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1 TASMANIAN ICT INDUSTRY STRATEGIC PLAN

Tasmanian ICT Industry Strategic Plan December 2012 to December 2017

Version 1.0


This strategy has been prepared for TASICT by Suzi Watral from In-tellinc Pty Ltd.

In-tellinc is an ICT Incubator and technology focused business development consulting group.

Our specialty is to provide companies with the resources and support necessary to realise their full potential. We are a full-service venture partner for

innovative start-up and early stage companies that have high growth prospects and international potential.

Delivering a dynamic enterprise development program, we provide resources in marketing, management, IT infrastructure and when needed, money.

Our objective is to accelerate a company’s growth, especially during commercialisation.

TASMANIAN ICT STRATEGIC PLAN 3

Table of Contents

TASICT’s Mission ................................................................................................................................................................................................ 4

Vision for the Tasmanian ICT Industry ................................................................................................................................................................. 4

Overview .............................................................................................................................................................................................................. 5

Summary of Strategies ......................................................................................................................................................................................... 6

Approach to the Development of this Strategy ..................................................................................................................................................... 7

The Tasmanian ICT Industry Today ..................................................................................................................................................................... 8

What Strategically is Happening in Australia? ................................................................................................................................................... 10

Setting the Scene Globally ................................................................................................................................................................................. 12

Key Strategies for the Tasmanian ICT Industry .................................................................................................................................................. 14

1. Build Workforce Capability....................................................................................................................................................................... 14

2. Create Economic Wealth and Value ........................................................................................................................................................ 16

3. Champion Local Innovation ..................................................................................................................................................................... 18

4. Grow the ICT Industry’s Profile ................................................................................................................................................................ 20

Next Steps ......................................................................................................................................................................................................... 22

Appendix ............................................................................................................................................................................................................ 23

TASICT Industry Survey Results ........................................................................................................................................................................ 23


TASICT’s Mission

TASICT is the peak body representing and acting for the Tasmanian ICT Industry.

Our mission is to provide strategic direction, policies and leadership on key issues facing

the Tasmanian ICT industry and advocate these policies to Government and other

relevant stakeholders as the united voice of the industry.

Vision for the Tasmanian ICT Industry

TASICT’S vision is for a large, dynamic and innovative Tasmanian

ICT industry, recognised for its significant contribution to the

economic and social wealth of Tasmania.


Overview

The global economy is moving into the digital realm at breathtaking speed. In less than a generation, the internet has radically transformed the way we communicate and share information and it has fundamentally altered the business and economic landscape. As Tasmanian ICT companies enter a period of maturity, the development and implementation of a coherent industry wide strategy is of critical importance to inform strategic pathways for growth and development. We have many successful ICT businesses in Tasmania who are recognised globally as being at the forefront in using technology to provide real world business solutions. Predominantly their focus has been on niche international markets and opportunities. For our industry to be competitive and prosper, we need to capitalise on this existing expertise and encourage further focus and development of smart enabled technologies targeted to global markets. There are considerable opportunities for the Tasmanian ICT industry in coming years. These include:

NBN completed in Tasmania by 2015, six

years before the rest of the country

Non ICT businesses – particularly from

traditional industries – need to

technologically innovate to remain

profitable

The increased acceptance and adoption of

technology in the wider community

The need for business and government to

respond to growing user demand to do

business and provide services digitally

Tasmania’s clean energy supply – and its

attractiveness to new investment

Government desire for significant public

sector efficiencies and productivity

improvements through innovation

The refocus at UTAS with a major review

of their ICT faculty, eHealth & the

introduction of Sense-T

Building a career profile with local students

that promotes the local ICT industry as a

rewarding career pathway with local and

global opportunities

To create a sustainable industry within

Tasmania that provides local and off island

services

Leveraging Tasmania’s lifestyle and cost

benefits to retain, attract or attract-back

highly skilled resources

Offsetting this however are the threats of:

National/international operators who have

much larger economies of scale of

meaning they can be far more competitive

The lower profile of ICT in Tasmania

compared with traditional industries

Inability to demonstrate the economic

value and capability of the ICT industry to

government, business and the community

Consolidation of many larger local

businesses means there are less local

clients for ICT businesses

Can be difficult to attract private capital

investment

Other communities with the NBN are

being aggressive and opportunistic in

planning digital strategies for the future

The rapid decline and low numbers of

students who are undertaking ICT

degrees creates skills shortages for

Tasmanian ICT businesses.

