Posts tagged ‘city’

Innovation is the way forward for New Zealand, says Prof Sir Paul Callaghan in Chancellor’s lecture


Prof Sir Paul Callaghan’s address for the Chancellor of Victoria University, Ian McKinnon, held at a packed-out the Wellington Town Hall, was inspirational, and I felt that he confirmed a lot of my thinking for this city.
   It’s great we have free wifi in certain parts of Wellington now, and in our libraries, because that means we start bridging the digital divide.
   The next stage is to spread the wifi network to other parts of the city—during election year, I was told this would be at a cost of $250,000.
   Thanks to Opera Mini not working any more with Twitter, I was unable to live-Tweet Sir Paul’s speech, but here were the pertinent notes on my Facebook (expanded here with some extra thinking).

Callaghan: we have reached the limits of our natural resources, so we need to start using our brains. Sounds familiar?

Callaghan: R&D is terribly low. Again, sounds familiar with the themes of my 2010 campaign.

   He did show a graph, not dissimilar to one I kept with me on the campaign trail, where our ICT sector lagged well behind, as a proportion of GDP, a country such as the US. I’m not saying we emulate the US—goodness knows successive governments’ desires to emulate certain economies have landed us in what Sir Paul calls the ‘New Zealand paradox’. We’ve done everything the experts reckon we should do, yet our GDP has been lagging.
   So, what next? This was the next status on my Facebook:

Callaghan: we should be prescriptive, not be locked into one sector. We are innovative people. Seems to justify my creative clusters idea. I like this guy.

   Prior to my making this note, Sir Paul had shown how poorly a national focus on biotech had benefited this country. His conclusion: the biggest innovative players, the ones generating high-value jobs, were in niches, such as Fisher & Paykel Healthcare, Rakon, and, of course, Weta Workshop.
   I believe creativity can breed if people can learn from each other, and I’ve always maintained the vision of forming creative clusters. Admittedly, during the campaign I did target more an ICT focus, because we had been lagging, and it would have been wise to have had a focus on it from Positively Wellington Business. (Indeed, a lot of these city agencies could do with considerably more transparency and networking.) But Sir Paul is right: we are good at playing in niches and even dominating them.
   Here’s a stat that he says Kiwis don’t know enough about, which might be leading on to why so many young people leave overseas (he mentions a one-million-strong diaspora):

Callaghan: World Bank shows our high-tech exports are growing at 11 per cent p.a.

   The New Zealand Government does not measure this, but the World Bank does—and it seems evident from what Sir Paul discussed and what I found prior to my campaign that high technology, especially for an isolated country, benefits us. These create largely frictionless exports, and the ones that are manufactured here can be highly value-added.
   There was one sobering moment toward the end, and it was this:

Callaghan: disparity between races at schools, reflected in our income gap. We export more of our talent and they don’t come back.

Māori and Pasifika students are not achieving as well—and we really need to show all groups that there are no glass ceilings in society based on race. I know they exist, and it’s high time we began dismantling thinking that creates classes in our city and our nation.
   Prof Sir Paul Callaghan is, by any measure, smarter than me. If you can explain Adam Smith to me in five minutes versus a year of Econ 101, then you are smart. And it’s always quite a buzz when someone of his stature and reputation says things that make you think, ‘I wish I had you endorsing my campaign last year.’

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Posted in business, internet, New Zealand, politics, technology, Wellington | 2 Comments »

What we need from leaders in the new decade: creativity leads the list


My friend and colleague at the Medinge Group, Ava Hakim, passed on a few papers from her day job at IBM. The first is the latest edition of a biennial global CEO survey, while the second asks the next generation of leaders—Generation Y. The aim: to find out what these groups think about the challenges and goals for CEOs.
   Unsurprisingly, both studies (involving thousands of respondents) had commonalities, though Generation Y placed global awareness and sustainability more highly on their list.
   Creativity, however, is ranked as the most valuable leadership trait. What society doesn’t need, they tell us, is the same-again thinking if we are to make progress in the 2010s. The old top values of ‘operational excellence’ or ‘engineering big deals’ no longer come up top in this new decade.
   Or, as I heard from one gentleman yesterday, we can’t afford to have the sort of ‘experience’ certain people tout, for they do not have 25 years’ experience—they just have one year’s experience, over and over again, 25 times.
   You know I’m going to say it, so I might as well: this sounds like the sort of ‘experience’ some of my political opponents have had, day in, day out. Groundhog Day comes to mind.
   Indeed, the studies indicate that we have a far more complex world, and same-again thinking isn’t going to cut it.
   In the first study (emphasis in original):

Creativity is the most important leadership quality, according to CEOs. Standouts practice and encourage experimentation and innovation throughout their organizations. Creative leaders expect to make deeper business model changes to realize their strategies. To succeed, they take more calculated risks, find new ideas, and keep innovating in how they lead and communicate.

The most successful organizations co-create products and services with customers, and integrate customers into core processes. They are adopting new channels to engage and stay in tune with customers. By drawing more insight from the available data, successful CEOs make customer intimacy their number-one priority.


