The document discusses creative research environments (CREs) in Australia, highlighting the characteristics and motivations of creative individuals and the necessity for improvement in R&D. It explores the cultural dynamics within teams, the role of leadership, and the importance of aligning projects and processes with innovation goals. Additionally, it emphasizes the paradox of economics in relation to fostering creativity and innovation as essential components for future economic growth.

1. CREATIVE RESEARCH
ENVIRONMENTS
An Australian Perspective on
Managing a Paradox

2. Summary
• Who are creative people?
• What are Creative Research Environments?
• Where are we now?
• Why do we need to strive to improve?

3. Who Are They?

4. Maslow’s Insight
Conscious
HOT BUTTON ZONE
Unconscious

5. THE HOT BUTTONS?
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Crave Autonomy
Ambitious & Striving for purpose
Risk taking – Almost Cavelier!
Strong analytical-factual thinks
Hunger for Information/Knowledge
Typical Gen X / Y-type profile

6. How are they Motivated?
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Effective leadership
Recognition of higher purpose
Fun at Work
Constant challenge & stimulation
Accountability for outcomes

7. Cultural Contrast
Motivator
USA
Leadership
“Field of
Dreams”
Recognition
Very Obvious
Fun @ Work
Australia
Simple, Safe Steps
Quite Achiever
Formal/Respect Informal/Irreverent
Stimulation
Capitalist Profit
Socialist –
Public Good
Accountability
Shoot For Stars
Cassandra
Complex

8. What Do They Do?

9. R&D Team Culture Types
Club Culture
Role Culture
• Extended Personality • Management focus
• Nepotistic Feel
• Flexible/Informal
Task Culture
• Problem solving
• Team-based
• Responsive
• Comfortable/safe
Person Culture
• Star Cluster
• Talent is king
• Anti-management

10. Cultural Fit in CREs is Crucial
But there is no right answer!

11. The 4P’s in Paradox
PEOPLE
PROJECTS
(Innovation Capability) (Innovation Strategy)
PASSION
(Innovation Adoption)
PROCESS
(Innovation Process)

12. PEOPLE - Capability
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Behavioural Profile
Knowledgement Services
Gap Analysis Diagnostics
Creative Thinking Processes
Creative Stimulation

13. PASSION - Adoption
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Alignment with Sector/Company Prospectus
Economic Impact of Outcomes
Sociotechnical Change Processes
Commercialisation Services
Sector/Company Opportunity Profiling
Critical Mass Diffusion Processes

14. PROJECTS - Strategy
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Scenario Visioning
Futurism
Scanning Techniques
Leading Edge Planning Techniques
Collaborative Partnerships
R&D Clustering
IP FTO Scanning

15. PROCESS – Systems
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Performance Measurement
Business Planning
Outcomes & KPIs
Project Selection Models
Project Management Systems
Stage-gate Decision Making
Project Termination Processes

16. Where Are We Now?

17. Typical Australian R&D Team
Developers of
Innovation
3%
(Club-based)
Resistors of Innovation
40%
(Role – based)
Initiators of Innovation
14%
(People-based)
Implementers of
Innovation
43%
(Task-based)

18. Using the 4P’s in Paradox
• PEOPLE – Recruiting the right profile to get > 80%
initiators/implementors
• PASSION – Improving alignment of R&D programs
with real issues
• PROJECT – Select on ROI
• PROCESS – Implement systems & measures to
deliver on ROI

19. Why do we need to perform
better?

20. Paradox of Economics 101
LONG RUN
SHORT RUN
Creativity & Innovation It is short-sighted to
are the engine for
allow price
future economic
competition to be the
growth
only determinant of
success

21. Closing Comment
R&D is an Investment
Like any area of investment Science
& Technology must offer appropriate
levels of return to attract the attention
of investors

22. Summary - CREs
WHO
WHAT
WHERE
WHY