This strategic plan has been developed to

ensure that the Tasmanian ICT industry, with

the guidance of TASICT can capitalise on the

opportunities available.

The strategies, objectives and actions detailed

in this document represent TASICT’s

recommended way forward for the Tasmanian

ICT industry so we can ignite change, maximise

growth and deliver real benefits to the

Tasmanian economy and the whole Tasmanian

community.


Summary of Strategies

TASICT are introducing four key industry strategies to ensure capacity is built in the Tasmanian ICT industry and an environment that encourages innovation and entrepreneurial activities is developed further. Industry growth and wealth generation is critical for the well-being and longevity of the Tasmanian ICT industry as are a shared vision for the future. The strategies are: 1. Build Workforce Capability

We must have the technical skills in Tasmania for ICT companies to create real business opportunities. These skills are needed to build on our ingenuity and proven ability to develop niche and premium solutions so we can increasingly compete in the competitive global economy. We must build upon our talent pool in Tasmania and ensure those entering the industry have the real world skills needed to deliver innovative products and services. To do this we must develop closer relationships with our key educational facilities and ensure there is a focus on real world curriculum and outcomes. We must also leverage Tasmania’s key lifestyle and cost advantages to attract resources to the State. These resources bring experience, knowledge and networks otherwise unobtainable locally due to the smaller ICT industry in Tasmania.

2. Create Economic Wealth and Value

We must strive for a Tasmanian business environment that is the most competitive of any Australian jurisdiction. We must ensure that knowledge and know-how is being shared between the ICT industry, government and key Tasmanian industry segments.

There is overwhelming evidence that the smart use of technology, combined with key drivers such as good managerial practices and strong employee skills can lead to increased innovation, productivity growth and improved competitiveness. 3. Champion Innovation

We need to nurture and develop niche products that are specific to Tasmania and its strengths. To be competitive Tasmanian industry needs to ensure it is developing, retaining and attracting the latest technologies, innovative ideas and talented entrepreneurs. Tasmania already has niche industries that provide real opportunities in overseas markets. Greater IT uptake can accelerate this. We must build management capabilities including marketing and entrepreneurship skills. The need for improved management capabilities and soft business skills is a common theme for many small businesses. It is specifically critical for ICT companies who

have the technical capabilities but not the business skills needed to really succeed and create market presence and win off the island.

Finally we must ensure that we create new opportunities for Tasmanian ICT companies to be able to access capital for growth. Historically, Tasmanian ICT companies have had access to Federal and State Government funding, but there are now more limited opportunities for the industry to grow and capitalise on smart ideas. If the Tasmanian ICT industry is to continue to build upon its past successes, it must be able to access capital. We need to create new channels so capital can be secured. 4. Grow the ICT Industries Profile

In our drive to increase the uptake of technology

locally we must showcase how innovation can

be an industry and business enabler.

We must demonstrate the importance of a

strong ICT industry in Tasmania for not only our

economic prosperity and employment

opportunities but also for the quality of life it can

enable.

We need a stronger focus to help create an

environment that encourages local uptake and

demand to innovate and use technology across

the economy.

We need a greater government focus on

building and supporting the local ICT industry.


Approach to the Development

of this Strategy

1. In-tellinc met with the TASICT Committee to establish clear project expectations and guidelines

2. A workshop session with the TASICT Committee was run to explore blue sky ideas and to gain strategic input on what they believe the future is for the Tasmanian ICT industry

3. An online survey was sent to TASICT’s data base of Tasmanian ICT companies - both members and non members. The survey sought input into what the strategic direction should be for the industry

4. A printed survey was distributed at TASICT’s 2013 ICT conference on 5th August. seeking their input into what they believe the strategic direction should be for the Tasmanian ICT industry

5. Desktop research was undertaken on what is happening in other regions of Australia and internationally.

6. A policy forum was held in August 2013 to seek industry input to inform this strategy

7. The Tasmanian Government through the Department of Economic Development Tourism and the Arts was engaged and feedback sought on the draft plan and its approach

