structures. But we talked about how we don't know the social implications of that, how people, 161 00:20:23,560 --> 00:20:29,380 different types of people and even ages of people want different things and how they interact. 162 00:20:29,380 --> 00:20:37,210 And that turned into a discussion on kind of relationships, how the pandemic and the digital platforms enable partnerships to set up quickly. 163 00:20:37,210 --> 00:20:46,220 But often that kind of relationship that you can build in person and that trust that that can enable can be more difficult to establish in the UK. 164 00:20:46,220 --> 00:20:52,900 There's another couple of points we talked about the importance of science and innovation and around the government launching 165 00:20:52,900 --> 00:20:58,810 the innovation strategy and bringing science closer to the cabinet with the launch of the Office for Science and Technology, 166 00:20:58,810 --> 00:21:08,290 the National Science Technology Council, and how that could have implications on a greater push for impact and consideration of the housing principle. 167 00:21:08,290 --> 00:21:13,720 And in the US, it seems that the term there's a new terminology to, instead of basic research kind of uses. 168 00:21:13,720 --> 00:21:19,210 But basic research uses inspired research and that may have societal benefits. 169 00:21:19,210 --> 00:21:27,940 And the NSF has set up a kind of translational office and and key questions around grand challenges that are kind of slightly more applied. 170 00:21:27,940 --> 00:21:32,530 So the final question was kind of how would we how would you translate that urgency from the. 171 00:21:32,530 --> 00:21:38,500 Over the pandemic, two other challenges, how do we draw everything together and I think someone else picked up on this, 172 00:21:38,500 --> 00:21:44,980 we need to prioritise what we want to address. We need to consider a really lovely time and the burning platform that was covered 173 00:21:44,980 --> 00:21:48,880 versus the smouldering platforms that maybe other activities we have to consider, 174 00:21:48,880 --> 00:21:52,060 which are the most urgent and related to that is the funding. 175 00:21:52,060 --> 00:21:59,650 Obviously, a lot of countries that are in debt, a big challenge is addressing how we can prevent that chasm being so deep. 176 00:21:59,650 --> 00:22:06,760 And there's a discussion there when it comes to Iran, the triple helix for other players that could that could be involved in that in terms of 177 00:22:06,760 --> 00:22:12,170 the role of non-profits and philanthropic foundations and have people like the gates, 178 00:22:12,170 --> 00:22:17,470 the Chan Zuckerberg essentially could potentially address those other those other challenges. 179 00:22:17,470 --> 00:22:21,370 And that was the summary hopefully captured all of the discussion. 180 00:22:21,370 --> 00:22:26,660 Chair of the Oxfordshire Local Enterprise Partnership, which is a pro-bono role I have. 181 00:22:26,660 --> 00:22:30,490 And for those of you not familiar with local enterprise partnership, where a local, 182 00:22:30,490 --> 00:22:37,600 county based economic development organisation that works with university authorities business, I'm a business person. 183 00:22:37,600 --> 00:22:46,030 So in the session we've just had, I was also reflecting some of what we've been through as one of the public transport operators here in the UK, 184 00:22:46,030 --> 00:22:53,680 and we had a very interesting group, a mix of other academics, those with research backgrounds, 185 00:22:53,680 --> 00:22:57,280 including an international context in what we were talking through. 186 00:22:57,280 --> 00:23:05,110 And I'm going to try and add because it could very easily just reinforce many of the points that were already been made. 187 00:23:05,110 --> 00:23:13,270 But let me try and add perhaps two or three points that haven't already been raised in those that the other speakers have put forward. 188 00:23:13,270 --> 00:23:20,590 And one of the things I think came out from our discussion was at the beginning of COVID. 