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Submission to the Standing Committee on Education and Employment – Parliamentary Inquiry into Innovation and Creativity: Workforce for the New Economy Department of Industry, Innovation and Science February 2017 www.industry.gov.au Inquiry into innovation and creativity: workforce for the new economySubmission 42 Introduction Ensuring that Australia has a flexible economy with globally competitive industries will require a highly skilled and capable workforce.
Creativity, innovation and entrepreneurship are the foundation of a resilient and dynamic economy.

The Terms of Reference for this inquiry focus on students and the higher education sector.

However, reskilling our existing workforce for a new age will also be essential.
Along with formal training in new and innovative fields, the jobs of the future will require adaptability, critical thinking, analytical and problem solving skills, and emotional intelligence.1 Encouraging and maintaining these essential labour force skills therefore remains a key policy challenge.
The Department of Industry, Innovation and Science (the department) contributes to this challenge by promoting the use of Australia’s innovative, scientific capability to facilitate the growth and productivity of globally competitive industries.

We support scientific capability, strong science, technology, engineering and mathematics skills and science literacy and engagement.
These are critical requirements for innovation and the commercial translation of research that drives productivity and economic growth, as well as translation into policies and processes that improve social and environmental outcomes.

The department is responsible for implementing the National Innovation and Science Agenda (NISA), the Government’s primary means of driving a more innovative, creative and modern Australian economy.
This submission makes use of evidence-based research from the department, as well as other sources, to address the terms of reference for the inquiry into ‘Innovation and creativity: workforce for the new economy’.
The submission provides commentary on the following terms of reference: • Terms of reference 1 – The extent to which students are graduating with the skills needed for the jobs of today and tomorrow • Terms of reference 3 – Factors that discourage closer partnerships between industry and the research and education sector • Terms of reference 4 – Opportunities for generating increased economic activity through better university, research and business linkages, including through clusters and precincts • Terms of reference 5 – Relationships between tertiary education entrepreneurship programmes and private incubators and accelerators 1 Edmonds D and Bradley T (2015) Mechanical Boon: will automation advance Australia?
Canberra, Department of Industry, Innovation and Science Innovation and Creativity Submission industry.gov.au 2 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Terms of reference 1 — Are students graduating with the skills needed for the jobs of today and of the future?

Continual structural change influences the composition and skill characteristics of the labour force.
While structural change can create short-term challenges, it is necessary for continued growth and prosperity in the long run.

Efficient structural change ensures Australia can adapt to new opportunities and compete on the world stage.

STEM skills are an essential element of this challenge and will continue to play a crucial role in maintaining the competitiveness of Australian industries.

Domestic participation in STEM fields, however, will need to increase.
Structural change continues to shape Australia’s economy and the labour market As discussed in detail in the Australian Industry Report 20142, structural change has been fundamental to economic development and has exerted a strong influence on the composition and characteristics of the Australian labour force.

Labour intensive industries such as agriculture and manufacturing have shed jobs and recorded declines in terms of their relative shares of employment.
However, as shown in Chart 1, these job losses have been offset by job creation in service sectors such as health care, professional services and education.
Economic modelling from Deloitte Access Economics suggests that sectors that rely on specialised skills such as education & training, health care & social assistance, and professional, scientific & technical services will record the strongest employment growth in the Australian labour market over the next 10 years.3 2 Department of Industry, Innovation and Science (2014) Australian Industry Report, Canberra, Department of Industry, Innovation and Science 3 Deloitte Access Economics (2012) Economic modelling of skills demand and supply, Canberra, Australia, Report commissioned by the Australian Workforce and Productivity Agency (AWPA) Innovation and Creativity Submission industry.gov.au 3 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Chart 1: Change in employment (2004–05 to 2014–15), employment and compensation per employee (2014–15) by industry Source: ABS cat.
no.

6291.0.55.003 and ABS cat.

no.

5204.0 Notes: Industry names have been abbreviated.

Size of bubbles reflect overall employment levels The structural change that has occurred in Australia over the past few decades has been driven by: • technological advances • changes in demographics • changes in consumer preferences • domestic policy reforms • international developments, such as increased competition from emerging economies.
These factors have changed industry composition and have combined with increasing rates of technological innovation to change the nature of the demand for labour skills in the Australian economy.4 In the case of labour intensive industries, technological change has acted as a substitute for manual labour.

In contrast, technological progress has acted as a complement to the knowledge economy, and has increased the productivity of highly skilled labour.
This ‘skill-biased technical change’ is likely to accelerate in the future resulting in further reduction of labour intensive employment in Australia.
Further evidence of skill-biased 4 CEDA (2015) Australia's future workforce?, Melbourne, Australia, Committee for Economic Development of Australia Innovation and Creativity Submission industry.gov.au 4 Inquiry into innovation and creativity: workforce for the new economySubmission 42 technical change comes from the reduced demand for motor skills5 relative to interactive, cognitive and education skills in the Australian labour market.6 STEM skills and innovation are critical to improving competitiveness A greater capacity for research and development (R&D) as well as innovation can improve Australia’s competitiveness and foster job creation.
Achieving this will require significant cultural change in Australian industries, to encourage a more innovative and entrepreneurial mindset, and the development of highly specialised human capital with scientific, technical and higher-level, research-based knowledge and skills.