8. Industry leaders were consulted for their ideas and input


The Tasmanian ICT Industry

Today

How the Industry is segmented:

The Tasmanian ICT industry is diverse and can be

segmented as:

1. IT services systems and integration & software support

2. Internet Service Providers and Telecommunications Carriers

3. Software and digital content development

4. Wholesale and retail distribution of hardware & software

5. Manufacture of ICT products and components

6. Internet marketing and sales services.

Strengths of the Industry

It is a small industry – we know everyone

Tasmania offers a good trial environment with easy connections between government and industry and the population provides an excellent community profile for demographic testing

The small size of the industry allows for collaboration between sectors and businesses

The depth of local skills and experience – in addition, many people are bringing back to the State new ICT skills and know-how

after their mainland and overseas experiences

Easy access to government, key players and other strategic participants

Ability to change – our industry is small, nimble and can react quickly to meet demand

Locally owned businesses that have a desire to purchase Tasmanian

We have a number of niche technology businesses who are very successful overseas and interstate.

First access to the completed NBN by the end of 2015. Six years before the rest of the county.

Weaknesses of the Industry

The Tasmanian ICT Industry is not fully engaged behind its peak body, TASICT. Without better engagement, the industry cannot speak from one voice

TASICT and the industry has a weaker relationship with government than other sectors

The industry has no formal relationship or engagement with UTAS

Lack of networking or cohesion between key industry players and ICT specialists

Decisions for IT made by businesses often based on past practices and lack of knowledge on the latest ways forward

ICT is often seen by business as a cost centre rather than an opportunity

The current economic conditions in Tasmania mean there are limited local dollars for innovation

The significant lack of capital, especially in the early stages offers limited business growth for local ICT companies

Successful niche IT businesses are not engaged with local industry and not providing leadership to others

The small size of the Tasmanian ICT industry means it is not nationally or globally competitive.

Perceived Maturity of Each Industry Segment in Tasmania

The six unique segments of the Tasmanian ICT industry have been benchmarked to determine what their level of maturity is: Underdeveloped There are very few local ICT businesses. Emerging There is a small but growing local ICT sector employing a range of professional and technical staff.


Developed There are a number of successful local ICT businesses employing a range of professional and technical staff who provide technical support and assistance to other local industries, community organisations and the public. Leading There is a vibrant local ICT industry sector and a talented pool of digital workers who provide extensive technical support and assistance to other local industries, community organisations and the public.

In Decline

There is a significant decline in the number of successful businesses and a reduction in their ability to offer employment opportunities.

Note: Fixed line and traditional

telephony services need to be

included in the industry

narrative and engagement as

they hold a large percentage of

the market but not in the

strategy.

Underdeveloped Emerging Developed Leading In Decline

Digital content development

Wholesale & retail distribution of software

Internet marketing and sales services

Internet services & telecommunications

Manufacture of ICT products and components

IT services systems & integration & software support

Telecom support centres

New model of telephony services including digital media

Sense-T collaborative knowledge hub

Software content development

None Fixed copper network

telephony services

Wholesale & retail distribution of hardware

Rated Maturity of Each Industry Segment in Tasmania

Note: there are a number of

Tasmanian niche players

especially in software services

who are highly successful and

leading in capability however

there are no leading industry

segments


What strategically is happening

in Australia?

Australian Federal Government

The Australian government has developed a policy and strategy for Government 2.0 and e-government. Victoria

Victoria’s Technology Plan for the Future – ICT developed by the Victorian Department of Business and Innovation is an $85 million plan to support continuing growth, development and global competitiveness in Victoria’s ICT sector and promote ICT-enabled innovation across the economy.

The plan has two key action areas:

1. Capability development – working closely with the ICT sector to ensure that the right conditions exist in Victoria to support the growth of internationally competitive and recognised ICT businesses

2. ICT enabled innovation – working with industry and the education and research sectors to ensure high level ICT capabilities are in place to support innovation across the economy, including R&D infrastructure and expertise, skilled and innovative people and high-capacity broadband infrastructure.

