When students in : Emerging Technologies鈥擮rganizing and Societal Stakes walked into their first class this fall, they were expected to work on a rigorous consulting project with the Institut national d'excellence en sant茅 et services sociaux (INESSS), Quebec鈥檚 agency responsible for evaluating health technologies and guiding evidence-based policy. What they did not expect was that midway through the term, the Quebec government would announce plans to merge INESSS with the Institut national de sant茅 publique du Qu茅bec (INSPQ), creating an umbrella organization with an expanded mandate. The announcement instantly reshaped the assumptions, priorities, and strategic horizon of their work. Rather than derailing the project, the twist became the defining learning moment of the semester.
鈥淚n a blink of an eye, an organizational reality that seemed stable and static was upended. The staff had to adapt and respond to a novel situation,鈥� said Professor Samer Faraj, who leads the course and serves as Canada Research Chair in Technology, Management & Healthcare. 鈥淥ur students experienced this shift firsthand and had to redesign their projects to remain aligned with the organization鈥檚 evolving needs. This year, students had a rare opportunity to experience that dynamism in real time.鈥�
A real-life case study: Consulting in an organization undergoing change
Students were divided into teams and assigned one of three mandates: envisioning the future of INESSS in 2035, developing an internal AI strategy for evidence synthesis, or proposing a new evaluation framework for AI-based medical devices. When the restructuring was announced, each team had to reassess its assumptions, rethink stakeholder needs, and adjust its recommendations, integrating the implications of a larger, merged institution with broader responsibilities. The restructuring also meant that INESSS was revisiting broader questions about its analytical capabilities, the role of AI in evidence evaluation, and how a merged institution should position itself within Quebec鈥檚 evolving health ecosystem鈥攇iving students an unusually timely opportunity to contribute strategic thinking during a period of real organizational reflection.
Teams continued to meet with scientists, directors, and policy experts at INESSS, incorporating fresh insights into their midterm and final presentations. For many, it was their first time advising senior leaders from a major public鈥憇ector health organization, and the evolving context made the work feel more consequential.
A spotlight moment for 成人VR视频鈥檚 role in health innovation
While MGPO 485 has long partnered with organizations navigating technological change, this year鈥檚 project drew exceptional interest across 成人VR视频 and beyond, given the real鈥憈ime nature of the transformation and its implications for health governance in Quebec.
For Professor Faraj, this is exactly the kind of impact 成人VR视频 should strive for.
鈥淥ur students demonstrated that undergraduates鈥攚hen guided, supported, and challenged鈥攃an produce analyses that meaningfully contribute to public organizations navigating complex technological and organizational shifts. It reinforces 成人VR视频鈥檚 role as a place where emerging scholars help shape the future of Quebec鈥檚 health innovation landscape.鈥�
Learning beyond the classroom
As the teams delivered their final presentations at the INESSS Montreal office, several senior leaders remarked on the quality of the work and the professionalism of the students. For INESSS, the collaboration was not only pedagogical but strategically valuable.
鈥淭hroughout the semester, our executive team greatly valued the opportunity to exchange with the students,鈥� said Pascale Lehoux, Vice鈥慞resident of Science at INESSS. 鈥淥ur mission relies on science and the application of rigorous methods, which exposed students to many challenges. The teams successfully completed three strategic projects of outstanding quality and showed remarkable agility in responding to the changing priorities of our organization.鈥�
Students described the experience as transformative. 鈥淢GPO 485 pushed me to approach technology from an organizational rather than a purely technical perspective. Collaborating with a client brought everything to life and opened my eyes to a field I鈥檓 excited to continue exploring academically and professionally,鈥� said Alexandra Fowler (BCom鈥�26).
Kate Goelman (BCom鈥�27) shared a similar reflection: 鈥淭he project was complex, exciting, and was formative in the way that I will view AI as it emerges in healthcare. My experience was tremendous, learning so much and examining issues in a way that felt tangible and meaningful 鈥� I am so grateful that I had the chance to engage with these ideas and tasks, and I leave this course as a more well-rounded and intellectually curious learner.鈥�
For many in the class, the experience will influence future career paths in technology consulting, public policy, and digital health. Several students noted that the project helped them connect classroom theories鈥攆rom AI governance to innovation ecosystems鈥攖o the realities of work within a major public institution.
MGPO 485 will continue to build on this model in future years, strengthening 成人VR视频鈥檚 engagement with public鈥憇ector partners and offering students immersive opportunities to tackle real societal challenges.
Bachelor of Commerce (BCom)
The BCom program prepares students for professional and managerial careers by fostering critical thinking, interdisciplinary integration, and practical business problem-solving. Students develop risk-taking, teamwork, and leadership skills, gaining essential management competencies to thrive in the global marketplace.
