“Quicklook” Assessment of Greater Adelaide's Assets & Challenges ...

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ARTS Interview Team • Amy Blakely • Barbara Fossum • Paul Daly • Eric • Burrjed Stafford Who we met with The team’s interview session was held on 13 th July with various representatives from the Arts and Culture Industry. Representatives are from new media, ARTSA, film industry, festival committee, an independent artist, and West End precinct business owners. Because of the focus of this research study on technology growth and entrepreneurship, this summary evaluation of the Arts is centered on the areas of technology and enterprise, as they are vital to the South Australian (SA) economy. Opportunities • Identified as the Festival State, the Arts have a positive effect on tourism, industry development and the economy in South Australia. • Beginning to see the development of relationships and products between the Arts and high tech industry. • Smaller groups are working with ARTSA for being the early adapters of arts. • Development of programs for cultural events. Case Studies Parallelo In February 2001 Parallelo established a relationship with Motorola to develop community cultural events in Adelaide. Motorola receives intangible services from artists like assistance in multi-cultural sensitivity in their products. Further, Motorola also receives tickets to events for guests and employees. For additional information about the programs Parallelo offers visit: www.doppio-parallelo.on.net. Facilitators • West End and Greg Mackie. Greg is a very innovative person who began the West End precinct. Today, there are over 60 businesses involved in the West End area. • A nice collection of Museums. • The Festival State. Barriers/Obstacles • Created a culture that government will subsidize programs. Many citizens don’t see it as their social responsibility to contribute money to the arts. • People leaving the state. • “Don’t tell people” mentality, we don’t want them to move here! • Not celebrating successes. • Many leaders in Arts Industry lack educational experience in entrepreneurial skills. • Don’t have a broker for the Arts. Quotes Notable quotes included: • “Cultural Cringe” COMMERCIAL IN CONFIDENCE 34
AUSTRALIAN SUBMARINE CORPORATION (ASC) Interview Team • Celeste Yeakley, Team Leader • David Schieck • Eric Sloan Who we met with The team’s main interview session was held on Friday the 13 th July at the ASC with Ross Milton and Robert Lemonus. We were given a tour of the facility. They are just completing the 6 th (and last) submarine currently planned for by the Australian government. Opportunities • ASC’s software packages might allow them to be niche players. AGILE could be applied to other industries and commercialized with some marketing and business planning. No Case Studies Facilitators • As part of the submarine program, ASC develop several software packages. One of them, AGILE, appears to be a software application that could be applied to additional industries and possibly commercialized. • The submarine construction program has allowed ASC to develop a significant project management experience base. • The submarines constructed by ASC will require many years of ongoing maintenance programs, that ASC is currently best qualified to provide. • ASC has done some contract work in Asia for two patrol boat projects. Barriers/Obstacles • For a small country like Australia, international defense contracting offers significant challenges especially for larger contracts where there tends to be government to government negotiations which often require trading or linking together various cross-country business initiatives • Navy contracts are different and more complex than commercial contracts because a foreign country wants to ensure continuing support • No new Australian submarine contracts are anticipated in the foreseeable future • ASC is currently undergoing a restructure after recently being nationalized. • It is difficult to adapt their ship making process to the commercial market because of the high cost/high overhead facility due to government requirements • ASC has a background in project management and design skills but lacks market strategy and a commercial sales skill base. • Strategic marketing has not been a core competency. Issues/Solutions • Australian government will need to arrive at some solution that assures the longterm maintenance capabilities of the Australian submarine fleet. • Retaining skills will be an issue due to significant staff reductions. • Aligning with a larger company (which they’ve done some of already – ex. Compaq) will help get funding. COMMERCIAL IN CONFIDENCE 35
Page 1 and 2: “Quicklook” Assessment of Great
Page 3 and 4: Table of Contents Adelaide Knowledg
Page 5 and 6: Interview Notes:...................
Page 7 and 8: Introduction and Overview Adelaide
Page 9 and 10: US Participants David V. Gibson, Ph
Page 11 and 12: and top-tier support for 500+ offic
Page 13 and 14: Eric Sloan Electrical Engineer, Mob
Page 15 and 16: Investor Communications Web Team Su
Page 17 and 18: B. Acc MICHAEL BRIDGE Proprietor, M
Page 19 and 20: SECTOR COORDINATING CONTACT EMAIL A
Page 21 and 22: Entrepreneurial Infrastructure - Sm
Page 23 and 24: The Interviews SARDI - SA RESEARCH
Page 25 and 26: • An international reputation for
Page 27 and 28: opportunities. South Australian res
Page 29 and 30: • Aquaculture is the fastest grow
Page 31 and 32: The discussion issues were intense
Page 33: SARDI Aquaculture Program Leader So
Page 37 and 38: MANUFACTURING Manufacturing Intervi
Page 39 and 40: • Getting small and medium size b
Page 41 and 42: BRANDING ADELAIDE July 12 , 2001 Da
Page 43 and 44: Tall Poppy Syndrome Ways in which t
Page 45 and 46: CIVIC LUNCHEON By Barbara Fossum, D
Page 47 and 48: NOTES FROM MEETING Margaret Caust,
Page 49 and 50: Roseanne - Still need disciplines t
Page 51 and 52: where appropriate and suggestions f
Page 53 and 54: • World IT Congress (in Feb. 2002
Page 55 and 56: 9. Because people are moving back i
Page 57 and 58: DSTO SWOT Strengths o Many availabl
Page 59 and 60: DEFENSE TEAMING CENTER Interview Te
Page 61 and 62: • They are working with the local
Page 63 and 64: • Big negative: people move to Ad
Page 65 and 66: way to give the government more dim
Page 67 and 68: “Enterprise Education is directed
Page 69 and 70: edge professional development known
Page 71 and 72: Interview Team -Pete Polonsky -Dave
Page 73 and 74: THE SOUTH AUSTRALIAN FOOD INDUSTRY
Page 75 and 76: Interview Team • Eddie Trevino, T
Page 77 and 78: • Infogram is a games publisher f
Page 79 and 80: HEALTH TEAMING Interview Team • C
Page 81 and 82: • Found that there is an (embryon
Page 83 and 84: • Jurgen is putting a working gro
Page 85 and 86:
chamber of commerce set up BV2010.
Page 87 and 88:
• Collaboration: 6 CRCs: viticult
Page 89 and 90:
Interview Team Kevin Hudson Adrienn
Page 91 and 92:
John Chapman did the presentation.
Page 93 and 94:
“Because we are good we can be in
Page 95 and 96:
Issues Opportunities that is done o
Page 97 and 98:
INNOVATION, SCIENCE, AND TECHNOLOGY
Page 99 and 100:
Stage 2- External to rest of Austra
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clusters in the Adelaide area shoul
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MINERALS INDUSTRY, INCLUDING OIL AN
Page 105 and 106:
often than not, from international
Page 107 and 108:
Entrepreneurial Infrastructure •
Page 109 and 110:
o “There is some hope but don’t
Page 111 and 112:
Prescott’s Automotive Services Pt
Page 113 and 114:
THEBARTON PRECINCT & CHARLES STURT
Page 115 and 116:
Stephen Watt is an “innovation an
Page 117 and 118:
TRANSPORTATION STUDY PORTS CORP AND
Page 119 and 120:
Proposals to develop national wareh
Page 121 and 122:
UK when compared to Asia. Additiona
Page 123 and 124:
VENTURE CAPITAL, ANGELS AND OTHER E
Page 125 and 126:
Vic. 204 31.3 598 24.1 Qld. 43 6.6
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• Transfer the cooperative model
Page 129:
iv http://www.portscorp.com.au/ v h
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