Download Strategy 2 - CRC for Spatial Information

The Global and Local Situation
Analysis
What Conditions are we Planning For?
Background - The Global Spatial
Landscape
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Geoservices industries growing at 35% compound (Oxera, 2012)
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3000 satellite payloads scheduled for launch over next 20 years
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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.
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Synthetic Aperture Radar (SAR) for Earth Observation most popular launches over next 5 years
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But, the global remote sensing market is forecast to only grow at an 8% pa compound between now and 2019, on thin
margins.
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LiDAR now dominating airborne research agenda
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AV’s: A dozen US states with legislation for autonomous vehicles (terrestrial and airborne)
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Legislation: In 2015 the US Federal Aviation Administration will open the market for commercial Unmanned Aerial Vehicles
(UAVs). Costs are expected to fall rapidly
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GNSS enabled smart phone sales 22% pa growth
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Investments in mobility to grow from 17% pa (2011) to 82%pa (2016)
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G&RNSS: Global and Regional Navigation Satellite Systems will grow from 77 (2014) to 124 (2020)
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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.
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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.
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Market for wireless sensor networks (WSNs) was $552.4 million in 2012, and is growing rapidly towards an expected $14.6
billion in 2019
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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.
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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.
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Government debt levels are expected to grow in 2014
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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
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Open access, open standards, open systems and free pricing being pushed very hard in Europe, UK, US and Australia
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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)
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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
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GDP growth of 3% in 2014 (at world average)
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Debt: National Government debt levels low by international standards (<25% of GDP for Australia, ~35% for New Zealand)
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Expenditure: Most ANZ governments are substantially reducing the rate of growth of their expenditure
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Productivity flat and of real concern to government and industry
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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
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Increased interest from Government in having Australia retain ‘indigenous capability’ especially in GNSS and EO.
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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
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Increased tension between the ‘open’ agenda versus privacy and cyber security
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BuildingSmart calling on the Australian Government to mandate use of BIM’s for building and planning
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Collaboration: Australian businesses that collaborate are 55% more likely to report increased productivity (Australian
Innovation Systems Report, 2012)
Recent Australian Policy Developments
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An Australian strategic plan for Earth observations from space (2009)
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First Decadal Plan for Australian Space Science 2010-2019
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National Satellite Utilisation Policy (2013)
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Space Community of Interest (commenced February 2014)
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National Positioning Infrastructure (2013)
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Earth Observation Strategy (under development)
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Space-Spatial Industry Innovation Precinct Bid (decision pending)
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Recent New Zealand Policy Developments
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Crown Research Institutes successfully promoting the transfer and
dissemination of research, science and technology (1992 onwards)
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New Zealand Geospatial Strategy (2006)
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Callaghan Innovation, an NZ Crown Agency, tasked with making NZ
business more innovative (Feb 2013)
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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)
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The New Zealand Geospatial R&D Strategy (anticipated Feb 2015)
Drivers
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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
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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
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ANZ developments by 2020
We will have:
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The Semantic web
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Powered by User generated content
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3D, 4D fully topological and metric
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with plain language access to most data by all citizens
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real-time access, mobile
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linked to the dynamic datum
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prepped for 3D BIMs
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aggregated in smart precinct models (PIMs)
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(Nokia HERE’s) vision of point to point navigation, indoor-outdoor in 3D
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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…
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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
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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
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The possibility of an effective merger of CRCSI and 43pl should be fully explored
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1 combined Board of highest calibre candidates
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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
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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