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The Global and Local Situation Analysis What Conditions are we Planning For? Background - The Global Spatial Landscape • Geoservices industries growing at 35% compound (Oxera, 2012) • 3000 satellite payloads scheduled for launch over next 20 years • Lightweight satellites big movers. Companies like Skybox Imaging and Planet Lab are planning to launch over 100 satellites between them, some as small as shoeboxes. • Synthetic Aperture Radar (SAR) for Earth Observation most popular launches over next 5 years • But, the global remote sensing market is forecast to only grow at an 8% pa compound between now and 2019, on thin margins. • LiDAR now dominating airborne research agenda • AV’s: A dozen US states with legislation for autonomous vehicles (terrestrial and airborne) • Legislation: In 2015 the US Federal Aviation Administration will open the market for commercial Unmanned Aerial Vehicles (UAVs). Costs are expected to fall rapidly • GNSS enabled smart phone sales 22% pa growth • Investments in mobility to grow from 17% pa (2011) to 82%pa (2016) • G&RNSS: Global and Regional Navigation Satellite Systems will grow from 77 (2014) to 124 (2020) • Significant growth in indoor positioning devices and applications is being fueled by Apple iBeacon, Google Maps Indoors, SkyHook, IndoorAtlas, Nokia-HERE, Ubisence and Broadcom, amongst others. The Global Spatial Landscape cont. • Now 178 wearable devices on the market or soon to be launched for a range of uses including industrial, medical, gaming, fitness, lifestyle and entertainment. Augmented reality devices like Google Glass are among them. More than 50% have inertial measurement units. • Market for wireless sensor networks (WSNs) was $552.4 million in 2012, and is growing rapidly towards an expected $14.6 billion in 2019 • New algorithms are being developed that analyse the history of movement of any individual and predict behaviours. These are being powerfully aided by the ‘always online whether we know it or not’ phenomenon. • GDP: Developments in global technology are set against the backdrop of the global economy. Global GDP growth is expected to be 2.9% in 2014, up from the 2% in 2013. • Government debt levels are expected to grow in 2014 • Global productivity growth is considered to be slow at a forecast 2.3% for 2014 as a result of predominantly weaker demand, a mismatch in resource allocation between labour and capital, and suboptimal innovation outcomes despite technology advancements in mature economies • Open access, open standards, open systems and free pricing being pushed very hard in Europe, UK, US and Australia • Open data could add $13T to world economy over next 5 years, equal to 1% of world growth, $16B to Australian economy (Lateral Economics report, 2014, for the G20) • Collaboration tools will increase from 18% to 26% (44% growth) by 2016 Source: ‘Global Spatial Outlook 2014’ Woodgate, Hart, Coppa (in prep.) The ANZ Spatial Landscape • GDP growth of 3% in 2014 (at world average) • Debt: National Government debt levels low by international standards (<25% of GDP for Australia, ~35% for New Zealand) • Expenditure: Most ANZ governments are substantially reducing the rate of growth of their expenditure • Productivity flat and of real concern to government and industry • Strategy: Both the Business Council of Australia and the Australian Chief Scientist calling for a national strategy, especially for STEM, and to also address education and skilled capacity building • Increased interest from Government in having Australia retain ‘indigenous capability’ especially in GNSS and EO. • The ‘Open’ agenda is driving Australian and New Zealand government to redefine their role in data production and management. They will do less creation, blend much more data with industry and community, focus more on standards, accept volunteered data, and contemplate more targeting regulation • Increased tension between the ‘open’ agenda versus privacy and cyber security • BuildingSmart calling on the Australian Government to mandate use of BIM’s for building and planning • Collaboration: Australian businesses that collaborate are 55% more likely to report increased productivity (Australian Innovation Systems Report, 2012) Recent Australian Policy Developments • An Australian strategic plan for Earth observations from space (2009) • First Decadal Plan for Australian Space Science 2010-2019 • National Satellite Utilisation Policy (2013) • Space Community of Interest (commenced February 2014) • National Positioning Infrastructure (2013) • Earth Observation Strategy (under development) • Space-Spatial Industry Innovation Precinct Bid (decision pending) 5 Recent New Zealand Policy Developments • Crown Research Institutes successfully promoting the transfer and dissemination of research, science and technology (1992 onwards) • New Zealand Geospatial Strategy (2006) • Callaghan Innovation, an NZ Crown Agency, tasked with making NZ business more innovative (Feb 2013) • Changes to the tax treatment of some business R&D costs which are currently not able to be offset against income for tax purposes (May 2014) • The New Zealand Geospatial R&D Strategy (anticipated Feb 2015) Drivers • • • • • • • • • • Technology Drivers Global Navigation Satellite Systems growth* Satellite imaging growth* Web 3.0 semantic web* 3D and 4D fully topological and metric Digital Earth (Virtual reality) * Geolocation (Location Intelligence) * Sensor web and RFIDs (Internet