189 00:23:20,590 --> 00:23:29,350 What it required us to do in many cases was to take back procurement decisions that would otherwise be made in normal situations, 190 00:23:29,350 --> 00:23:34,720 further down our organisations and to take back procurement decisions being made amongst senior 191 00:23:34,720 --> 00:23:39,640 managers in order to accelerate the decision making process over things that were being done. 192 00:23:39,640 --> 00:23:45,460 Decisions were being taken in order actually a different, different aspect to be taken about risk, 193 00:23:45,460 --> 00:23:50,380 which we, we all know is being faced at many, many levels, including in our national government, 194 00:23:50,380 --> 00:23:57,700 taking very big decisions at the time, as we now know to our benefit in terms of where vaccines were being procured from 195 00:23:57,700 --> 00:24:01,810 and the degree of over procurement that was being committed to at the time. 196 00:24:01,810 --> 00:24:07,510 And that elevated procurement has existed and it is now a matter of at what point 197 00:24:07,510 --> 00:24:12,370 one puts that back within our organisations to being at a at a more normal level. 198 00:24:12,370 --> 00:24:20,090 But with that, recognising that with it may go more process and actually a degree of slowing down of that process. 199 00:24:20,090 --> 00:24:26,690 And a second point that came out and those that were academics and actually talking, if I may, 200 00:24:26,690 --> 00:24:32,000 also from my personal situation with with the student in our family and the degree 201 00:24:32,000 --> 00:24:36,680 to which obviously university education has pivoted in the last 18 months, 202 00:24:36,680 --> 00:24:42,350 the student in our family receiving her education for the last year almost entirely online. 203 00:24:42,350 --> 00:24:47,540 But recognising from a university point of view, our academic institutions are going to have to rethink, 204 00:24:47,540 --> 00:24:53,660 perhaps permanently, the degree to which curricula is delivered in a different way. 205 00:24:53,660 --> 00:25:01,120 And the implications that has for teaching, for teaching staff, for material, for curriculum material. 206 00:25:01,120 --> 00:25:06,740 And that being quite a considerable issue that we will all have to, I think, take forward. 207 00:25:06,740 --> 00:25:09,860 And another issue and it has been brought out, 208 00:25:09,860 --> 00:25:19,430 but perhaps just to to to to amplify it was the collaboration in all of us to talking about the way that collaboration was stepped up. 209 00:25:19,430 --> 00:25:27,200 But in some ways, collaboration previously might have been expressed in terms of matched funding or money on the table. 210 00:25:27,200 --> 00:25:34,850 And I think what absolutely is clear from the experience we've gone through that collaboration in the last year or so has also very, 211 00:25:34,850 --> 00:25:39,920 very much been expressed in terms of the way that trust is developed and the 212 00:25:39,920 --> 00:25:44,480 way that time and other ways of collaboration have been brought to the table. 213 00:25:44,480 --> 00:25:52,160 And the value of those has been recognised in a way that perhaps they weren't valued before. 214 00:25:52,160 --> 00:26:01,550 A very practical aspect that was brought out was that I think all of us in terms of our ability, both in our work lives and, dare I say, 215 00:26:01,550 --> 00:26:06,380 also in our personal lives to benefit from online access, 216 00:26:06,380 --> 00:26:12,530 whether it's continuing professional development material, professional material in our own work lives. 217 00:26:12,530 --> 00:26:16,310 Or dare I say, and again talking personally in my own personal situation, 218 00:26:16,310 --> 00:26:24,500 being able to dip into things that are available online that one wouldn't have previously been able to find or not find easily anyway. 219 00:26:24,500 --> 00:26:34,280 In terms of that being a lasting benefit, I think we will all be able to broaden our perspectives both professionally and personally 220 00:26:34,280 --> 00:26:40,250 through the much greater online material that we will all find much easier to access. 221 00:26:40,250 --> 00:26:45,680 Another issue that came out was that from our respective points of view, 222 00:26:45,680 --> 00:26:56,270 it may just focus on the survivability of the organisations that we were dealing with in my context, in a business environment. 223 00:26:56,270 --> 00:27:01,560 We had to think perhaps harder than we'd ever think about the organisations we were using as 224 00:27:01,560 --> 00:27:07,610 suppliers and whether or not what the what the the COVID the pandemic was doing was going to really, 225 00:27:07,610 --> 00:27:12,890 really jeopardise those that we were using it suppliers in other contexts. 