Queensland

The Queensland Government´s ICT Industry Development Strategy aims to position Queensland´s ICT industry as an active player in the global digital economy. The strategy - Information and Communication Technology for Tomorrow´s Queensland - focuses on creating more jobs and securing a range of economic, environmental and social benefits across the State. Its six themes are:

Growing industry in a low carbon world

Sustaining and creating employment

Research and development

Internationalising Queensland´s ICT industry

Driving business growth

Regional industry development. New South Wales

The NSW Government ICT Strategy 2012 sets out the first steps to support the public sector to drive better service delivery, greater transparency and better value from investment in ICT. Its vision is to be a leader in the use of ICT to transform government service delivery,

make it easier to do business with Government, and build sustainable public sector productivity. The NSW Government is also working with industry to develop a Digital Economy Action Plan to outline a vision and strategy for the ICT and Creative sectors over the next decade. The Government is involved in:

Ongoing research and development of new technologies

Supporting the development of innovative start-up companies

Identifying export opportunities

Showcasing local talent and success stories

Nurturing skills in ICT through training and education at all levels

Technology platforms and industry development through clustering

Attracting and anchoring ICT Investment by major companies and international ICT events (such as CeBIT).

http://www.business.vic.gov.au/__data/assets/pdf_file/0016/52045/prtl-ict-Victorias-Technology-Plan-for-the-Future-ICT.pdf

http://ict.industry.qld.gov.au/documents/ICT_for_tomorrows_queensland_strategy.pdf

http://ict.industry.qld.gov.au/documents/ICT_for_tomorrows_queensland_strategy.pdf

http://www.finance.nsw.gov.au/ict/sites/default/files/NSW%20Government%20ICT%20Strategy%202012_1.pdf

http://haveyoursay.nsw.gov.au/iap-digital

http://haveyoursay.nsw.gov.au/iap-digital


South Australia

The ICT Roadmap for Minerals and Energy Resources project which has been driven by the Australian Information Industries Association (AIIA) in partnership with the Department for Manufacturing, Innovation, Trade, Resources and Energy aims to facilitate the development of an innovative ICT industry in South Australia. An industry that provides key technologies to the minerals and energy resources sectors underpinning their sustained productivity, safety and environmental performance. Specifically, this project aims to develop a series of “pathways” that demonstrate the role the South Australian ICT industry could play in the minerals and energy resources sectors, with a time horizon of 2025. Western Australia

The WA Government does not yet have an ICT strategic plan. Nonetheless from an ICT industry perspective, procurement is continuing with spending up on both ICT goods and services. Procurement processes are progressive, well bedded down and mature. ACT

The ACT Government does not yet have an ICT strategic plan.

The Government’s focus is on fostering a robust ICT environment that leverages the capability of large and small ICT players.

CollabIT, a joint initiative of the ACT Government and AIIA, is an engagement and business development initiative that links small and medium sized companies with multinational corporations and other stakeholders in the ICT sector. The program is designed to assist companies establish partnerships with other SME companies, MNCs, and to build reputation with government CIOs. Northern Territory

The Northern Territory Government and ICT Industry have established a partnership framework for business and government to develop sustainable strategies to grow the Northern Territory ICT Industry by creating benefits for all Territorians. Tasmania

The Tasmanian Government does not yet have an ICT strategic plan. There was a line item however included in the latest State Budget and further information is being sought as to what this may represent. The Tasmanian Government through the department of economic development Tourism and the Arts commenced a discussion and issues initiative on Government 2.0 but this appears to have stalled.


Setting the Scene Globally

The Global Financial Crisis has had a significant impact on ICT spend worldwide with significant downward pressure on reducing operational costs. There has been significantly less spend on IT services globally. World best practices that have been introduced by various governments are presented in the chart to the right. Specific strategies of regional ICT industry bodies are: UK

Intellect the trade association for the UK hi-tech industry and whose membership is comprised of organisations both large and small from the UK’s information technology, telecommunications and electronics sectors is focused on being active to:

• Influence policy

• Improve markets

• Enhance business performance


They are seeking government and industry input to drive to achieve big changes in four strategic pillars which are:

1. Innovation: A network of public and private organisations developing innovative goods and services which exploit technology

2. Skills: An educated and skilled population that is creating, sharing and using knowledge well, throughout their lives

3. Infrastructure: An accessible and affordable information infrastructure, which enables the effective sharing and communication of information

4. Policy Environment: The creation of a policy environment which provides incentives to create and use knowledge and allows enterprise, innovation and entrepreneurship to grow.

