Research
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Australian Business Foundation: Decade of Discovery-The Future Revisited
The Future Revisited is an update of the Australian Business Foundation's pioneering scenario planning study published in 1999, Alternative Futures: Scenarios for Business in Australia to the year 2015 and is being led by futurist and business analyst Susan Oliver.Topics: -
Positioning Sydney in the Strategies of Multinational Corporations
Understanding how Sydney features in the strategies, organisation and location decisions of multinational corporations is critical for governments, MNCs and resident firms alike.
Conducted by Enright Scott & Associates principal Michael Enright, this research will be informed by surveying a large number of MNCs operating in the Asia-Pacific region with a focus on identifying which activities are currently conducted in Australia, and what the opportunities and impediments are to attracting more high value, knowledge related activities.
The survey will be conducted from late April 2008, so if you wish to register your interest to participate, please contact Clint McGilvray on Clint.McGilvray@Abfoundation.com.au
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Effective Models of Business Engagement with China
Understanding how to do business in China is of undeniable importance for many Australian firms but experience suggests that there are many different business models that are proving successful.
Through a contextual analysis of the economic, regulatory and political environment prevailing in China this year, and a series of case studies, this project will analyse actual experiences of Australian companies successfully competing in China, that other Australian companies should find instructive in mapping their own competitive position.
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'Pacific Corridor' Scoping Study
What drives successful industry clustering in Australia, and specifically the northern Sydney region? This project conducted by Macquarie Graduate School of Management, and jointly sponsored by the Australian Business Foundation and the NSW Department of State and Regional Development will aim to identify and map clustering activity in the northern Sydney region, known for this report as the 'Pacific Corridor'.
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Inside the Innovation Matrix - Finding the hidden human dimensions
Oct 2008 | Australian Business FoundationTopics:The latest research project from the Australian Business Foundation delves into the human kaleidoscope of innovation. Going well beyond old-school, linear stories about a brilliant inventor or creative entrepreneur, this project seeks to understand the transformative power of innovation by exposing the hidden intricacies of individuals, their networks and their interactions – the human dimensions of innovation.
This book is not about innovation for its own sake. It is about how to drive innovation-led prosperity, to enable Australia to continue to be a great place to live, work and play.
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Inside the Innovation Matrix Chapter 1: Innovation in Winning Organisations in Australia: Myths and Realities
Oct 2008 | Professor Graham Hubbard, Professor of Strategic Management, Adelaide University School of BusinessTopics:A 25-year study of 11 top-performing Australian organisations has revealed valuable innovation lessons for companies wanting to emulate them. These findings show that many conventional views on innovation are myths, and provide a practical guide to innovating successfully, overcoming the barriers many companies face. By using a broad definition of innovation and by getting the whole organisation geared for change, Australian companies can greatly improve their innovative capacity.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 2: Using Learning Networks as an Aid to Innovation
Oct 2008 | Professor John Bessant, Research Director, Tanaka Business School, Imperial CollegeTopics:Innovation can give firms a great competitive edge, but it sometimes needs to be fostered by collaboration rather than competition. Increasingly, companies are coming together in learning networks to collaborate on a regional or technological basis. Although much of the discussion on learning organisations is concerned with structures and processes within particular firms, there is an emerging strand that deals with the theme of inter-firm learning. For example, in supply chain development there is a growing recognition that the next step after confrontation is cooperative relationships to engage in a process of shared development and learning. How can such learning networks be fostered?