of things) UAVs Commodotisation • • • • • Policy Drivers Open source, open access, open standards, open data* Government out sourcing * Space policy * Broadband *CRCSI activity All disruptive All capable of leading to productivity increases 7 ANZ developments by 2020 We will have: • The Semantic web • Powered by User generated content • 3D, 4D fully topological and metric • with plain language access to most data by all citizens • real-time access, mobile • linked to the dynamic datum • prepped for 3D BIMs • aggregated in smart precinct models (PIMs) • (Nokia HERE’s) vision of point to point navigation, indoor-outdoor in 3D • Driven by a mature understanding of the geospatial supply chains Alliances and Collaborations China Joint Research Centre: CRCSI-Remote Sensing and Digital Earth Institute (RADI), Chinese Academy of Sciences RADI maybe the largest civilian remote sensing research centre in the world Partner of CRCSI’s for 7 years Sweden Future Position X: a partner of the CRCSI’s Strong focus on industry development Global Spatial Network Members are CRCSI-like entities from Canada, EU, Korea, Mexico, Sweden, US Others Netherlands, UK, Belgium Current International partners… Considerations for the future… • • • • • • • Impact Partnerships Co-investment Utilisation Uniqueness Growth Sustainability 43PL: Amount received from CRCSI driven initiatives from the CRCSI 2003-2015 14 12 No. of Companies 10 8 6 4 2 0 $2,000 - $9,999 $10,000 -$99,999 $100 ,000- $499,999 $500,000 - $1,000,000 >$1,000,000 Amount Received ($) Since 2003 there are 31 companies who have received a total of $14.1M in cash from CRCSI activities. This does not include commercial returns for exploitation of IP, reimbursements, and any of the other benefits derived from CRCSI membership. Sources of Funds for CRCSI • Total Cash (excluding inkind) •Commonwealth 2010 Partners 3rd •Grant 2014 Parties 2010 $7.5M 50% 50% - 2014 $11M 25% 35% 40% ― Re-setting our sights ― 43pl 2015 - 2020 A new era Why ? – A Business Perspective Why are we here? What do we know? Business Environment - ANZ Confidence is dropping Moderate Growth > 50% looking to develop / improve competiveness Let’s keep our feet on the ground To innovate, develop…. but • Cashflow • Staffing • Partners • Access to credit • Access to markets 2018 CRCSI Program funding to end Post 2018 Access to $11M p.a. in Research IP Generation and Commercial Exploitation Opportunities like 31 companies gaining $14M Balance Sheet full of IP Assets Post 2018 Unique Innovation + R&D environment Easy collaboration between companies Collaboration Private Sector + Research + Government Lower risk in product development and go to market Post 2018 “We never know the value of water til the well runs dry” So what are we going to do ? 2018 – What are the options 4. The CRCSI / 43pl is no more 3. Fragmentation 2. CRC / CRCSI under another guise 1. 43pl / CRCSI Workshop Output Australian Industry Minister Ian Macfarlane said on 29 September 2014 that the government would soon release its "Competitiveness Agenda” "One of the key elements of this strategy will be to draw science further into industry policy and to create stronger links between business, research and science” Source: http://www.smh.com.au/technology/sci-tech Harnessing the power of markets for social progress Social Science Fund: “To create social, environmental and societal value” J.P. Morgan Social Finance was launched in 2007 to serve the growing market for impact investments, meaning those investments intended to generate positive impact alongside financial return. There is growing recognition that innovative business models can complement limited public sector and philanthropic resources by delivering market-based solutions to social and environmental challenges in a sustainable and scalable way. Source: http://www.jpmorganchase.com/corporate/CorporateResponsibility/social-finance#sthash.Ra2KmchC.dpuf Why continue OUTCOMES 1. Enthusiasm for CRCSI to continue 2. What it might look like 3. Define the purpose, relevance and value for participants ! 43pl Strategic Planning Workshop Purpose • Leader in Innovation and R&D • Problem Solver • IP generator • Commercially focused • Conduit and Catalyst (R&D+Technology+Markets) • Collaborator • Advocate Relevance • Solution capability and delivery • Network of Leadership and Skills • Be the first option • Strong market and product awareness Value (Access to) Technologies Brains (Skills and knowledge) Market intelligence Value (by Enablement) Reduced risk Credibility and branding Collaborative R&D Value (thru Results) Increased profit A market edge Financial and non financial returns What's it going to take ? 