Europe

The Europe Commissions ICT Task-Force is focused on:

Identifying major obstacles to the sector's competitiveness and the uptake of ICTs

Helping to mobilise the sector

Recommending possible policy responses.

Five working groups have been established by the Task-Force that are focused on ICT uptake:

IPR for competitiveness and innovation

Innovation in R&D, manufacturing and services

SMEs and entrepreneurship

Skills

Employability. USA

The Information Technology Industry Council (ITI) is the premier advocacy and policy organization for the world’s leading innovation companies. SIIA provides global services in government relations, business development, corporate education and intellectual property protection to the leading companies that are setting the pace for the digital age.

The Software & Information Industry Association is the principal trade association for the software and digital content industries. South Africa

The South African Development Community ICT sector plan developed in 2012 is seeking to ensure that by 2027 there will be affordable broadband connectivity, rich content and useful applications, with easy to

use access devices and that every citizen has full access to this vital resource. The framework for this uses the four pillars of:

Infrastructure

E‐services & applications

Research, innovation & industry development

Capacity building & content. New Zealand

The growth of the Information Communication Technology sector is a priority for the NZ Government and a Sector Workforce Plan has been developed for the industry. Government responses will be aligned through the education system, vocational training and immigration will form a major part of the planning exercise. They have also developed a Government ICT Strategy and Action Plan to set the new direction to unlock the value of government information and harness technology to deliver better, trusted public services by 2017.

http://ec.europa.eu/enterprise/sectors/ict/competitiveness/task-force

http://www.itic.org/about/member-companies.dot

http://www.itic.org/about/member-companies.dot

http://www.siia.net/

http://www.siia.net/

http://www.sadc.int/files/9413/5293/3532/Regional_Infrastructure_Development_Master_Plan_ICT_Sector_Plan.pdf

http://www.sadc.int/files/9413/5293/3532/Regional_Infrastructure_Development_Master_Plan_ICT_Sector_Plan.pdf

http://ict.govt.nz/strategy/introduction/

http://ict.govt.nz/strategy/introduction/


Key Strategies for the Tasmanian ICT Industry

1. Build Workforce Capability

The technical skills of both new recruits to the Tasmanian ICT industry and existing participants need to be developed to encourage innovation and

industry growth. We must have a pool of educated and skilled local workers to be competitive and allow us to be at the forefront in ICT know-how

and capability. This is particularly true as we fight to retain IT positions within the State with the growth and acceptance of cloud based solutions and

the declining need for IT in-house resources.

Equally important for the Tasmanian industry to remain competitive is to ensure that graduates are being taught the real life skills that our ICT

businesses need. A strategy is required to encourage the Tasmanian ICT industry to work in collaboration with the education and research sectors to

ensure high level ICT capabilities are in place to support innovation.

Objectives Actions

Work with the Tasmanian Government and industry to indentify the technical skills the ICT workforce must have to be competitive

Undertake a review of IT skills sought globally, what is seen as essential capabilities and trends in skills training

Undertake an audit to identify the future needs of technical skills on the island with the shift to cloud based services

Review skills development programs adopted in similar economies around the world such as in New Zealand

Create a sector workforce plan that introduces next steps needed for further technical skills development in Tasmania

Develop training plans and packages with RTO’s to offer affordable training to local ICT enterprises

Identify education institutions nationally and worldwide offering online technical skills development

Work to ensure vendor specific training is available in Tasmania with groups such as Microsoft and VMware

Develop stronger relationships with Tasmanian educational facilities to ensure a career in ICT is communicated as an attractive pathway to Tasmanian students

Convene a working group to engage with schools, colleges, TAFE Tas and the University of Tasmania to identify the issues surrounding lack of interest in a career in ICT