Ensuring that Australia has a sustainable supply of suitable graduates and that existing workers gain new skills is therefore critical.
Research skills — especially in science, technology, engineering and mathematics (STEM) — are particularly important for innovation and new-to-world innovation.7 Total full-time equivalent human resources devoted to R&D in Australia in 2013–14 were estimated to be 157,000 persons.8 The majority of these were researchers, with the remainder being technicians or other dedicated support staff.
The number of human resources devoted to R&D in Australia has risen over time, increasing by 91.7 per cent between 2001-02 and 2013-14.9 As the pace of social and technological change increases, demand will grow for creative researchers who can push the boundaries of knowledge, and assess and adapt new technologies and emerging ideas.

In this context, recent workforce statistics for Australia are positive.
For instance, 62.6 per cent of all employed persons in 2016 had post-secondary education skills.10 There is also a strong indication that employer’s perception of the contribution of STEM is positive.

In 2014, 82 per cent of respondents to a Deloitte Access Economics employer survey agreed that people with STEM skills were valuable to the workplace.

The entire pipeline of STEM skills — from pre-school through to the workplace — is crucial for addressing STEM skills demand.
The former Chief Scientist of Australia argues for this whole-of-pipeline approach in his report, Science, Technology, Engineering and 5 Motor skills refer to precise tasks and movements.

For example, putting a lid on a jar or tightening a screw.
Improvements in technology allow for an increasing number of motor skills to be automated 6 Kelly R and Lewis P (2010) The change in labour skills in Australia over the business cycle, Australian Bulletin of Labour, 36(3), p 260 7 See for example, Hajkowicz S, Cook H and Littleboy A (2012) Our future world: global megatrends that will change the way we live.
The 2012 revision, CSIRO, Australia, and Deloitte Access Economics (2014) Australia's STEM workforce: a survey of employers, Canberra, Australia, Report commissioned by the Office of the Chief Scientist 8 ABS cat.

no.

8111, Research and Experimental Development, Higher Education Organisations, Australia, 2014, and ABS cat.

no.

8104 Research and Experimental Development, Businesses, Australia, 2013-14 9 ibid 10 ABS cat.

no.
6291.0.55.003, Labour Force, Australia, Detailed, Quarterly, Nov 2016, Table 24 Innovation and Creativity Submission industry.gov.au 5 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Mathematics: Australia's Future.11 Similarly, the transferability of skillsets will enhance employability and occupational mobility across industries and therefore there is a need to increase STEM participation in all industries so that the diffusion of innovation and skills can flow to more sectors of the economy.
While STEM skills are important, they are not the whole story In addition to STEM skills, research by CSIRO and the department12 notes that Australian employers are also interested in the ‘soft skills’ of potential employees, such as personal, interpersonal and organisational skills.

These skills allow employees to translate and apply their formal training in a wide variety of contexts.
Such skills will be critical for the future workforce in terms of career and life success.13 Research by the Australian Council of Learned Academies has found that the integration of STEM skills with other skills such as these is key to the success of leading firms and organisations across a wide range of industries.14 An employer survey conducted for the Office of the Chief Scientist (OCS) in 2014 clearly highlighted that for STEM employers, the key difficulties encountered when recruiting graduates related to deficiencies in interpersonal skills, understanding of business and workplace experience.
Along with formal training, active learning and critical thinking were identified in this survey as the two most important attributes a graduate should be equipped with when entering the workplace.

Approaches that are often grouped under the heading of ‘Work Integrated Learning’ or ‘WIL’ are increasingly recognised as important tools in developing high quality and work ready graduates.
WIL is important for developing and maintaining graduate attributes that appeal to employers and equip graduates with workforce skills.

These activities also help engage students while at university.
Difficulty in attracting enough employers to participate in WIL activities has been recognised as a significant impediment to expanding WIL in Australia.15 The supply and demand for graduate skills in the Australian labour market The skill level of the average Australian worker has trended upward since the 1970s.
From 1993 to 2013, the proportion of labour force participants that held a university (higher 11 Office of the Chief Scientist (2014) Science, technology, engineering and mathematics: Australia's future, Canberra, Australia, Australian government.

Office of the Chief Scientist 12 Edmonds D and Bradley T (2015) Mechanical Boon: will automation advance Australia?

Canberra, Department of Industry, Innovation and Science 13 Hajkowicz S, Reeson A, Rudd L, et al.
(2016) Tommorow's digitally enabled workforce, Brisbane, Australia, Commonwealth Scientific and Industrial Research Organisation (CSIRO) 14 Cunningham, S., Theilacker, M., Gahan, P., Callan, V. and Rainnie, A.

(2016) Skills and capabilities for Australian enterprise innovation, Report for the Australian Council of Learned Academies 15 Edwards D, Perkins K, Pearce J and Hong J (2015) Work Integrated Learning in STEM in Australian Universities, Final Report.
Australian Council for Educational Research (ACER), Submitted to the Office of the Chief Scientist Innovation and Creativity Submission industry.gov.au 6 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 labour force was severely overskilled for their current occupation, while a further 30 per cent were moderately overskilled.22 Ensuring that the Australian economy continues to demand and place a premium on specialised STEM skillset is vital to Australia’s competitiveness.
NISA measures, especially the Global Innovation Strategy and the Innovation Connections Programme, are likely to assist in maintaining and growing demand for specialised skills in the future.

