1. School of Art, Architecture & Design Blue Sky Thinking Frank Wyatt 0414 39 2323 frank@enterprisingpartnerships.com.au

2. Blue Sky Thinking What do you see when you look at a picket fence?

3. Blue Sky: Innovation  What are the lessons for you from the trends highlighted in “Social Media Revolution”?  What are the implications of the shift from mass to personalised media? From offline to continuous online?  How will you adapt to these trends?  Pervasiveness of innovation from social/enterprise collaborations  What if…..you do not listen and act on these soft signals? Social networking is less than 10 years old; It hasn’t hit puberty yet!!

4. Blue Sky  Permission to THINK outside current boundaries & constraints  Take you beyond where the conventional ends, to beyond you  Focus on what is coming that is: BIG, DIFFERENT, & UNEXPECTED?  How will these impact on what, how, where, with whom and when you & the School deliver?

5. WORKLOADSCOMPETITION FUNDING HIGHER AUTHORITY Beyond blame! Beyond excuses! Blue Sky

6. 1. Which will have the biggest online market share in 5 years - Google, Facebook, YouTube, MSN, Yahoo, LinkedIn? 2. How many of you know that FaceBook is predicted to be the virtual internet within 5 years? 10% of all internet on line time, doubling every 12 months, est. to grow to 50% in 5 years (Scott Gallway, NYU Stern) 700m users: approx 1m/yr 70% outside of USA : 50% of users make $50k+/yr; 50%+ degree + credit card + 1/3 smartphone to buy on-line & this is growing rapidly 3. How many of you have played a game on FaceBook? 4. The future global market is not China but FaceBook!! BIG, DIFFERENT, & UNEXPECTED?

7. 2010

8. Exercise in Groups: 1. So what is BIG that is likely to happen in the art, architecture & design world that WILL impact on your School? 2. What is DIFFERENT that you should anticipate? 3. What has crept up on you that was UNEXPECTED? 4. What are the common CHARACTERISTICS shared with implications for your School? Getting to Your Future

9. Blue Sky: What if………………….?

10. Red Ocean Versus Blue Ocean Strategy In the red ocean, differentiation is expensive because firms compete with the same best-practice principle. Here, the strategic choices for firms are to pursue either differentiation or low cost. In the reconstructionist world, however, the strategic aim is to create new best-practice rules by breaking the existing trade-offs and thereby creating blue ocean. Red Ocean StrategyBlue Ocean Strategy Compete in existing market spacesCreate uncontested market spaces Beat the other Universities & TAFEMake the competition irrelevant Exploit existing demand from students and community Create and capture new demand opportunities Meet the competitive trade-offsBreak the trade-off cycle by stepping outside of it Align the whole system of the School with the strategic choice of either differentiation or low cost. Align the whole system of the School in pursuit of differentiation and low cost.

11. Blue Sky: Student Numbers 1.What would have to happen if your ‘local’ INTERNATIONAL School student numbers dropped by 50% 2.What would have to happen if student numbers in one of the components of the School, say Design, were to increase by 50% 3.What would have to happen if you were to contemplate delivery for student markets not yet thought of? 4.How will you respond to the soft signals (growing noise) from FaceBook?

12. Blue Sky: Trans-Disciplinary Mode 1.What would have to happen if.............Governments were to place priority for funding on your contribution to the solution of wicked problems? 2.What would be the impact on AADs if open source innovation through FaceBook delivered solutions to wicked problems whilst you were focusing on research and learning within the Institution of the University? Multi-disciplinary = parallel sciences (production, business and economics) aligned to solve complicated problems Trans-disciplinary = creating the undisciplined disciple for opportunities beyond the obvious, for intersections where different competencies meet to solve complex and wicked problems

13. Distinguishing between Research, Learning and Outcomes Application or Use of research & learning results Effect on individuals, communities or firms Research & Learning Engagement with delivery partners Research Highlights Outcomes External Effect/Impact AADs Activity AdoptionOutput Impact Publications Blue Sky: Impact What would happen if......there was an expectation of 50% increase in IMPACT required of AADs

14. Blue Sky: Impact What would happen if Governments provided challenges to Universities to solve wicked problems as a component of long term funding?  Ageing population  Global pollution  Management of global water  Removing poverty and homelessness

15. Blue Sky: KPIs for Engagement by 2015 How would Open Source Innovation enable you to meet these KPI’s?  Enhancing the ability for industry, govt & the community to engage with AADs researchers: $40m in industry funding $15m in ARC Linkage At least one international company in partnership with AADs  Increase collaboration with leading international research Institutions Attract $10m in international funding  Increase collaboration with national research institutions $2m of new funding awarded in collaboration with CSIRO 15% increase in overall research funding

16. Blue Sky: Exposure to Risks 1.If...... 20% of staff were tragically lost (airplane accident)? 2.If......a competing University or TAFE (with new degrees) made a concerted push to capture your market space? 3.If..........the new National Regulator were to gain scope over your School’s offerings? 4.If........FaceBook were to offer free online university learning programs? 5.If……..you prepared students to live in the digital information world? What are some of the risks the School is exposed to that Open Source Innovation may enable to you to minimise?

17. Blue Sky: Open to Innovation What would your innovation model look like if you used Open Source Innovation? Closed model of InnovationOpen model of Innovation Subject matter experts Demand for solutions Limited participation in innovation process Open networks Internal experts Partnerships & collaborations Strong boundaries Permeable boundaries Strong participation in innovation process Demand for solutions + spin off ideas

18. Blue Sky: Sustaining Influence Sustainability  What would happen if the School noticed these soft signals of change happening around you and….?  What would be the implications…….need to happen, with whom, when, where, how?  What will be your ‘Open Innovation’ strategy? Both internal & external?

19. The End