CCI in Retrospect and Prospect is an in-depth exploration of CCI's influence, impact and contributions since 2005, as well as its ongoing agenda.

1. UTS:
BUSINESS
Creative industries, or
‘embedded creatives’
Roy Green

2. Precarious future
Contributions to average incomes growth: Treasury

3. 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
1993
94
95
96
97
98
99
2000
1
2
3
4
5
6
7
8
9
2010
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

5. 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

7. Investment in knowledge
% of GDP
6.8%
6.1%
5.5%
4.7%
4.1%

8. National innovation system
Government
and public agencies
Finance
and
venture
capital
Research and
education
institutions
Enterprises
and workplaces

9. Business-university interaction
contributing to innovation (% firms)

10. Australia’s Creative Industries
Australia’s creative industries contribute $90
billion to GDP (ABS accounts)
Embedded creatives are 43% of creative
workforce, a 150% increase in 8 years
They make an indirect contribution across a
range of ‘non-creative’ industries
200,000 employed in software and interactive
content development, 25% embedded

11. “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 the
Asian Century, 2012

12. Australian management performance gaps
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Austra
Global
countr
Operations
Metrics
Performance
Metrics
People
Metrics
Australia
Global best

13. Australian management performance gaps
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Austra
Global
countr
Operations
Metrics
Performance
Metrics
People
Metrics
Australia
Global best
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Austra
Global
countr
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Austra
Global
countr
‘Instilling a talent
mindset’

14. “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)

15. ABDC Project on the Future of
Management Education

16. Integrative thinking
from…
to…
Discipline
specialisations
Integrated
programs
Leading
Communicating
Innovating
Collaborating

17. “I like the problem” – Frank Gehry

18. “Treehouse”
sketch
UTS BUSINESS SCHOOL

19. “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

20. Designing
from the
inside
out

21. The outside will be iconic...

22. …but the inside is where
vision is
realised in
practice

23. 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.