This in turn can exert positive influences on the supply of skilled labour as young Australians respond to market wage signals and government and private incentives to invest in STEM training.
Gender imbalance in STEM fields The participation of girls in at least one mathematics, and one science subject after year 10 has been in decline since 2001.23 The proportion of girls who elect to study no mathematics after year 10 has tripled from 7.5 per cent in 2001 to 21.5 per cent in 2011.

The corresponding proportion of boys also tripled, but from a much lower base level, from 3.1 per cent to 9.8 per cent.

Physical science, maths and engineering have a pipeline problem.
Fewer girls are choosing physics and high level maths in their final years at high school and the number of girls who study two sciences in their final years of school (a strong indicator of transition to studying post-school STEM courses) has dropped significantly.24 Current gender ratios of boys to girls in year 12 science subjects are: 3:1 in physics; 1.9:1 in advanced maths; 1.3:1 in intermediate maths; and 1:1.1 in entry maths.25 This story of attrition goes through to university with females making up only 29 per cent of STEM university graduates26 – although they make up more than half the undergraduate and, in some cases, postgraduate enrolments in health and medical subjects and in agriculture.
This has led to a significant ‘pipeline problem’ for women in the physical sciences, maths and engineering, and to many fields becoming very strongly identified with one gender or another.

Even in fields with strong participation by women at the undergraduate and postgraduate levels, there are serious pipeline problems.
While women make up more than half the proportion of people studying and completing degrees and doctorates in health, and have done so for more than a decade, in 2014 they made up less than a third of the professors 22 This issue is discussed in Carroll D and Tani M (2011) Labour market under-utilisation of recent higher education graduates: New Australian panel evidence, and, Li IW and Miller PW (2013) The absorption of recent graduates into the Australian labour market: Variations by university attended and field of study, Australian Economic Review, 46(1), pp 14-30 23 Mack, J and Walsh, B (2013) Mathematics and Science Combinations NSW HSC 2001–2011 by Gender , University of Sydney, http://www.maths.usyd.edu.au/u/SMS/MWW2013.pdf 24 Marginson, S, Tytler, R, Freeman, B, and Roberts, K (2013) STEM: Country Comparisons, Australian Council of Learned Academies (ACOLA), Melbourne, pp.
127–136, http://www.acola.org.au/PDF/SAF02Consultants/SAF02_STEM_%20FINAL.pdf 25 Office of the Chief Scientist (2016) Datasheet 2: Women in STEM, Canberra, Australia, Office of the Chief Scientist.

26 Office of the Chief Scientist (2016) Datasheet 2: Women in STEM, Canberra, Australia, Office of the Chief Scientist.
Innovation and Creativity Submission industry.gov.au 11 Inquiry into innovation and creativity: workforce for the new economySubmission 42 (Level E) in this field.27 As is the case with many other disciplines, women tend to be concentrated at the lower levels of the academic ladder.

Overall, less than 15% of senior STEM research positions in universities are held by women, and women make up only about a quarter of the STEM workforce across all sectors.
Improving career opportunities and pathways for women in STEM is as much an economic issue as it is an equity issue: the loss of scientifically trained women from the STEM workforce represents a poor return on public investment in STEM education, limits their opportunities to contribute to the national research effort and reduces women’s ability to participate in or form businesses – all of which have a significant impact on productivity.
It also deprives Australian businesses and research organisations of the different perspectives that women bring to problems and challenges: evidence from a variety of sources28 shows that organisations with more diverse boards or executive structures are more resilient, more innovative and more profitable.

The Australian Government has introduced a number of NISA initiatives as a response to this gender imbalance.
Measures include supporting the expansion of the Science in Australia Gender Equity pilot in the research sector, supporting a new group of ‘Male Champions of Change for STEM’ to help drive change in the private sector, and a new competitive grants program which provides funding for projects that celebrate female STEM role models, and foster interest in STEM and entrepreneurship amongst girls and women.29 Digital Literacy and ICT skills are a strategic focus Australia’s businesses and current and future workforce must also be prepared to seize the opportunities enabled by rapid advances in technology, with the “digital economy” – that is the businesses, outputs and activities enabled by ICT - set to continue to grow.
Digital technologies are rapidly transforming jobs, industries and markets and digital literacy and ICT skills may enhance employment outcomes for individuals, as well as expand opportunities and accelerate growth for business.
On the business side, our most adaptable firms (which actively embrace change as a normal part of business) are three times more likely to use ICT skills in their operations.30 For individuals, OECD research indicates that ICT skill proficiencies compensate for lower formally recognised qualifications in the labour market – meaning people with a higher proficiency of ICT skills and lower levels of formal schooling can attract better employment 27 Department of Education and Training, Higher Education Statistics 28 See for example Deloitte Access Economics (2016), Toward Gender Parity : Women On Boards Initiative, Canberra, Australia, Commissioned for the Department of Communities, Child Safety and Disability Services, Office for Women (Queensland), and Ali, Muhammad, Ng, Yin Lu, & Kulik, Carol (2014) Board age and gender diversity : a test of competing linear and curvilinear predictions.
Journal of Business Ethics, 125(3), pp.

