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Global Value Chains in an Australian Context Roy Green 17 April 2015
UTS: BUSINESS
Global value chains in
an Australian context Roy Green
TCI conference, April 17 2015
Precarious future
Contributions to average incomes growth: Treasury
UTS: BUSINESS
Flat world...
or spiky
Manufacturing matters
R&D
SKILLS
TRADE
Population Manufacturing*
Scandinavia 23 million 5 companies
Australia 23 million 0 companies
Manufacturing
companies in
the Fortune
Global 500,
2011 annual
ranking
Global value chains > Global production networks and value chains are
key drivers of future manufacturing
> ‘Micromultinationals’ capture value through ‘smart
specialisation’ and clustering
> Competitive advantage not just 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 become transformative.
National innovation system
Government
and public agencies
Finance
and
venture
capital
Research and
education
institutions
Enterprises
and workplaces
Investment in knowledge
% of GDP
6.8%
6.1%
5.5%
4.7%
4.1%
“Improving
management practice
is associated with large
increases in
productivity and
output.”
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
Operations Metrics
Performance Metrics
People Metrics
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
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
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’
“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
Business-university interaction
contributing to innovation (% firms)
Key policy steps Identify areas of existing and potential
competitive advantage (Knowledge Foresight)
Support SME participation in global markets and value chains (Micromultinationals)
Invest in knowledge creation, exchange and engagement (Innovation Ecosystem)
Promote design, technology and business model innovation (Business Transformation)
Upgrade management capability and integration of workforce talent (Creative Leadership)