*The text originally written in French was automatically translated into English and then reviewed by our editorial team.*
Innovation is no longer built in silos. In a context where technological breakthroughs are accelerating—particularly in artificial intelligence, energy transition, and clean technologies—the most promising research projects are now those that bring together multiple areas of expertise. This is confirmed by insights from Derek Newton and Quentin Hibon of the non-profit organization Mitacs, which plays a key role in forging partnerships between Canadian universities and the private sector, with support from federal and provincial governments.
As Senior Vice-President of Business Development and Strategic Partnerships and Senior Advisor responsible for the energy sector, respectively, Newton and Hibon share the same observation: today’s major challenges are far too complex for any single discipline.
Breaking Down Silos to Address Real-World Challenges
According to Derek Newton, interdisciplinarity is becoming essential, as current issues—whether related to AI, public policy, energy, or sustainable development—require cross-cutting perspectives. “We are living through a tremendous technological revolution,” he explains. “The pace is fast, and the implications are social, legal, and economic. For Canada to remain competitive, we need teams capable of connecting these worlds,” says the VP.
“We are living through a tremendous technological revolution (…) the implications are social, legal, and economic. For Canada to remain competitive, we need teams capable of connecting these worlds.” — Derek Newton
This breaking down of silos allows universities to better align their research with market needs. Students, exposed to multiple disciplines, enter the workforce with valuable transversal skills. This is precisely the spirit behind Mitacs’s 2026–2030 strategic plan, which focuses on expanding partnerships among research institutions, businesses, municipalities, and public organizations.
The results are already visible: more than 35,000 innovation projects and 99,000 internships have been supported by Mitacs across the country since 2018—including more than 13,000 innovations in Quebec.
Concrete Examples: From AI to Smart Mining
In his role leading partnerships in the broad energy sector, Quentin Hibon observes the diversity of expertise required in a single project. Even initially simple requests, he notes, quickly become multidisciplinary. “A company looking to integrate an AI module often already has IT teams. But once you add a professor, a student, and sometimes issues like cybersecurity, the project naturally becomes cross-disciplinary.”
He highlights several notable projects to illustrate both the need and the response.
- Internet of Things (IoT) + AI + cybersecurity in agrifood: A sensor-based monitoring system for cold rooms, optimized with AI, required the addition of cybersecurity experts after a critical vulnerability was discovered.
“[Project contributors] don’t always speak the same language. But that’s exactly what prepares students for real-world business environments.” — Quentin Hibon
- Energy transition: A project with Siemens Energy, McGill, and ÉTS aimed at optimizing turbine design using AI, combining mechanical, electrical, and computer engineering.
- Mining 5.0: A collaboration involving Polytechnique Montréal, ÉTS, and a cégep to automate underground mines via autonomous vehicles, 5G, sensors, and predictive algorithms.
In each case, disciplines must engage in dialogue—which is not always easy. Terminologies differ, realities differ. “Sometimes we work with an engineer, a social sciences expert, and an AI specialist… They don’t always speak the same language. But that’s exactly what trains students for real-world business challenges,” says Hibon.
Mitacs’s Role: A National Conductor
Derek Newton emphasizes that one of Mitacs’s strengths is its ability to connect actors who would never have met otherwise: university departments, SMEs, large companies, municipalities, hospitals, and public organizations.
Partner companies working with Mitacs experience on average: 11% productivity growth, 9% revenue increase, and 16% sales growth.
With 11,000+ industry partners and 198 post-secondary institutions, the organization acts as a national network capable of mobilizing talent where it is most needed—often in regions less solicited than major urban centers, where responses are often faster.
The impacts are measurable:
- 31% of interns are hired by their partner organization;
- 70% pursue an R&D career in Canada;
- Partner companies see on average 11% productivity gains, 9% revenue growth, and 16% sales growth.
A Particularly Strong Dynamic in Quebec
Quebec stands out thanks to a particularly strong culture of collaboration, reinforced by networks such as the Université du Québec system, innovation zones, and the Union des municipalités du Québec. These networks enable large-scale projects, especially in energy, water management, environment, and public health.
The scientific council of the City of Gatineau—where Mitacs collaborated on several initiatives—is a telling example: joint projects were launched in social sciences, risk management, first responder mental health, and climate resilience.
An Imperative for Canadian Competitiveness
Interdisciplinarity is no longer a simple advantage: it is an essential condition for accelerating innovation and ensuring Canada’s competitiveness. For both Derek Newton and Quentin Hibon, the conclusion is clear: the more disciplines collaborate, the faster research advances—and the more meaningful the impact of the solutions produced.