Innovation Australia

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Hong Kong
Useful introduction to Hong Kong.
   > 20% of Chinese Imports go through Hong Kong
   > Companies targeting the Chinese market use HK as a base.
       The key attractions are
        very business friendly, e.g taxes are low
   >    the financial system is strong and well understood
   >   Main gateway/hub for Asian market
   >   Respecting and protecting IP
   >   Laws and language are much more aligned with UK system.
   >   Develop strategies and focus on implementation
   >   Future is guaranteed for the forsee-able future under the 50
       year rule.
   >   2M sq ft of incubator space
Hong Kong - Cyberport
> Hong Kong international trading economy wishing to reinvent itself
   as leader in information age
> Establish 21st century program focussing on wireless digital media
> $2bn IT infrastructure campus financed through sale of real estate
> Focus on wireless & digital media
> Help companies to gain 1st step in accessing Chinese markets
Learning Points:
 Real estate financing model
 Gateway model eg. US into Europe or vice-versa
 focus on niche area / customer
Value to Northern Ireland Innovation
> Hong Kong worked to their strengths. I.e Set up a control and
  command structure utilising low cost manufacturing overseas
  (China and India) while keeping the control in Hong Kong
> The value to the group is to be aware of the benefits of
  setting up in Hong Kong as a market in itself or as a route to
  the Asian market
> Any company aiming to attack the growing Asian market
  should consider Hong Kong and make contact with Invest
  Hong Kong for a much more detailed insight.
> NI must learn to deliver against strategies it develops.
Brisbane Visits
> Brisbane Dept of Innovation Research and
   > Useful morning of presentations from State and Federal officials on the Smart State
   > Smart State Strategy claims to be niche, concentrating on bio and nano
     technology, yet goes on to cover a wide range of research areas
   > Very laid back, optimistically creating R&D space and hoping it works; outcomes
     unclear, current level of success appear low but perhaps too early to make
     judgement call
   > State in transition (from cowboys to high tech)
   > 8 Jobs created in three years seemed a very low level of success. (check?)
   > It is surprising that, given their considerable natural resources, that 79% of GDP
     comes from the service sector GDP (Australia in total is 70%)
   > They have had to compromise their initial rules on who they allow on to the park,
     as their was limited demand for the bio-technology incubator space (only 1 No.
   > Having developed a strategy they have the confidence through their joined up
     approach between Federal, State and Local Government, to implement
   > Concern at the drop off in ICT student numbers and this may impact on strategy
     realisation in future.
Queensland University of Technology
>   Creative Industries precinct
     > This project is jointly funded by State, Federal and Local Government and the
     >   The concept is base around creative industries, (film making, fashion design,
     >   Individual businesses sit in rooms next to each other with common meeting area.
>   Inspirational project that seems to be working really well
           >   11 projects started, all still going after two years. Remarkable record
           >   Two projects from this area were nominated for AIIA National Awards.
           >   70 people involved in full time employment.
           >   Students from University get summer, full and part time jobs.
           >   Evidence of cross fertilisation of ideas and up and down stream business.
     >   On the basis of their initial success the funding for the project has been extended
         for a total of 9 years
>   Urban village social experiment – Building capacity, not dependency
    (work in progress)
What can NI Learn
> Innovation seems to be very much alive in this environment.
  The following seems to be relevant
   > Physical closeness fosters cross fertilisation of ideas.
   > The willingness to engage in mentoring with sector experts and
     with each other would appear to be key.
   > There seems to be a willingness to be open, to listen and to
     engage with each other, and to collaborate rather than compete
   > A rigorous competitive selection process on the basis of project
     submissions seems to be key. Selection by someone with a
     track record of commercial success would also appear to be
   > A recognition that success may not be short term and that
     funding periods should reflect this.
Sydney Visits
> DSRD – Dept of State and Regional Development
      > Non subsidised agriculture competitive on scale and
          technology reducing costs.
      >   Agriculture R&D spend directed by democratic vote by
          agriculture sector groups (match funding from farmers and
      >   Training resources could have applications in industry
          training and development.
      >   ATP – 70% income external ventures – 30% income from
          start-up ventures
      >   World Innovation Network – Open source model providing
          reciprocal rights to technology. International Support
          agreements providing soft landings after funding runs out.
Australian Centre for Field Robotics
> ARC Centre of Excellence for Autonomous systems
   > Specialism in large remote unmanned automated systems with
       applications in agriculture, mining, logistics, environmental,
       marine and defence applications.
   >   Federation fellowship programme – Building centres of
       excellence around high calibre individuals.
   >   Five year funding extended to nine based on initial successes.
       50% of income from industry – half of which was from overseas.
   >   No tenure – staff incentive to work collaboratively
   >   Not biotech or nanotech. These were seen as over susbcribed
   >   Highly motivated with very clear focus on delivering successful
       projects to their customers
Diageo Huntingwood and Bondi
> Key points on Huntingwood were
   > Clear focus on continuous improvement
   > Extensive training for all staff on problem solving
   > Empowering environment where operators were
     encouraged and facilitated to identify and solve problems
     using a structured approach
   > No link between pay and success, the intrinsic motivation
     comes from the satisfaction of a project completed
   > Operators have presented their projects to very senior
     Diageo Executives and this was a major motivater
Bondi Corporate Relations and
> Key points were
   > Diageo recognise that they have a major role to play in
     educating young people on how alcohol affects them. E.g
   > Targeted sports clubs to launch the programme.
   > Water sold at cost price to support the spacers concept.
   > Striking appropriate balance in product package so as not
     to appeal to under age population

> Innovation
   > Use of a structured Stage gate process to manage the
     commercialisation of ideas
Learnings for NI
> Market led R&D
> Collaborative approach between government, educational
  establishments and Industry
> Competitive bidding for projects backed by long term support
  (min 5 years rather than three)
> Building centres of excellence around key individuals
> Clearly identify our niche R&D, stay away from flavour of the
  month. E.g Bio and Nano
> Protect current industries by identifying threats and designing
  strategies to deal with.
> Solid processes for managing the commercialisation of
  innovation to increase chances of success
> Highly motivated, sharp focus, not big in to patents.
Melbourne – Latrobe City
  >   1994 – 210 Municipalities reduced to 78
  >   Managed transition of jobs and skills
  >   Compulsive competitive tendering for % of operating budget
  >   2021 Strategic Document.
  >   10 years on more professional delivery of public services,
      initiators of new development, input at state strategy level
      (should have done it 20 years ago)
  >   Co-terminosity
  >   Regional managers of services meet 2-3 times / yr
  >   Still issues of confusion with general public as to division of
  >   Possible issue re. power & authority of elected representatives
      …… lead by executive team!
Service Industry
> Very badly managed
> Not level playing field ~ Victoria jumped, NSW &
  QLD backed out
> Government took money out of industry to service
  it’s own debt & did not reinvest in society
> Private sector in survival mode unable to properly
  invest in people & plant
Victoria Police ~ Multicultural Advisory
> Coterminous with council boundaries
> Citizen rights & responsibilities
> Multiculturalism not just about migrants it’s about all of
> Australia = 240 nationalities, 150 languages, 100 faiths
> Leadership eg. Chief commissioner Christine Nixon
> Charter of Victims Rights
> Koorie Courts ~ initially handled by police, must plead guilty
> Police recognise their own boundaries by setting out the
  rights of others
> Must meet ethnic groups on their terms
Monash University ~ Commercialisation
of Research