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 3: Australia’s Diaspora Networks in the 21st Century: Winning the Hearts and Minds of the Overseas Innovation Class
Oct 2008 | Dr Anand Kulkarni, Economist; George Bougias, EconomistTopics:The increased international mobility of people is a key feature of knowledge and idea flows in modern economies. The skilled and educated are among the most mobile and the countries that harness this talent – both within and outside their national borders – will benefit through enhanced economic growth. Australia is well placed to capitalise on this phenomenon because we are a largely migrant country, with an increasing number of skilled migrants, as well as a sizeable diaspora of our own citizens around the world. While policies have so far focused on how Australia can gain skilled migrants by using the diasporas of other countries, relatively little attention has been given to how we can maximise the economic and other benefits of our own diaspora. This paper focuses on ways we can do that, drawing on the experiences of other countries.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 4: How Intangible Networks Can Boost the Innovation Odds
Oct 2008 | Dr Mark Matthews, Executive Director, Forum for European-Australian Science and Technology cooperation; Dr Bob Frater AO, VP Innovation, ResMed CorporationTopics:The story of how Australian company Radiata Communications Pty Ltd beat international competition to the development of an effective new local wireless network is now widely cited as an example of successful research commercialisation. This paper tells how the company overcame the odds by using an intelligent and flexible approach assisted by a rich Australian research history in the area, along with networks of highly skilled people who trusted each other. The breakthrough culminated in Radiata being acquired by Cisco Systems for A$567m. This success provides a variety lessons for would-be innovators.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 5: Innovation: Your Place or Mine?
Oct 2008 | Marc Spiller, Director, SGS Economics & Planning LtdTopics:Increasing attention is being paid to the way in which the potential for innovation in a country is not spread evenly but tends to be concentrated in certain geographical nodes. Firms that deliver business services of an advanced nature play an important role in innovation. Because they operate best on a face-to-face basis with their clients, the fact that in Australia such firms are largely concentrated in Sydney and to a lesser extent Melbourne poses the danger that the rest of the country will struggle to be innovative. Positive policy is necessary to correct this innovation imbalance.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 6: New Tools to Map and Manage Innovation Networks
Oct 2008 | Dr John Steen, Senior Lecturer (Strategy), University of Queensland Business School; Mr Sam MacAulay, PhD Student, University of Queensland & the Australian Research Council Centre for Complex Systems; Dr Tim Kastelle, Lecturer in Innovation Management, University of Queensland Business SchoolTopics:The competitive marketplace of the 21st century demands a new innovation strategy. The focus needs to shift from individuals to networks. Older models of innovation emphasised the role of the lone inventor and the subsequent process of proving the concept and eventually taking this to the marketplace. The revolution in managerial thinking away from traditional linear to non-linear innovation models has brought ‘social network analysis’ into the foreground. This powerful diagnostic tool means that rather than using intuition and guesswork to manage networks, executives and policy-makers can scientifically measure the effectiveness of their efforts to help foster innovation.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 7: The Heroes of Innovation? Scientists and Technologists in Australian Business
Oct 2008 | Professor Jane Marceau; Professor Tim Turpin, Professorial Fellow, University of Western Sydney; Dr Richard Woolley, Postdoctoral Research Fellow, University of Western SydneyTopics:Innovation in the manufacturing sector in Australia, as elsewhere, owes much to the work of scientific and technological personnel. While it is now well understood that the linear model of innovation is a very partial view at best, it is nonetheless often scientific and technological personnel who provide critical innovation-related information and new ideas to their employer firms. This paper presents some results from a study we carried out in 2003–04 into the backgrounds, qualifications and careers of more than 500 publishing Australian scientists. It examines whether these scientists and technologists are being used to their maximum potential and, if not, what needs to be done to ensure this.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 8: How Deloitte Embedded Innovation in its DNA
Oct 2008 | Gerhard Vorster, Managing Partner, Deloitte Consulting Australia; Jenny Wilson, DeloitteTopics:For an organisation to become truly innovative, it has to transform the way it is structured and organised in order to foster innovation at every level. At the personal level, talented individuals need to be attracted to the organisation and given permission to be different. Teams need to be formed that tap into the power of ‘tribal’ communities and cut across hierarchies and business units. And at the highest organisational level, traditional relationships between customer, supplier and even competitor need to be redefined to facilitate the emergence of unique corporate capabilities. In this way, an organisation can embed innovation in its very DNA.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 9: Learning from the Market in Triple Time