497-512.

29 Commonwealth (2015) National Innovation and Science Agenda, Canberra, Australia, Commonwealth of Australia 30 Office of the Chief Scientist (2014) Science, technology, engineering and mathematics: Australia's future, Canberra, Australia, Australian government.
Office of the Chief Scientist Innovation and Creativity Submission industry.gov.au 12 Inquiry into innovation and creativity: workforce for the new economySubmission 42 and earnings outcomes compared to individuals with higher formally recognised education but lower ICT skills proficiency.31 Currently there is a gap between the proficiency of digital literacy and ICT skills amongst Australia’s workforce and the skills needs from employers.
Skills for Australia, the Skills Service Organisation that represents the ICT sector, cites poor employee proficiency as the dominant issue of concern on behalf of employers, identifying data analysis and cyber- security as particular areas of need.32 The Australian Government administers programs aimed at school and tertiary students to improve Digital Literacy and ICT skills, ensuring that the future workforce has the capabilities needed to participate in the digital economy.
• Embracing the Digital Age: A set of initiatives administered by the Department of Education and Training as part of the NISA.

It sets aside $51 million over four years to give both students and teachers access to the tools they need to enhance their digital literacy and to develop a workforce equipped to take advantage of Australia’s future opportunities.
• Digital Careers: In operation since 2013, this program is focussed on reducing the critical shortage of Australian ICT professionals by raising awareness and interest in ICT careers and growing the pool of tertiary students preparing for a career in the ICT industry.

This program is facilitated by the CSIRO and is a collaborative initiative involving industry, research, primary, secondary, and tertiary institutions, and government.
• Ribit: A digital platform developed by CSIRO/Data 61 that connects Australian entrepreneurial and start-up businesses with university students who are looking for ICT-related work opportunities.

The initiative has received funding from the Australian Government.
Skills for the existing workforce While ensuring that Australian students are graduating with the skills required for the jobs of the future is important, it is also important to consider the skill sets of existing workers in the context of the future economy.

Demographic and socio-economic changes, along with rapid changes in technologies, are transforming industries and business models.
This is changing the skills that employers need and shortening the shelf-life of some employees’ existing skill sets.33 31 Lane, M. and G. Conlon (2016), The Impact of Literacy, Numeracy and computer Skills on Earnings and Employment Outcomes, OECD Education Working Papers, No.129, OECD Publishing, Paris 32 PricewaterhouseCoopers Skillls for Australia (2016) 4 Year Work Plan – Information Communication and Technology sector, Prepared for Information and Communications Technology Industry Reference Committee, https://www.skillsforaustralia.com/industries/ict/ 33 World Economic Forum (2016), The Future of Jobs, World Economic Forum.
Innovation and Creativity Submission industry.gov.au 13 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Driving a more innovative and entrepreneurial economy will require that elements of the existing workforce develop new skills.

The need for existing workers to possess adaptability, critical thinking, analytical and problem solving skills, and emotional intelligence mirrors that of new labour market entrants.
Guidance and training for existing workers without these skills will be important in bridging the skill gap.

The skills of existing workers are particularly relevant in the context of the increasing capacity of machines to replicate aspects of labour, and associated disruption to the labour market.

Technological advances mean that intellectually and physically routine jobs will be the most susceptible to automation pressures.
Some analysts suggest that up to 44 per cent, 5.1 million, of current Australian jobs are at high risk of being affected by computerisation and technology over the next 20 years34, with jobs most susceptible including labourers, machine operators and clerical and administrative officers.35 How Australia’s workforce fares in the long term will depend on our ability to help affected individuals to make transitions to new and better jobs.
This will be particularly important where specific regions or segments of society are disproportionately affected.

Where structural, technological or other factors have combined to affect specific communities, the Australian Government has typically provided additional skills assessments and career, transition and training advice.36 Terms of reference 3 — What are the factors that discourage closer partnerships between industry and researchers?
Improving rates of collaboration between Australian businesses and research organisations will be critical to supporting the innovation agenda.

Government incentives and programmes, increasing the participation of Australian researchers in the private sector, and investing in management capabilities are examples of policies identified in this section that can assist in increasing the rates of collaboration and partnership between industry and researchers.
34 PricewaterhouseCoopers (2015), A Smart Move: Future-proofing Australia’s workforce by growing skills in science, technology, engineering and maths, PricewaterhouseCoopers 35 Durrant-Whyte, H. McCalmna, L. O’Callaghan, S. Reid, A. and Steinberg, D. (2015) “The impact of computerisation and automation on future employment”, Australia’s future workforce?, Committee for the Economic Development of Australia 36 For example, see the Australian Government’s Growth Fund Skills and Training Initiative Innovation and Creativity Submission industry.gov.au 14 Inquiry into innovation and creativity: workforce for the new economySubmission 42 The role of government in supporting innovation related activities While research conducted by businesses provides private economic benefits to these businesses, there are often positive public spill-overs or benefits created by research.
These positive public spill-overs imply that the social benefits from R&D are larger than the private benefits.

However, as these public spill-overs are not explicitly accounted for in business decision making, businesses may not engage in the optimal level of R&D from a social/economic perspective.