Create tools and case studies to “sell” a career in IT – i.e. a day in the life YouTube clips. Create a buzz about what a great career this can be and that it is not all about programming

Expand the “IT’s your career” program to offer more practical experience to young people

Introduce or participate in existing annual meetings with educational facilities to discuss future industry needs – so they understand the employability of students and available pathways


Lobby Tasmanian ICT companies to provide work experience opportunities and traineeships for high school students

Integrate the Tasmanian ICT conference with the national ICT Careers Week events

Build a closer alliance with the Tasmanian chapter of the Australian Computer Society who have strong links with students

Establish closer collaboration with education institutions to ensure practical and relevant content is being taught

Establish an annual meeting with our educational institutions to discuss their needs, ours and any issues

Offer industry scholarship programs with practical work experience opportunities for students

Introduce a college program – develop an ICT outcome for a local ICT company – where a team of students are given a project or problem to solve as part of their ICT course.

Build our pool of workers through more online ICT skills development courses

Identify those institutions Australia wide and globally that offer online ICT courses and promote these to local ICT businesses and potential students


2. Create Economic Wealth and Value

Technology gives us the potential to make our economy more productive and competitive on a global stage. It provides the fuel for innovation in all areas of business growth including product and services development, production and delivery. ICT can transform traditional industries. For small and isolated economies such as Tasmania’s the implementation, take up and successful exploitation of ICT is key to raising our productivity, expanding our export potential, creating new employment opportunities and to secure current jobs. Technology can open up new opportunities and create new specialist niche industries which by their very nature are often not price sensitive. Many of the Tasmanian ICT company success stories have achieved recognition and success for their product and services in overseas markets. To further secure our industry we also need to focus on shifting the perceptions locally and to drive grassroots and State innovations. Key to doing this will be actively focusing on those industries that can contribute to growth in the local economy.

Objectives Actions

Transform non-ICT industry sectors by creating proactive opportunities for modern and forward thinking business development opportunities

Create networks to foster closer and ongoing proactive alliances with Tasmanian industry so that technology can be developed to accelerate productivity

Create opportunities for new products to be developed as a result of industry needs through regular government, industry and ICT networking and blue skies workshop sessions

Identify alternative networks for engagement, away from the traditional – to identify niche industry needs i.e. Hobart Mum’s

Identify targeted industry sectors with an interest in telecommuting, apps development, mobile solutions and cloud based technologies

Develop a Tasmanian digital business database to connect the ICT industry with business and government

Ensure all Tasmanian businesses can maximise the use of digital technologies by completing a digital infrastructure paper

Tell our stories to traditional industries and government so they understand what ICT can do for them

Identify Tasmanian’s unique positioning and the opportunities these create to

Indentify those emerging and niche industries that are growing in demand on a worldwide basis and those that have a fit with Tasmanian and technology solutions that our ICT businesses can solve


build sustainable Tasmanian industries – don’t be “me too” Identify those industry areas that Tasmania has a competitive and unique advantage in such as clean energy

and innovative agri-business initiatives and then map this to how we can build greater advantage though ICT

Introduce niche or smart business development scholarships so businesses have the opportunity to innovate

Actively seek and attract unique ICT businesses from the mainland and overseas that fit with Tasmania’s unique advantages and positioning. Don’t go after any ICT company seeking to relocate - focus on the right fit.

Grow the uptake of sophisticated online business and government presences to compliment bricks and mortar operations

Lobby the State Government to develop a top down technology policy, focused on the community at the centre of all initiatives and ensure their use and implementation of technology is a key accountability scorecard measure

Work to educate and change the way our government agencies think and deliver their services and build their internal knowledge and understandings of what technology can offer them in delivering better services

Provide guidance in the development of customised sector specific technology plans for each industry segment

Encourage the government to include in its productivity indicators in the Economic Development Plan criteria that measure the Tasmania industry’s progress in implementation, take up and successful exploitation of ICT

Commission desktop research to identify how innovation and the uptake of technology is transforming traditional industries in other regions

Develop inspiring case studies and ideas generation initiatives and distribute these via YouTube to Tasmanian industry, businesses and government

Establish a talent attraction package to encourage experienced ICT professionals to return to Tasmania