Oct 2008 | Mehrdad Baghai, Managing Director, Alchemy Growth Partners; Giam Swiegers, Chief Executive Officer , Deloitte Touche Tohmatsu, Australia; Rebecca Watson, Deloitte ConsultingTopics:To grow, professional services firm Deloitte Australia needed a new approach that would enable it to adapt swiftly to changing market needs. It found it in Intensive Learning Campaigns (ILCs), specially adapted sales campaigns with the primary objective of learning from the market. At first glance they look similar to normal sales campaigns that are run faster or harder. In fact, an ILC is a very specific form of market-based learning through active testing. Deloitte’s case study highlights how complex organisations operating in mature markets can become adaptable, increase their pace of learning and start running at full speed.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 10: Managing the Innovation Faultline
Oct 2008 | Verity Byth, Foundation Director, Neo Group; Ross Honeywill, Foundation Director, Neo GroupTopics:Seven years of Australian workplace profiling research have revealed that there are two completely different types of employees when it comes to innovation. While some employees are natural innovators drawn to challenge, change and innovation, others are natural stabilisers drawn to hierarchies and the status quo. The key to successful innovation is managing to draw out the best from both types. This paper outlines how this typology of employees offers managers a simple yet powerful tool for differentiating the critical tasks of recruiting, leading, communicating with and rewarding employees of both the innovating and the stabilising kind.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 11: Factors Behind Successful Creative Project-Based Teams
Oct 2008 | Leslie Butterfield, Chief Executive Officer, McLachlan Lister Pty Ltd; Dafydd Wyn Owen, McLachlan Lister Pty LtdTopics:The quality of the teams that manage projects is key to whether they will come up with innovative solutions or simply replicate tired old approaches. While project management as a discipline is utilised in almost every business sector, it often lacks appropriate implementation. Project teams need to have strong leaders, and be combined of a diverse range of people if new ideas are to be sparked. The right physical and mental environment has to be provided; one that not only provides the right tools and is free of historical constraints, but which fosters openness and a sense of common purpose.
To order your copy of this book: order form
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Inside the Innovation Matrix Chapter 12: The Human Factor in Innovation Project Portfolio Management
Oct 2008 | Catherine Killen, Senior Lecturer, University of Technology Sydney; Professor Elko Kleinschmidt, Professor of Marketing and International Business, McMaster University, Canada; Dr Richard Woolley, Postdoctoral Research Fellow, University of Western SydneyTopics:Organisational survival in a dynamic competitive environment often requires the ability to produce a continual stream of successful new products and services. Project portfolio management (PPM) capabilities can improve innovation decisions and new product outcomes and are therefore receiving increasing prominence in organisations. This paper presents findings from a recent study of six successful Australian organisations that highlights the importance of human dimensions in the establishment and evolution of effective project portfolio management capabilities. Guidance is provided to help managers apply these findings to improve innovation outcomes.
To order your copy of the book: order form
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Inside the Innovation Matrix Chapter 13: Overcoming Barriers to Innovation by Facilitating Unlearning
Oct 2008 | Dr Karen Becker, Lecturer, Faculty of Business, Queensland University of Technology; Professor Paul Hyland, Professorial Research Fellow, University of QueenslandTopics:The literature on innovation tends to concentrate on tapping into new ways to do things. Yet if people resist change, innovation is unlikely to flourish. And to accept change, they have to unlearn their set ways of doing things. So unlearning is a critical part of the innovation process. This chapter presents a model to help managers to engender and support unlearning at both the individual and group level. It draws on case studies and empirical research to highlight key lessons for businesses and managers on how to manage both innovation and unlearning.
To order your copy of the book: order form
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Inside the Innovation Matrix Chapter 14: People, Scenarios and Innovation
Oct 2008 | Oliver Freeman, Director, Neville Freeman AgencyTopics:When it comes to innovation, people are the only asset a business enterprise has. The concept of the learning organisation has turned out to be inadequate: organisations don’t learn, people do. Another inadequate concept has been the idea of continuous business development. True innovation requires scenario planning that can take into account the full spectrum of possibilities the future holds and, if necessary lead to radical innovation. Such innovation does not simply respond to the existing environment in which the business operates, but transforms that environment.