Similarly, due to the positive externalities arising from research and innovation, a lack of collaboration between industries, education institutions and the research sector is indicative of market failure.
From the perspective of small to medium enterprises (SMEs), this market failure can arise due to information asymmetry issues (that is SMEs do not know the value of information in advance of receiving it and, once received, would have no incentive to pay for it), high transaction costs or a lack of private incentives.

Initiatives that address this market failure are important.
Collaborative innovation is significantly correlated with the introduction of new-to-Australia and world-first innovations.37 In this regard, Australia’s recent performance has improved slightly.

The percentage of innovation-active Australian SMEs collaborating on innovation increased from 17 per cent in 2006–07 to 20 per cent in 2014–15.

For large firms, the collaboration rate increased from 22 per cent to 26 per cent over the same period.
However, as shown in Chart 5, Australia is ranked very low compared to other OECD countries on business collaboration with higher education or public research institutions — the latest data reflect a ranking of 24th and 27th (out of 27 countries) for SMEs and large firms, respectively.
Australia’s collaboration statistics are not directly comparable with those for the rest of the OECD, a comparison is possible via adjustments made by the Australian Bureau of Statistics to the Australian Business Characteristics Survey.

A number of other metrics that point to a low level of engagement with the research sector by Australian industry corroborate the finding that Australia is poor at collaborating with higher education institutions.
37 Department of Industry (2013) Australian Innovation System Report, Canberra, Australia, Department of Industry Innovation and Creativity Submission industry.gov.au 15 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 collaborative projects and connecting SMEs to researchers through the Australian Research Council and the Innovation Connections initiative.40 Chart 6: Researchers by sector of employment, 2011 Source: OECD, Research and Development Statistics Database www.oecd.org/sti/rds June 2013 Business investment in innovation Increasing the complexity and stock of human capital, and encouraging collaboration is likely to have a positive impact on the rates of innovation and entrepreneurship; however this by itself may not be enough.
Innovation is inherently risky, especially for entrepreneurs and small to medium firms.

Besides considerable financial outlays, due to the nature of innovation, introduction of new products, ideas, and business models is fraught with risk as there may be no precedent.

New products may not survive in a competitive market; they may be misappropriated or copied.

This suggests that many other variables beyond raw talent are critical in translating an innovative idea into a successful commercial product.
Examples of these risks range from but are not limited to • Legal risks (intellectual property theft, patent disputes) • Regulatory risks (product certification hurdles, labelling requirements) 40 Commonwealth (2015) National Innovation and Science Agenda, Canberra, Australia, Commonwealth of Australia Innovation and Creativity Submission industry.gov.au 17 Inquiry into innovation and creativity: workforce for the new economySubmission 42 • Financial risks (restrictive treatment of tax losses, insolvency and bankruptcy) • Social and cultural risks (change in consumer preferences, privacy concerns) • Technological risk (threat of obsolesce, cyber security risks) These risks need to be managed and mitigated so that innovators and entrepreneurs are motivated to introduce new technologies, ideas and products to the market.
As part of the NISA, the Australian Government provided tax breaks and tax offsets for early stage investors and venture capitalists in innovative startups, removing regulatory hurdles to accessing crowd sourced equity financing, along with reforms to insolvency and bankruptcy laws.
The government has also relaxed the tax treatment of losses from a ‘same business test’ to a more flexible ‘predominately similar business test’ to allow innovative companies to engage in new business activities without losing access to past tax losses.
To share the financial risk associated with startups, the NISA established a new $200 million CSIRO Innovation Fund to co-invest in new and existing startup companies that intend to develop technology from CSIRO and other publicly funded research agencies and a $500 million Biomedical Translation Fund to provide finance to Australian companies that are ready to turn their leading edge biomedical research into world-leading products.41 These NISA measures are important for creating a culture of innovation in Australia that does not excessively penalise an entrepreneur for failure.
Management capability Management capability is also important for lifting workplace productivity, encouraging innovation and collaboration and grooming young talent.

The new economy places greater demands on managers to adapt to and take advantage of changing business environments.

The literature on management capability for Australia is limited.
Research commissioned by the Department of Innovation, Industry, Science and Research in 2009 showed that while some Australian firms were as good as any in the world in managing their business, we still had a substantial ‘tail’ of firms that were mediocre, especially in their approach to people management.
The report found that this was a key differentiating factor between Australia and better performing, more innovative countries.42 The Australian Institute of Management has also produced the Australian Management Capability Index (AMCI) for 2015.

According to the research, the overall AMCI for Australia is 67.7 out of 100.43 The findings indicate that Australian organisations are most capable in their governance, financial management and external relationships.
This provides a solid platform to foster innovation, improve capability, and encourage a greater global focus.

41 Commonwealth (2015) National Innovation and Science Agenda, Canberra, Australia, Commonwealth of Australia 42 Green, R., Agarwal, R., Van Reenen, J., Bloom, N., Mathews, J., Boedker, C., Sampson, D., Gollan, P., Toner, P., Tan, H., Randhawa, K. and Brown, P. (2009), Management Matters in Australia – Just How Productive are We?

Department of Innovation, Industry, Science & Research.
43 Higher values of the index denote better performance Innovation and Creativity Submission industry.gov.au 18 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Similar methodologies were used to look at management capability in other countries.