226 00:27:12,890 --> 00:27:17,750 We heard from from other team members today that it also forced government or government 227 00:27:17,750 --> 00:27:22,610 agencies to look even more closely at where grant money or where support was being 228 00:27:22,610 --> 00:27:27,290 given and whether it was right and proper that those organisations were the right 229 00:27:27,290 --> 00:27:32,830 place to be receiving funding and to what extent their futures were being jeopardised. 230 00:27:32,830 --> 00:27:39,760 In terms of the sense of urgency and how we create that sense of urgency, I think the point's been made, 231 00:27:39,760 --> 00:27:46,600 but just to reinforce it, but I think that phrase burning and smouldering platform say very eloquently. 232 00:27:46,600 --> 00:27:55,000 But I think what was felt in our own group was that you absolutely have to bring it back to having that sense of immediacy. 233 00:27:55,000 --> 00:28:03,670 The thing that I think was felt to be most impactful around COVID was that once it became something that the media got hold of, 234 00:28:03,670 --> 00:28:10,150 it was seen to affect us all and have the capability to be affecting us all in very short order. 235 00:28:10,150 --> 00:28:19,000 At the time, it felt like days or weeks that any of us in our workplaces or particularly in our family and friends, could be impacting on us. 236 00:28:19,000 --> 00:28:27,280 And with that came all the responses that were sent from collaboration to volunteering to clearly feeling that within our own organisations, 237 00:28:27,280 --> 00:28:36,310 we absolutely had to react. And how we get that sense of urgency for the many other challenges is I think about how we 238 00:28:36,310 --> 00:28:43,030 bring it back to relatively short milestones and goals being seen to be absolutely imperative. 239 00:28:43,030 --> 00:28:49,600 I will leave it there. It's been a very interesting process. Thank you. Hello and thank you, Jeremy. 240 00:28:49,600 --> 00:28:56,770 And so thank you very much to all the the the leaders and facilitators of those groups. 241 00:28:56,770 --> 00:29:03,460 You worked extremely hard this afternoon and everybody's worked extremely hard this afternoon and we've had such a rich source of dialogues. 242 00:29:03,460 --> 00:29:09,010 It's been brilliant. As I listened to feedback, I wish I could have been in every single one of those workshops. 243 00:29:09,010 --> 00:29:16,030 Fortunately, Thomas Construction is going to write up the report, so I'm going to be able to read about it afterwards. 244 00:29:16,030 --> 00:29:18,220 So what we normally do in the last few minutes, 245 00:29:18,220 --> 00:29:24,460 if you picture us in our normal auditorium space is just hand the microphone around for a couple of last comments. 246 00:29:24,460 --> 00:29:28,930 Fortunately, we have chat. I'm just going to read out one or two comment. 247 00:29:28,930 --> 00:29:38,350 Building on Amanda's feedback about examples of public dialogue encourage you to look at nanotech dialogues in participating adult met. 248 00:29:38,350 --> 00:29:43,300 So Google will find it dating back to 2005. That was so interesting history there. 249 00:29:43,300 --> 00:29:47,830 Thanks, Chris. Comment from Stuart clear need to innovate and respond. 250 00:29:47,830 --> 00:29:53,050 The challenge is how to deliver on it and how business, academia and government work together to achieve that, 251 00:29:53,050 --> 00:29:58,330 which I think is going to be the theme for the next couple of days coming from Anthony. 252 00:29:58,330 --> 00:30:01,930 The need to learn is the best bits of work well from the COVID 19 response, 253 00:30:01,930 --> 00:30:10,570 addressing issues of climate change and the other global challenges that climate change will come up in spades on on day three. 254 00:30:10,570 --> 00:30:16,900 And the final question should there be a different, more agile funding available from government, 255 00:30:16,900 --> 00:30:20,270 industry and universities to improve innovation capacity? 256 00:30:20,270 --> 00:30:26,500 Well, I think given that we're going to be here from leaders of two very large funding agencies tomorrow morning, 257 00:30:26,500 --> 00:30:34,986 that's definitely a question to save up and ask again tomorrow.