Entrepreneurial ecosystems and regional effects: Balancing diversity and focus Anne Moroney.
A tale of people and place and prosperity Of comfort and complacence and navigating gatekeepers and resistance to change
Our nation s Future Depends on our ability to create jobs and to do that Australians need to be more creative about getting involved in global business growth opportunities Bernard Salt 2018
Clusters illustrate why place still matters in the global economy. Businesses thrive in particular locations because their network of local connections to a specially skilled local workforce and the availability of strong local suppliers in proximity to one another generates business advantages that can not easily be imitated or competed away by low cost competitors.
Can Place then feed the entrepreneurial spirit? Place Social capital Creative new ventures Riddell and Moore
Or a culture of resistance to scale.?
We can rebalance Australia s economy with creative industries Creative workers Many of those working in the arts and creative industries see themselves as operating between these two spheres. They might work for one or the other across the course of a day or week, but equally their work, though never receiving public subsidy, might be described as artistic. Indeed, those working in commercial culture not only value the arts but also see their own commercial activity as involving high levels of artistic or cultural purpose.
The Diversity path Specialisations at the Edge Derivative Industries Performing Cluster Specialisations at the Edge Derivative Industries Performing Cluster
An enabling Ecosystem Economic Diversity Business Competitiveness Good Governance/Networks People and Place
What is included Information Research Economic Diversity Global Connections New Markets Knowledge New Markets readiness Start Ups Access to Capital Diversification at the edge of regional specialisations Business Competitiveness Innovation Gaps Capabilities Skills Knowledge Relevance Research Innovative Capacity Entrepreneurship Support Services Technical know-how Education Cluster Development Specialisations Good Governance/Networks Integrated Design Processes Structures Information Organisation Consultation Decision making Collaboration Partnerships Networks Shared purpose & vision People Built Environment Creativity People and Place Public Health Natural Resources Planning Skills Institutions Safety Infrastructure
A clear agenda FACILITATE VALUE ADD Strengthen Competitiveness DIVERSIFY Expanding Opportunity, Specialisations, Markets and Investment DESIGN RESEARCH Knowledge/ Information ENVIRONMENTAL, CULTURAL, SOCIAL AND ECONOMIC ACTIVATION
Integrated, joined up execution With apologies to Riddell and Moore
Consumers INDUSTRY VALUE CHAINS WINE Value chain stages Vineyard establishment Wine growing Feedback loop between consumers and each stage Winemaking Bottling/packaging/ despatch Distribution- domestic and export On and off- License (includes cellar door and on-line) Consumers Main actors Vine Nurseries Vine Improvement Societies Agricultural suppliers /contractors /services Water infrastructure Land Management Councils Wine growers Agricultural suppliers/ Contractors Labour force contractors Water infrastructure(irri gation network) Cartage Grower Liaison Officer Feedback loop between consumers and each stage Wine makers QC laboratories Logistic supply managers Council regulators(noise, waste) Winemaking suppliers Cooperage Storage facilities Contract processing Waste Labour force contractors management Bottling and packaging managers Designers QC labs Bottle makers Packaging suppliers Contract bottling and packaging Storage facilities Freight-bulkpackage Labour force contractors Waste management Distributors Wholesalers Agents Sales departments Export agents Shipping companies( sea, air, auto) Port authorities Quarantine Customs Restaurants and Café Catering Woolworths Coles Banner Groups Independent retailers Cellar doors Hospitality sector Online cellar doors and traders Goods produced and service provided Vineyards B2B Services Grapes B2B Services Wine B2B Services Finished Dressed Wine B2B Services Marketing/Sales/ Distribution B2B Services Marketing /sales B2C Services Processes and activities undertaken Establishment Growing Site selection Vineyard management Vine selection Pruning Infrastructure est Harvest Fertiliser and chemicals Despatch Making Receival Crushing Winemaking Blending/Lab Bottling/packaging Bottling Labelling/packaging Storage Distribution Receipt/Despatch Export approval/licence Trade promotions Consumer interface Promotions PR/Advertising Services across the chain R&D: Wine Research Institute (AWRI) South Australian R&D Institute (SARDI) ASVO Au Society of Viticulture and Oenology CRCV Research centre for viticulture WIC Wine Innovation Cluster National Wine Industry Associations: WGGA Wine Grape Growers WFA Winemakers federation AGWA Au Grape and Wine Authority, WISA Wine Industry Suppliers Assoc. SA Wine Industry Associations: BGWA Barossa Grape Growers Assoc. SAWIA SA Wine Industry Association WGCSA Wine Grape Council SA PGIBSA Phylloxera Board of SA Education: UoA (including Waite), UniSA, TAFE, NWETC, Barossa Wine School, Wine Academy, National Wine Centre Government and NGO: DAFF, TA, PIRSA, SATC, DSD, SATIC, RDA Business support (accountants, lawyers, banks, Insurance, etc.)
Towards new clusters, new specialisations..
Innovation is by nature bottom up. Even if Government comes up with a grand and bold plan, it is bottom-up ideas and actions that give substance to the plan to make it successful Ong Ye Kung, Singapore, 2018.