Australia’s score is similar to New Zealand (69.9), Malaysia (72.0), India (74.6) and Singapore (69.2).
To further the analysis of the importance of management capability, the department is investing $3 million in a joint project with the ABS and the University of Technology Sydney (UTS) to identify the state of management capability in businesses of all sizes in Australia.
The Industry Growth Centres initiative provides $250 million over the forward estimates to develop a national approach to industry policy that aims to build capability and stronger industry systems through a collaborative, industry-led approach.

Through consultation with their industry stakeholders, Industry Growth Centres have identified that improved management capability would facilitate increased innovation and commercialisation activity.
For example, the Advanced Manufacturing Growth Centre found the Australian manufacturing sector has fewer high-performing managers than other successful countries.44 There are opportunities to strengthen management capability across the Growth Centre sectors by enhancing skills and knowledge associated with commercialisation, innovation, internationalisation and digitisation.
The Business Management element of the Entrepreneurs’ Programme also seeks to address business management capabilities and networks in priority business sectors by providing advice and facilitation services from people with relevant private sector experience.

These advisors also support the implementation of this advice.
Current Government initiatives aiming to encourage collaboration The Australian Government has a range of policy measures that are designed to foster and encourage collaboration between researchers, academia and industry.

A summary of measures by the department is at Table 2.
44 Advanced Manufacturing Growth Centre, Sector Competitiveness Plan <https://www.amgc.org.au/Attachment?Action=Download&Attachment_id=15> Innovation and Creativity Submission industry.gov.au 19 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Terms of reference 4 – Are there opportunities for generating increased economic activity through better university, research and business linkages, including through clusters and precincts?
Australia has low levels of collaboration between business and research compared to the OECD average for both large businesses and small to medium enterprises.45 Only five per cent of businesses in Australia collaborate with universities or higher education institutions.

Precincts around universities and research organisations are a key source of competitive advantage for knowledge-based economies by driving innovation and collaboration.
Business collaboration on innovation is associated with a 70 per cent increase in the likelihood of new-to-world innovation and a 32 per cent increase in the likelihood of new to Australia innovation.46 Recent research shows that in NSW, businesses in clusters have a job creation rate 2.25 times faster than that of other businesses.47 However, there are a number of factors beyond co-location that drives innovation and collaboration in precincts.
For instance, European evidence shows that research-driven clusters show different characteristics than industry-driven precincts.

Industry-driven clusters have a larger effect on business, R&D and international activities of SMEs.
They are also more successful in establishing collaboration with companies and research institutions outside the clusters.48 Examples of significant Australian university and research precincts include: • Parkville’s Biomedical Precincts, home to leading institutions and organisations including Melbourne University, Monash University, global biotherapy industry leader CSL Limited, Royal Melbourne Hospital and the Bio21 Institute.
The Precincts is one of the top three concentrations of biomedical research in the world with more than 10,000 life scientists.49 45 Department of Industry, Innovation and Science (2016) Australian Innovation System Report, Canberra, Department of Industry, Innovation and Science 46 Department of Industry, Innovation and Science (2014) Australian Innovation System Report, Canberra, Department of Industry, Innovation and Science 47 Jobs for NSW (2016), Jobs for the Future, Report prepared for the NSW Government 48 Müller L. Lämmer-Gamp T, Meier zu Kôcker G, Alsley Christensen T, (2012) Clusters are Individuals, Copenhagen, Danish Ministry of Science Innovation and Higher Education 49 Royal Me bourne Hospital (2012), Melbourne Biomedical Precinct, Melbourne Innovation and Creativity Submission industry.gov.au 23 Inquiry into innovation and creativity: workforce for the new economySubmission 42 • University of Wollongong’s Innovation Campus has grown to generate over $2 billion in economic activity and employ over 1,500 people since opening its doors in 2008.
The Innovation Campus’ specialisations include ICT, finance, sustainability, future materials and pharmaceuticals.

50 • Macquarie Park is a key employment hub in Sydney, which generates $9.8 billion in gross domestic product annually, and is growing at 6.8 per cent a year.
51 Macquarie is currently home to 180 multinational and 200 small-to-medium-sized businesses, a teaching hospital, Macquarie University and over 85,000 employees and students.52 Macquarie is a hub for pharmaceutical, technology, electronics and telecommunications industries.
• The new TORCH Innovation Precinct at University of New South Wales is backed by leading Chinese companies and the Chinese Ministry of Science & Technology’s flagship ‘TORCH’ program, which co-locates businesses, universities and research organisations to drive innovation.

It is the first such partnership outside China.