Build upon the contribution ICT makes to the Tasmanian economy with a target of 20% growth

Have the State Government contribute to funding for the employment of a TASICT Executive Officer

Lobby government to ensure there is an efficient environment in which Tasmanian ICT companies can do business with particular emphasis on making it easy for small business to compete/operate

Advocate public policy that advances the growth and development of the ICT industry

Work with government to identify how the Tasmanian ICT industry can deliver better services

Work to change the perception of government that Tasmanian ICT companies are too small to deal with and as such too high a risk for high value projects


3. Champion Local Innovation

Networking plays a pivotal role in innovation, and increasingly so as technologies become more complex. Tasmania needs to develop strong cross sector relationships as knowledge transfer is currently happening at a firm level rather than at an industry level. Tasmania’s real ICT success stories have been in the development of niche products and services that deliver world class solutions. We have the ingenuity and creativity to think beyond now and we are fearless in going beyond our state boundaries but we need far stronger industry relationships and networks, financial support so people are given the capability to innovate and grow and government commitment to ensure we can continue to compete with the best of the best on the world stage. Innovation however is not enough. The lack of management capability and business development skills is holding back growth. Our Industry lacks the soft skills such as management, marketing and sales and although there has been a focus in the past in skills development through programs such as k2b, Market Ready, Springboard and Sales Focused, much work is still needed to give our industry a competitive focus.

Objectives Actions

Create a highly entrepreneurial environment that has the business skills to allow for rapid acceleration and growth

Seek government support for soft skills development programs designed for the ICT industry

Establish TASICT as the broker for management skills development for the industry

Lobby for a funded ICT focused business acceleration program that includes financial support

Capture the experience and knowledge of successful ICT entrepreneurs and share it with industry

Introduce a Tasmanian business mentor program that introduces the latest business development methodologies and know how

Investigate the potential of creating a NBN leadership school

Indentify partnership opportunities nationally and internationally to leverage local capabilities

Develop business development assistance packs and know-how on how to access external markets

Link skills development for the Tasmanian ICT industry with other growth industries –seek those with funding opportunities

Investigate funding available for “on trend” industries such as: agri-business, aquaculture, carbon neutral solutions, environmental outcomes, clean energy, Antarctica, e-marine, e-health and tourism

Build management relationships with key stakeholders in these industries to generate new skills

Develop niche sector think tanks and presentations on opportunities for the local industry


Develop a vibrant and inclusive IT community that actively encourages and supports new small business and ideas

Hold a series of events where industry champions and innovators present their experiences

Create ICT industry events that inspire new ideas and innovation through the TASICT conference

Develop a paper on global experiences – case studies and examples

Build a program that supports local ICT businesses to attend conferences interstate and overseas

Build IT industry capability through hands on experience

Seek government assistance to market Tasmanian IT businesses directly to interstate opportunities

Build greater cooperation between IT groups in Tasmania such as the ACS

Establish an industry scorecard and key performance indicators to measure progress

Offer “Take Advantage of the NBN” workshops to build cross industry solutions and to harness the opportunities provided by the NBN

Lobby the government to provide funding to fully support an entrepreneurial culture that gives innovators the resources so that they can “just do” and develop new ideas – introduce scholarships

Identify and develop strategies to ensure Tasmanian ICT businesses can access capital

Lobby government for true innovation funding and the introduction of a business environment that makes it easy for small business to operate and thrive

Lobby government to provide loan guarantees if the business case stacks up

Produce business case development plans so ICT business can develop a compelling investment story

Investigate micro finance models and funding

Identify what can be done so traditional lenders will loan funds to ICT companies i.e. Government guarantees

Explore small loans program to assist start-ups

Lobby government for another incubator and base its structure on the successful Silicon Valley models

TASICT to monitor and distribute to its members relevant tender and government funding opportunities


4. Grow the ICT Industry’s Profile

In the past the ICT industry has been seen as an enabler rather than a credible and strategically important industry within the state. The focus by

government has been on the more traditional industries such as agriculture, forestry and of late tourism. As an industry we needed to significantly

change this focus and demonstrate the economic benefits we offer Tasmania by having an industry that is well financed, robust and supported.