To order your copy of the book: order form
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Born To Be Global: A closer look at the international venturing of Australian born global firms
Sun Dec 16 2007 | Professor Peter Liesch, Professor of International Business and Leader of the Enterprise and International Business Cluster, University of Queensland Business School; Dr Matthew Steen, Policy Adviser - Tax & competitiveness, NSW Business Chamber; Dr Stuart Middleton, University of Queensland Business School; Dr Jay Weerawardena, University of Queensland Business SchoolTopics:This report focused on charting the experiences of 18 'born global' firms which ventured overseas shortly after their birth. In examining their successes and setbacks, the researchers were able to identify some key factors relevant to identifying and satisfying new global opportunities more adeptly, including agility, persistency and the ability to manage a range of business functions and risks simultaneously.
In analysing the business case studies, certain patterns were discerned about the character and further development of born global firms. While these insights do not constitute a template for business success, they do provide an important set of lessons for enterprises that are export ready or seeking other ways to extend their international reach.
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The Contribution of Services and Other Sectors to Australian Productivity Growth 1980-2004
Nov 2007 | Professor Alan Hughes, Director, Centre for Business Research, University of Cambridge, UK; Mr Vadim Grinevich, Junior Research Fellow, Centre for Business Research, University of Cambridge, UKTopics:This extensive study of 49 sectors in the Australian economy identified two growth periods - a low growth period from 1980 to 1992, then a high growth period from 1992 to 2004. The acceleration in labour productivity growth in the high growth period can be attributed to the performance of just three service sectors - financial intermediation, wholesale trade and a miscellaneous group encompassing transport, machinery and equipment hire, hotels and catering, R&D, legal, technical and advertising.
The productivity dividends came from business transformation such as enhancing the use of enabling technologies, building management capabilities and capitalising on regulatory reforms, rather than as a result of greater capital investment replacing labour. These findings, and the constraints to future growth identified by the authors, open the way for consideration of actions to initiate the next generation of productivity surges from Australia.
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The Reality of Innovation Unzipped
Nov 2006 | Deloitte; Australian Business FoundationTopics:This joint venture project between Australian Business Foundation and Deloitte aimed to test the appetite for innovation in middle market firms through a series of focus groups with more than 50 businesses in Sydney, Melbourne and Brisbane.
The key findings of this collaborative project demonstrate that these businesses have a strong appreciation that they need to continually innovate to survive, and to compete on knowledge and innovation through business transformation, rather than on cost.
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Australian Innovation in Manufacturing: Results from an international survey
Aug 2006 | Professor Mark Dodgson, Director, Technology and Innovation Management Centre, University of Queensland; Dr Peter Innes, University of QueenslandProfessor Mark Dodgson and Dr Peter Innes of the University of Queensland Business School conducted an international comparison survey to guage the nature of innovation in small and medium sized manufacturing firms. This paper presents the Australian experience compared to the European findings. Although the survey found that some Australian firms adopted innovation practices for process improvement and cost reduction, overall there was a less strategic approach to innovation for longer term competitive advantage demonstrated by the Australian firms than by their European counterparts. Australian manufacturing firms risk being unable to compete with international competitors who have transformed their businesses to take advantage of market opportunities.Topics: -
Innovation and the Knowledge Economy in Australia
May 2006 | Professor Keith Smith, Chair in Innovation, School of Management, University of TasmaniaTopics:In 2004 Professor Keith Smith researched and reported on how the knowledge economy was creating value in Australian industry, and how companies were innovating to gain a competitive advantage. His paper The Knowledge Economy in the Australian Context then paved the way for his follow up report in 2005 Promoting Innovation in Australia: Business and Policy Issues in which he looked at the opportunities and challenges facing businesses and governments in fostering innovation to generate business value.