Modelling by Deloitte Access Economics estimates the UNSW TORCH Innovation Precinct could add over $1 billion to Australia’s GDP in its first 10 years.53 • The Western Australian Government has released new land to enable the development of the Murdoch Health and Knowledge Precinct adjacent to Fiona Stanley hospital, St John of God hospital, Murdoch University and South Metropolitan TAFE.
In addition, the WA Government has approved changes to land tenure to enable Murdoch University to create a new mixed-use campus development, the Eastern Precinct, on undeveloped university land.
The Eastern Precinct, which will expand the University’s research activities and education programs, is being developed in consultation with local and state governments to complement the Murdoch Health and Knowledge Precinct.54 • The Tonsley Innovation District is located on the site of the former Mitsubishi Motors auto assembly plant in Adelaide’s southern suburbs.
Located next to Flinders University and TAFE South Australia, Tonsley Innovation District combines collaborative research and development with vocational training and advanced manufacturing premises for companies, with an emphasis on biomedical devices, renewable energy, clean technology, software and simulation.55 Collaboration with research organisations such as CSIRO and universities has been found to more than triple the likelihood of businesses reporting annual productivity growth.56 In addition, the presence of industry-facing research organisations like CSIRO or Cooperative 50 Illawarra Mercury (2016) UOW Innovation Campus wins Emerging Research Park award, Wollongong 51 City of Ryde Council (2015) Leading the way into tomorrow: Macquarie Park Investment Prospectus, Sydney 52 Macquarie University (2016) Macquarie Park partners launch global destination for innovation, Sydney 53 University of New South Wales (2016) UNSW partners with China on $100 million innovation precinct, Sydney 54 Government of Western Australia (2016) Media Release - Murdoch’s new health and knowledge precinct, Perth 55 Tonsley Innovation District https://tonsley.com.au/ 56 Department of Industry, Innovation and Science (2016) Australian Innovation System Report, Canberra, Department of Industry, Innovation and Science Innovation and Creativity Submission industry.gov.au 24 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Research Centres have a positive influence on regional innovation.57 CSIRO’s industry engagement activities include connecting SMEs with research expertise and facilities, collaborative research partnerships with major Australian and global companies and CSIRO’s On Accelerator programme (which helps research teams validate and develop high potential innovative ventures).
There are a number of Government policies and programmes that facilitate clustering and collaboration between businesses and the research sector.

These include Cooperative Research Centres and Entrepreneur’s Programme Innovation Connections (listed in Table 2); and the Australian Research Council (ARC) Industrial Transformation Research Programme and a new pilot delivered by the ARC as part of the NISA to assess the impact of publically funded research.
Industry Growth Centres Initiative To expand their reach, Industry Growth Centres are establishing regional innovation hubs and linking with existing clusters and precincts to support skills sharing and development and stimulate industry collaboration.

For example the Food and Agribusiness Growth Centre, known as FIAL, has engaged with industry clusters across Australia to share knowledge and deliver collaborative projects such as workshops addressing common capability gaps.
The Mining Equipment, Technology and Services Growth Centre and the Oil, Gas and Energy Resources Growth Centre are also developing strategies to connect with and strengthen industry clusters.

All of the Growth Centres are embedded within precincts to leverage and build industry and research linkages.
For example, the Head Office for the Medical Technology and Pharmaceuticals Growth Centre, known as MTPConnect, is located at the New Horizons Building at Monash University, co-located with CSIRO and industry.

There are also key hubs at the University of Sydney’s Institute of Biomedical Engineering and Technology and the Medical Device Research Institute at Flinders University at Tonsley in Adelaide.
Other examples include FIAL, which is headquartered at the food technology innovation precinct in Werribee, Victoria along with CSIRO.

Cyber Security Growth Centre nodes are co-located with CSIRO’s Data61 at Australian Technology Park in Sydney NSW, and at the Goods Shed, in Melbourne, Victoria, which is also home to a new Oceania Cyber Security Centre (OCSC), which brings together eight Victorian universities as well as the Defence Science Institute and private sector organisations.
The Advanced Manufacturing Growth Centre has also been involved in precinct development, establishing the National Additive Manufacturing Collaboration Hub with the CSIRO’s Lab 22 and Monash University and the 57 Department of Industry, Innovation and Science (2016) Australian Innovation System Report, Canberra, Department of Industry, Innovation and Science Innovation and Creativity Submission industry.gov.au 25 Inquiry into innovation and creativity: workforce for the new economySubmission 42 National Carbon Fibre Manufacturing Hub, in conjunction with Deakin University and CSIRO.
The Mining Equipment, Technology and Services Growth Centre and the Oil, Gas and Energy Resources Growth Centre have both contributed to establishing a co-working space for the resources industry in Perth, CORE Resources Innovation Hub.
Development of a National Universities Precinct Strategy The Australian Government has established a Precincts Advisory Committee representing industry and the university sector, which will provide strategic advice on how university and research precincts can help increase capacity for innovation, encourage greater collaboration between businesses and the research sector, and ultimately deliver economic and jobs growth.
The Committee’s recommendations will build on existing university precinct activity and better coordinate collaboration between industries, universities and governments.

The Committee will provide its recommendations to the Government in late 2017.

Innovation and Creativity Submission industry.gov.au 26 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Terms of reference 5 — What is the relationship between incubators, accelerators and entrepreneurship programmes?
Innovative entrepreneurs are vital for translating Australia’s public investment in science and research into commercial outcomes.

However, they typically face difficulties attracting investments, finding the right talent, reaching distant markets, and learning from both the successes and failures of others.
Connecting university entrepreneurship programs to the local startup ecosystem is essential to: (i) ensure the program is delivering guidance to students that aligns with practices in the real world, and (ii) ensure that the students gain some familiarity with the startup ecosystem which they will have to navigate if they decide to pursue their own startup.58 The proliferation of new business incubator and accelerator models over the past decade (in Australia and overseas) has created significant policy interest in their potential effectiveness in supporting innovative entrepreneurs, particularly for lean startups aiming to scale into global markets.
They offer the opportunity to provide a focal point for entrepreneurial activity in local innovation ecosystems, offering a clear synergy with university entrepreneurs programs.