1. An Agile Business Model 2. Robust Governance 3. Strong Capabilities in the Future 1 Agile Business Model • Service oriented • Entrepreneurial culture • Less structure • Faster pick of new technologies • Faster from research to commercial adoption • Genuine cross industry collaboration • Handle disruptive innovation and technology 2 Robust Governance • Skills based Board • Strong Board Committees for • Audit, Compliance and Finance, • Research and Investment, and • Best Practice • Market Research • Access to external scientific and technical advisors 3 Future Capabilities Required • Best of breed research methodologies • Delivering ROI • Commercialisation capability • Strong project management capability • Effective business development • Strengthened alliances • Healthy engagement with participants So… are we going to Fish or Cut Bait ? Vision By 2020 innovation will be a fundamental growth strategy for 43pl members Mission To be widely recognised for its high impact, collaborative spatial research (across industry, government and the research sector) that generates accelerated industry growth, improved social wellbeing and a more sustainable environment New Goals – No Longer Business as Usual 1. Innovation and R&D Leadership Role • Facilitate 43pl companies to improve their innovation and R&D Management. • Become the peak private sector spatial innovation and R&D advisory body in ANZ. 2. Maintain the “3 Pillars” • Maintain the 3 pillars of collaboration between industry, government and the academic/research communities 3. Financially Sustainable by 2018 • Become a sustainable entity by 2018 that is generating solid revenues and surpluses or has this ability in its own right New Goals (cont.) 4. Develop NZ Opportunities • Tap participate as appropriate in the NZ Geospatial R&D Strategy • Establish CRC NFP entity in NZ to enable contracts for NZ 43pl members 5. International R&D Recognition • Innovation, research and industry support and development • Best practice collaboration of global research teams 6. Increase IP Value • Continuous development and commercialisation • IP Register – regularly publish and identify potential IP Strategies – Goal 1 Strategy 1: Implement a more comprehensive partner support program that serves individual companies and provides a more comprehensive level of service GOAL 1 Assume leadership role for R&D and spatial innovation in Australia and NZ Strategy 2: Continue to serve the spatial research and innovation requirements for Australian and New Zealand Governments Strategy 3: Maintain strong research partnerships with local and international universities and research organisations Strategy 4: Lead the creation of a Spatial Industry Commercial Innovation Initiative that will enable 43pl companies to commercially exploit CRCSI IP Strategies – Goal 2 Ensure the needs of each college are being heard and accommodated where possible GOAL 2 Maintain the “3 Pillars” of collaboration between industry, Government and the Academic/Research communities Strategy 5: Maintain the colleges (Industry, Gov’t, Uni) by ensuring strong representatives of each on the CRCSI/43pl Boards Provide specific forums at least twice per year for round table discussions with all colleges present Ensure that the CRCSI remains the preferred government option for low risk, low effort outsourcing of complex spatial or domain specific comprising spatial projects Strategies – Goal 3 Strategy 6: Investigate the merger of 43pl and the CRCSI along with its holding company(s). If endorsed by all parties, to be completed by March 2018 GOAL 3 Become a sustainable entity by 2018 Strategy 7: Continue to operate as a not for profit organisation entity, but with operating surpluses utilised for research and market development initiatives for the participants Strategy 8: Capitalise on international growth opportunities (mostly at higher growth rates than Australia) Strategies – Goal 4 GOAL 4 Fully capitalise on the opportunities in New Zealand and synergies with Australia Strategy 9: Work closely with the managers of the New Zealand Geospatial R&D Strategy to position 43pl members in key advisory and support roles Strategy 10: CRCSI to facilitate New Zealand contracting of 43pl member companies by setting up a New Zealand not-for-profit holding company (similar to the one that exists in Australia) Strategies – Goal 5 Strategy 11: Expand the current strategy of using internationally respected technical advisors on research directions GOAL 5 Achieve international recognition for innovation, research and industry support Strategy 12: Continue to seek collaborative opportunities with international ‘like’ organisations eg Tecterra (Canada) and FPX (Sweden) Strategy 13: Develop an industry development plan focused on improving local industry competiveness in international markets, with funding shared by Ausindustry, 43pl and NGOs such as Aid agencies, UN and Development Banks Strategies – Goal 6 GOAL 6 Increase the value of the IP portfolio annually by continued development and commercialisation Strategy 14: Utilise the expertise of existing 43pl product development companies, along with external expertise to increase the commercial value of existing IP Strategy 15: Continue current efforts to identify and publish the IP register to ensure all participants are aware of the IP available for potential productisation or method/application development Overall Summary • The Board of 43pl feels that 43pl needs to become more assertive and take on a proactive role in determining research and innovation priorities of the CRCSI • The possibility of an effective merger of CRCSI and 43pl should be fully explored – 1 combined Board of highest calibre candidates • While the loss of 25% of the income by the CRCSI from the Australian Govt CRC post 2018 program is significant, it comes with new levels of flexibility and significantly reduced reporting and administration effort • To succeed without CRC Program funding post 2018, the combined CRCSI/43pl must transition to: – An Agile Business Model – Robust Governance – Strong Capabilities in the Future Next Steps • Feedback from Perth Workshop 14 Oct • Revised Strategic Plan 30 Oct • CRCSI Annual Conference 5 - 7 Nov • Summit Mar Resource Documents Can Be Viewed at: http://www.crcsi.com.au/Our-Members/43pl-Resources