Together we need to build a highly valuable, visible and trusted Tasmanian ICT industry brand.

Objectives Actions

Build stronger intercommunication social networks between business and the ICT industry

For TASICT to build relationships with political influencers and decision makers so there is a real understanding of what a strong ICT industry can do for Tasmania

Develop through government assistance a needs analysis of targeted industries to identify what are their problems and where can ICT assist their needs and allow them to be more competitive

Develop a common purpose for the ICT industry by lobbying for a minister for ICT and an ICT policy

For TASICT to have a voice for the Tasmanian technology industry in national debates and forums

Introduce a structured program to inspire, educate and change the culture of innovation in businesses in Tasmania and give them practical knowledge on how they can utilise the benefits of technology

Promote our ICT achievements both locally and nationally to attract workforce and opportunity

Use the power of social media to build awareness of our brad both within Tasmania and to global audiences

For Tasmanian businesses to take advantage of the latest technologies to accelerate productivity

Develop channels to deliver information for businesses and non ICT industries on the benefits ICT adoption can offer

Broker expert speaking engagements i.e. Google, LinkedIn and have these as open invitations

Develop an ad campaign that educations local business on what ICT can do and promotes the local industry

Hold an annual showcase of ICT companies and their products and services

Educate local businesses on what the NBN can offer them and the opportunities it creates

Demonstrate through our own ICT businesses innovative and modern uses of technology


Lobby government to have a focused ICT portfolio in Tasmania

Seek a white paper from government on potential participation and partnerships from national and international vendors that could lead to foreign investment in the Tasmanian ICT industry

Market the Tasmanian ICT industry through Brand Tasmania

Seek government support to invite venture capitalists to the State for pitch sessions


Next Steps

There are many opportunities for the Tasmania ICT industry.

Long term thinking and a clear vision is needed for the local industry to be sustainable and successful.

Action areas that have been highlighted from research with individual companies and the industry as a whole that should be investigated include working to provide technological and digital solutions for:

Agriculture – especially the niche food producers

Aquaculture

Cloud-based technologies

Tourism experiences

Better environmental outcomes

Antarctic opportunities

Social software for business

Tele-commuting and highly skilled cyber commuters

Tele-health

Sustainable renewable energy

Application development.

The general feeling is that for the ICT industry to really prosper, the focus must be off-island. Our ICT sector must look nationally but

specifically globally to be successful and build an industry of state significance.

The industry needs to influence four broad areas:

1. Driving the local knowledge economy

2. Exploiting convergence

3. Encouraging the development of niche market sectors

4. Changing the perception and focus of the Tasmanian Government to fully embrace and support the ICT industry.

For TASICT as a peak industry organisation to remain relevant and attract support from the industry, it is critical that TASICT:

is seen as a driver of industry strategic imperatives

offers programs that support the growth of the industry

lobby the Government to reduce red tape and to remove taxation burdens

generate media coverage of success stories of its members to show traditional industries what ICT can do and also to demonstrate to government that the local industry can deliver what mainland organisations offer

educate government decision makers on the potential of ICT as a significant enabler and economic development driver for the State

seek an independent review of the Tasmanian Government’s procurement policy and benchmark this against other jurisdictions

build industry networking activities and the sharing of ideas

act as a conduit to education, training, mentoring for local ICT businesses

work with government to ensure there is access to capital and an opportunity for industry to innovate by having the financial support to have a go at ideas

increase co-operation with other industry groups such as ACS

encourage and engage with innovating small businesses.

This strategy has set out a road map to secure success for the Tasmanian ICT industry in years to follow. It has also proposed actions to ensure Tasmania does have a robust and thriving ICT industry. Successful implementation of this strategy will be highly dependent on TASICT having the resources it needs, support from the Tasmanian Government and engagement with the local industry. The establishment of implementation plans and timelines to guide all actions and deliverables will be vital.


Appendix

TASICT Industry Survey Results

Tasmanian ICT Industry Strategic Plan - Home | TAS ICT Strategy 2012 to 2017 V 1.0.pdf · growth...

Documents

Transcript of Tasmanian ICT Industry Strategic Plan - Home | TAS ICT Strategy 2012 to 2017 V 1.0.pdf · growth...