An example of this is the Melbourne Accelerator Program (MAP) at the University of Melbourne, which has a strong emphasis on engaging local and interstate entrepreneurs to mentor students.
MAP supports six student teams per intake to support via provision of $20,000 in funding, office space, mentoring and networking opportunities and is open to students, staff and alumni from all faculties.

MAP has supported 24 student startups, which together have raised $10 million in funding, created 120 jobs and generated $5 million in revenue.

The Australian Government’s flagship programme for supporting entrepreneurs, including through incubators and accelerators, is the Entrepreneurs’ Programme.
Under the NISA, the Government invested $23 million into a new element of the Programme - the Incubator Support initiative - to support building local and regional innovation ecosystems.
This element will help grow the next generation of innovative businesses by offering matched funding to: support the development of new incubators in regional or sectoral areas with high innovation potential; boost the effectiveness of incubators, including support to expand their services and engage a Commercialisation Adviser; and provide access to top quality research and technical talent through secondments of national or international experts.
58 Sp ke Innovation (2015) Boosting high-Impact entrepreneurship in Australia: A role for universities.
Report prepared for the Office of the Chief Scientist, Canberra, Office of the Chief Scientis Innovation and Creativity Submission industry.gov.au 27 Inquiry into innovation and creativity: workforce for the new economySubmission 42 The Entrepreneurs’ Programme’s other elements include Accelerating Commercialisation, which provides advice and co-funded grants to help entrepreneurs, researchers and businesses to overcome the challenges of commercialising new products, processes and service; Business Management, which provides help to improve business management, capabilities and networks through services and grants; and Innovation Connections, which encourages and assists small and medium sized businesses to access knowledge, engage with researchers and foster innovation, including matched funding for research projects.
Other Government measures supporting innovative entrepreneurs include: • The establishment of five Landing Pads (in San Francisco, Tel Aviv, Shanghai, Berlin and Singapore) to support entrepreneurial Australians and market-ready startups by providing an operational physical space to access the talent, mentors, investors and a wider connected network of innovation hubs in those locations.
• New tax incentives for early stage (angel) investors and existing tax concessions for investment in venture capital through the Early Stage Venture Capital Limited Partnerships (ESVCLP) and Venture Capital Limited Partnership (VCLP) programmes direct funds towards innovative, young companies.

• New investment funds – the CSIRO Fund and the Biomedical Translation Fund - will bring over $700 million to the domestic investment markets for innovative entrepreneurs.
• Improved access to Crowd-Sourced Equity Funding will ensure that small innovative businesses have access to a more diverse range of funding options.

• The R&D Tax Incentive provides tax offset for businesses undertaking eligible R&D activities and is the Australian Government’s principal measure to encourage industry investment in R&D.
• Expanded tax concessions for Employee Share Schemes will help small start-up companies to attract and retain their talent by offering incentives for staff • Supporting innovation through visas that facilitate the entry of talented individuals with entrepreneurial and business skills to Australia.
Entrepreneurship training in Australia There is evidence that exposing young people to entrepreneurship, and equipping them with practical skills, plants the idea of becoming an entrepreneur and leads to tangible increases in the level of high-impact entrepreneurship, and associated economic impacts.59 A growing number of countries are producing high-impact entrepreneurs by exposing them to start-ups during university and teaching practical skills needed to grow technology-based businesses.
59 Ho Y-P, Low P-C and Wong P-K (2014) Do University Entrepreneurship Programs Influence Students’ Entrepreneurial Behavior?
An Empirical Analysis of University Students in Singapore, Innovative Pathways for University Entrepreneurship in the 21st Century (Advances in the Study of Entrepreneurship, Innovation & Economic Growth, 24, pp 65-87 Innovation and Creativity Submission industry.gov.au 28 Inquiry into innovation and creativity: workforce for the new economySubmission 42 Countries that emphasise high-impact entrepreneurship have common attributes: • Government ensures that funding arrangements with universities drive investment in establishing and delivering student entrepreneurship programmes that operate at meaningful scale and in line with best practice • A wide range of complementary programmes that address multiple aspects of the entrepreneurial ecosystem, including education, access to finance, culture, technical skills and startup expertise • An aim to engage young people in high-impact entrepreneurship via school and university-based programmes The ecosystems whose entrepreneurs are most successful are also the ones in which entrepreneurial training is readily available — either as formal training or via peer-based learning.60 Compared with universities in the best-performing entrepreneurial countries, Australian universities generally do not see producing entrepreneurs as a major part of their role.
As a result, they generally do not invest in curriculum to create and nurture high-impact entrepreneurs to the same degree as some of the global leaders.61 In addition, the quality of student entrepreneurship courses depends heavily on the experience of those teaching the course.

Involving educators who have first-hand experience in startups has been shown to deliver better outcomes than courses delivered by those with only academic experience.
A review of university entrepreneurship education programs conducted in 2014 by Professor Tim Mazzarol of the University of Western Australia found that 90 per cent of Australian universities teach entrepreneurship courses at postgraduate and 95 per cent at undergraduate level, and that these are mainly delivered by academic staff in business schools.
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