Facing a world becoming dramatically more complex, it is interesting that CEOs selected creativity as the most important leadership attribute. Creative leaders invite disruptive innovation, encourage others to drop outdated approaches and take balanced risks. They are open-minded and inventive in expanding their management and communication styles, particularly to engage with a new generation of employees, partners and customers.


Creative leaders consider previously unheard-of ways to drastically change the enterprise for the better, setting the stage for innovation that helps them engage more effectively with today’s customers, partners and employees.

The study also highlights an increase in globalization, especially in developing markets, leading to greater complexity. It also says the most successful leaders are prepared to change the business models under which they operate.
   In fact, the world we now live in demands that our leaders are globally aware, and see the need to compete in a global market-place.
   The implications for this city are that Wellington can no longer afford to see itself as merely the capital of New Zealand or the geographic centre. It is one of many cities that must compete for attention and resources at a global level—which means creating world-class centres of excellence for our industries. Creating such clusters can even help them stay domestically owned.
   The study indicates that the style of leadership is going to be, necessarily, internationalist—which means we can’t afford to have leaders who are monocultural, and fake multiculturalism. This, like any aspect of a brand, must be embodied for real. It doesn’t mean giving up what ‘being a New Zealander’ is; it does, however, mean that we have to be able to communicate with other nations and cultures, seeking advantages for ourselves.
   Innovation is a driver both in terms of internal processes and as a core competence—so leaders had better be prepared to do this. And being closer and more transparent with customers—or in the case of a city, citizens—is something practised by the most successful leaders, says the study. It reminds me of the topics in the first book I contributed to, Beyond Branding—where integrity and transparency were at the core.
   When it comes to the Generation Y study, the results were similar. This table summarizes the two quite well, and notes how the two groups differ:

   I don’t want to be giving the impression that the second study is less important, but realize that some of you are sorely tempted to see me wrap up this post.
   I will say, quickly, that the lessons are clear: the next generation expects leaders to be globally minded and sustainable.
   Chinese respondents in the second study, in fact, valued global thinking ahead of creativity. This perhaps highlights where the People’s Republic, above the other Chinese territories, is heading: looking outwardly first and delivering what customers in export markets want.
   As creativity is naturally a trait among Wellington businesses, it’s nice to know that many are already prepared for the challenges of the 2010s. And some of our most successful names would not have got to where they are without global thinking, even if some have been acquired by overseas companies: 42 Below, Weta, and Silverstripe come to mind.
   However, I can’t see these traits being reflected in politics—and that’s something I hope we can change in the local body elections, for starters.

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Posted in branding, business, China, culture, leadership, marketing, media, New Zealand, politics, social responsibility, Wellington | 1 Comment »

Wellington needs free wifi and jobs, not a council that goes nuts with spending


Back Jack Yan for Mayor Funny how a media article can inspire you to send out a release, especially when you’re a ratepayer and you wonder if our City Council of élites understands how hard it was for us to make that money. In today’s case, it was Lindsay Shelton’s Scoop Wellington op-ed about Wellington City Council going nuts with its spending. Lindsay highlighted not only a $350,000 sculpture for the World Cup—money which I reckon we could use to boost the central city’s wifi coverage—but Dave Burgess’s report in The Dominion Post that WCC spends six times as much as Porirua’s council on food and drink.
   I’m not sure how we can justify those sorts of numbers, but I do have an aim to balance the budget if elected.
   As I wrote today, if we can grow our creative and technological clusters in Wellington—and get free wifi up and running (initially in the centre of the city, expanding outward)—we can grow the local economy and create jobs. After that we can look at partying—but not till we earn Wellingtonians’ respect by doing a bloody good job.
   A city that supports its clusters strategically will be able to balance the budget—and so far, it seems I’m the only candidate who is even willing to talk about this issue.
   We can start improving those communities through the new jobs we’ll be creating, and deal a blow to inner-city crime.
   If we fall behind on the tech side of things, consider this: we will lose the Sevens and any other event because our visitors will be asking, ‘Why can’t I get on to Google Maps on my iPhone without paying for it?’ It’s very simple, and when a mayor and council miss out on the simplest things, then it is time for a change.
   I would have thought a divided council—a complaint of the incumbent, Kerry Prendergast—would mean that we would not be spending massive amounts on things because there would be a lack of agreement. Spending ratepayers’ money, for some reason, seems to get rapid accord in this council—which tells me that when we vote in our mayor and council later in the year, we should have a far greater change than even I would have expected when I began my campaign.
   We have a divided council that needs firm direction on how to grow the economy, and a mayor who understands what ‘world-class city’ means.
   World-class does not mean big. World-class means nimble, modern and transparent.
   In 2010, we don’t need the same old, tired voices. Or the same old élites. The direction Wellington needs is a fresh one that brings new promises.

Incidentally, we have added a Facebook widget for my campaign page on this blog. It’s been placed at a few locations on my sites. Also, as of today, redirects to—it’s important to have the consistency in the domain name and the campaign graphic (thanks to Demian Rosenblatt).

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Posted in business, internet, leadership, media, New Zealand, politics, technology, Wellington | No Comments »