blue sky - university of south australia - school of art, architecture and design

8/6/2019 Blue Sky - University of South Australia - School of Art, Architecture and Design

http://slidepdf.com/reader/full/blue-sky-university-of-south-australia-school-of-art-architecture-and 1/20

School of Art, Architecture & Design

University of South Australia

Blue Sky Thinking

Frank Wyatt



Blue Sky

� Permission to THINK outside frameworks

� Take you beyond where the conventional

� Focus on what is coming that is:

y BIG,

y DIFFERENT, &

y UNEXPECTED?

� How will these impact on what, how, where, with whom andwhen you deliver?



1. Which will have the biggest online market share in 5 years - Google,

Facebook, YouTube, MSN, Yahoo?

2. How many of you know that FaceBook is predicted to be the virtualinternet within 5 years?

� 10% of all internet on line time, doubling every 12 months, est. to growto 50% in 5 years (Scott Gallway, NYU Stern)

� 600m users: 70% outside of USA : 50% of users make $50k+/yr; 50%+degree + credit card + 1/3 smartphone to buy on-line & this is growingrapidly

3. How many of you have played a game on FaceBook?

4. Future global market is not China but FB ± ithas blown Google away!!

BIG, DIFFERENT, & UNEXPECTED?



Exercise in Groups:

1. So what is BIG that is likely to happen in the world thatis your School?

2. What is DIFFERENT that you should anticipate?

3. W

hat has crept up on you that was UNEXPECTED?

4. What are the common CHARACTERISTICS shared byeach of these AND their implications for AADs?

Getting to Your Future



Red Ocean Versus Blue Ocean StrategyIn the red ocean, differentiation costs because firms compete with the

same best-practice principle. Here, the strategic choices for firms are

to pursue either differentiation or low cost. In the reconstructionist

world, however, the strategic aim is to create new best-practice rules

by breaking the existing trade-offs and thereby creating blue ocean.

Red Ocean Strategy Blue Ocean Strategy

Compete in existing market spaces Create uncontested market spaces

Beat the other Universities & TAFE Make the competition irrelevant

Exploit existing demand from

students and community

Create and capture new demand

opportunities

Meet the competitive trade-offs Break the trade-off cycle by stepoutside of it

Align the whole system of the Schoolwith the strategic choice of either differentiation or low cost.

Align the whole system of the Schoolin pursuit of differentiation and lowcost.



Blue Sky:

Student Numbers

1. What would have to happen if your School student

numbers dropped by 50%

2. What would have to happen if student numbers in one of

the components of the School, say Design, were to

increase by 50%

3. What would have to happen if you were to contemplatedelivery for student markets not yet thought of?



Blue Sky:

Trans-Disciplinary Mode1. What would have to happen if .............Governments were to place

priority for funding on the solution of wicked problems?

2. What would have to happen if ..........the Division of Information

Technology, Engineering and the Environment were to reach outfor trans-disciplinary opportunities with AADs?

3. What would happen to AADs if open source innovative delivered

solutions to wicked problems whilst you focused on research and

learning?

� Multi-disciplinary = parallel sciences (production, business and economics)

aligned to solve complicated problems

� Trans-disciplinary = creating the undisciplined disciple for opportunities beyond

the obvious, for intersections where different competencies meet to solve

complex and wicked problems



Distinguishing between Research & Learning and Outcomes

Application

or Use of

research &

learning

results

Effect on

individuals,

communities

or firms

� Research & Learning

� Engagement with

delivery partners

Defining Impact

Research Highlights Outcomes

External Response/EffectAADs Activity

AdoptionOutput Impact

Blue Sky:

Impact

What would happen if......there

was an expectation of 50%

increase in Impact were required

of AADs



Blue Sky:

KPIs for Engagement by 2015

What would have to happen if ...... AADs were to set KPIs for:

� Enhancing the ability for industry, govt & the community to engage with AADs researchers:

y $40m in industry funding

y $15m in ARC Linkage

y At least one international company in partnership with AADs

� Increase collaboration with leading international research Institutions

y Attract $10m in international funding

� Increase collaboration with national research institutions

y $2m of new funding awarded in collaboration with CSIRO

y 15% increase in overall research funding



Blue Sky:

Exposure toR

isks

What would have to happen if ........?

1. What would happen if ...... 20% of staff were lost (airplane

accident)?

2. What would happen if ......the University of Adelaide or TAFE

(with new degrees) made a concerted push to capture your

market space?

3. What would happen if..........the new National Regulator were

to gain scope over your School¶s offerings?

4. What would happen if........FaceBook were to offer online

learning programs?

What are some of the risks the School is exposed to?



Blue Sky:

Sustaining Influence

School Influence

What would happen if you were not tonotice the soft signals of changeand«.?

y Y ou did nothing?

y Y ou ignored the signals of change?



The End



Current Insights

Three Questions:

1. What Teaching & Learning Programs need to be added

to what you CURRENTLY offer right now? NEW

2. What Teaching & Learning Programs currently offeredare worthy of expansion, more grunt? EXISTING

3. What Teaching & Learning Programs are no longer worth retaining in their current form? TIRED



PIPELINE

SCHOOLS/

STUDENTS /

COMMUNITY

EXPECTATIONS

COMPETITION

OTHER SCHOOLS

WITHIN THE SCHOOL

FUNDING

ARC &

INDUSTRY

FUNDING

HIGHERAUTHORITY

VC¶s OFFICE/

STAFF /

UNIONS

Who are you blaming?

What excuses do you hear?

LOCUS OF CONTROL



Consolidating



Change Makers

The future is part chance and part choice

'creating and shaping change'

is the role of the leader.

Peter Ellyard, Futurist



Insight to Foresight

Perception

Foresight

Current

� What¶s missing?� What teaching &

learning required in 10 ± 15 years

� How does Insightinform our foresight?

� How does NOW informthe FUTURE?

� Insights� Where are you now?



Galvanising Programs for the

Future

� Who will develop the programs to buildsustainable competitive advantage?(Teams)

� Who else needs to be involved? (Other

Schools and Divisions)



Wicked Problems

Where will Arts, Architecture and Designc ombine to solve wicked problems?

Wicked problems: Defined by Jeffrey Conklin ³W icked Problems and Social Complexity "

� Y ou don¶t understand the problem until you havedeveloped a solution

� Wi ck ed problems have no stopping rule

� Solutions to wi ck ed problems are not right or wrong, simply better, worse, good enough, or not good enough

� Every wi ck ed problem is essentially unique and

novel � Every solution to a wi ck ed problem is a ³one-shot

operation´

� Wi ck ed problems have no given alternativesolutions

� Climate change

� Water

� Sustainable

land and ocean

management,� Urban

congestion,

� Population

health, or

� Food security



The End

blue sky - university of south australia - school of art, architecture and design

Documents