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National Innovation Systems: Finland, Sweden & Australia Compared
Nov 2005 | Professor Göran Roos, Founder, Intellectual Capital Services Ltd; Intellectual Capital Services LtdNations need national innovation systems to foster an infrastructure of linkages or networks among firms, universties and governments to gain competitive advantage. By understanding the strides taken in Finland and Sweden, two showcases for development of national innovation systems, Australian firms and governments can identify what lessons might be applied in improving Australia's national innovation system.Topics: -
Success Factors in Australian Industries: Levers for Fostering & Sustaining Growth Industries
Nov 2005 | Australian Stock Exchange Ltd; Colin Ramsay, The Australian Stock Exchange; Robert Bladier, The Australian Stock ExchangeTopics:In 2005, the Australian Business Foundation and Australian Stock Exchange Limited teamed up to revisit earlier research into three critical industries - wine, mining and listed property trusts. These industries were selected because each had transformed from being modestly successful and domestically based, to being world class, globally competitive and export based.
The aim of this study, conducted by Robert Bladier and Colin Ramsay, was to develop a synthesis of the earlier learnings to formulate some necessary ingredients that must be present or steps that must be taken for successful industry development. Understanding these critical levers that can transform an industry enables investors and investment markets to properly assess the characteristics of the industry which will attract capital investment.
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Commercialising Australian Biotechnology
May 2004 | Professor Michael Vitale, Australian Graduate School of ManagementTopics:Australian Business Foundation commissioned this research to uncover some of the reasons why there were so few success stories in commercialising biotechnology research despite the depth of research in the field and the government policies in place to encourage the development of a viable and globally competitive industry sector.
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Sustainable Business Development: Reaching Beyond The Rhetoric To Superior Performance
Mar 2004 | Suzy Goldsmith, Foundation for Sustainable Economic Development in the Department of Management, University of Melbourne; Professor Danny Samson, Foundation for Sustainable Economic Development in the Department of Management, University of MelbourneThe connection between sustainable development and business success depends on the depth and quality of the sustainable development practices, and their fit with the company's distinctive business strategy and culture. In particular, sustainable development practices are most likely to boost long term performance when they serve to stimulate innovation and foster a competitive business advantage.Topics: -
Knowledge Economy Opportunities for Australian Firms in the Asia Pacific Region
Feb 2004 | Dr Lyndal Thorburn, Innovation Dynamics Pty Ltd; Dr John Langdale, Macquarie UniversityTopics:This briefing paper was produced for the Australian Business Foundation to stimulate debate and to explore options for engagement in the Asia-Pacific region. Through a series of industry case studies, this paper demonstrates that there are untapped opportunities for Australian business in high growth knowledge intensive industries in the Asia Pacific region. Although traditional commodity industries have contributed significantly to exports, the future lies in competing on superior knowledge and skills. Within these industries there are hidden strengths that could be capitalised on, ie, adding valuable services to traditional products to provide customised solutions and adopting more sophisticated sales and marketing techniques.
With a few exceptions, SMEs are lagging behind their competitors in adopting knowledge management approaches to capture their share of the export dollar in this rapidly growing regional economy. These businesses would be better served by government policy which supports the potential for Australian businesses to tap into global production chains through better knowledge management processes and capabilities, rather than focusing on information and communications technology hardware and infrastructure.
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Knowledge Management in the New Business Environment
Jul 2003 | Dr Richard Hall, Australian Centre for Industrial Relations Research & Training (ACIRRT) of the University of SydneyTopics:Managing knowledge is a key tool of trade for every business no matter how small or large. But how do organisations use knowledge to gain a competitive advantage, and how canknowledge be managed anyway? Through case studies, this report identified a number of ways that successful organisations are managing knowledge, not merely through the use of IT systems, but through building stronger relationships and knowledge flows among key staff and between ket staff and suppliers, customers and other clients.
Effective knowledge management is predicated on a workplace culture that fosters knowledge sharing and problem solving, a high degree of trust and mutual support and a commitment to individual and organisational learning.