CCI Symposium 14: Roy Green

UTS:BUSINESS

Creative industries, or ‘embedded creatives’

Roy Green

Precarious future

Contributions to average incomes growth: Treasury

OECD MANUFACTURING COMPETIVENESS INDEX: AUSTRALIA VS USA AND EURO AREA 1993-2010 (INDEX 2005=100 WHERE AN INCREASE IN THE INDEX VALUE REPRESENTS A DECLINE IN COMPETITIVENESS )

60.0

70.0

80.0

90.0

100.0

110.0

120.0

AUSTRALIA

UNITED STATES

EURO AREA

Source: OECD Manufacturing Competitiveness Index: Australia vs USA and Euro Area, 1993-2010 (2005=100); increase in index represents decline

Competitiveness challenge

Future manufacturing> Global production networks and value chains

increasingly prevalent in manufacturing> Emergence of ‘micromultinationals’ which

capture value through ‘smart specialisation’> Competitive advantage not just through new

technologies but non-technological innovation> business model innovation, design and systems

integration, high performance work and management practices

> Such innovation must go beyond continuous improvement and be transformative

Investment in knowledge

% of GDP

6.8%

6.1%

5.5%

4.7%

4.1%

National innovation systemGovernment

and public agencies  

Finance and

venture capital

Research and education institutions

Enterprises and workplaces

Business-university interaction contributing to innovation (% firms)

Australia’s Creative IndustriesAustralia’s creative industries contribute $90

billion to GDP (ABS accounts)Embedded creatives are 43% of creative

workforce, a 150% increase in 8 yearsThey make an indirect contribution across a

range of ‘non-creative’ industries200,000 employed in software and interactive

content development, 25% embedded

“Using creativity and design-based thinking to solve complex problems is a distinctive Australian strength that can help to meet the emerging challenges of this century.”

Australia in theAsian Century, 2012

Australian management performance gaps

2

2.2

2.4

2.6

2.8

3

3.2

3.4

3.6

3.8

4

Australian score

Global best performing country score

OperationsManagement

Performance Management

PeopleManagement

OperationsMetrics

PerformanceMetrics

PeopleMetrics

Australia

Global best

Australian management performance gaps

2

2.2

2.4

2.6

2.8

3

3.2

3.4

3.6

3.8

4

Australian score

Global best performing country score

OperationsManagement

Performance Management

PeopleManagement

OperationsMetrics

PerformanceMetrics

PeopleMetrics

Australia

Global best

2

2.2

2.4

2.6

2.8

3

3.2

3.4

3.6

3.8

4

Australian score

Global best performing country score

OperationsManagement

Performance Management

PeopleManagement

2

2.2

2.4

2.6

2.8

3

3.2

3.4

3.6

3.8

4

Australian score

Global best performing country score

OperationsManagement

Performance Management

PeopleManagement

‘Instilling a talent mindset’

“That the state of knowledge in any country will exert a directive influence on the general system of instruction adopted in it, is a principle too obvious to require investigation.”

Charles Babbage (1791-1871)

ABDC Project on the Future of Management Education

Integrative thinking

from…

to…

Discipline specialisations

Integrated programs

Leading Communicating InnovatingCollaborating

“I like the problem” – Frank Gehry

“Treehouse” sketch

UTS BUSINESS SCHOOL

“Thinking of it as a tree house came tripping out of my head on the spur of the moment... But on reflection the metaphor may be apt. A growing learning organism with many branches of thought some robust and some ephemeral and delicate.”

Frank Gehry, Dec 2009

Designingfrom the inside out

The outside will be iconic...

…but the inside is wherevision is realised in practice

Open, dynamic and creative societies… are created by the alchemy of artists, entrepreneurs, philanthropists, civic institutions and governments coming together in the right combination at the right moment. And for Australia… this is surely such a moment.