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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.
