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(Mark Sheppard) It’s a joint GE, CSIRO event
and whilst our organisations have
worked together for many years in the past,
this is the first time we’ve had an event like this.
I’d like to really talk about this revolution we’re going through,
this digital industrial revolution that we’re embarking on.
(Dr Larry Marshall) We’re the only organisation in the nation
that collaborates deeply with all 41 universities
and also over 3,000 companies,
so it strikes us that that’s the natural place for us to be that bridge
to do more than just science, to do science and deliver solutions.
(Mary Hackett) So how strongly are you representing
innovation and digital improvements in your own organisations?
(Geoff Garrett) We’re talking about disruption,
we’re talking about revolution.
We’re not communicating, we’re not collaborating,
but inside us are these creative beings,
these little children that want to hold hands,
and the digital practitioners,
your businesses connecting, your businesses communicating,
you’re front and centre of the revolution.
That innovation’s about borrowing,
so we really need to be open to working across boundaries
and picking up ideas from all over the place.
(Mark Sheppard) And as we get into this world,
what we’re finding is we need mechanisms to,
not only do the analytics, but just manage
this amount of data - to collect it,
to collect it securely
and to house it within an industrial cloud.
So Predix is the platform that we’re building within GE
and it’s really the sum of many years of work
that we’ve had internally around software.
Any point in time we can see a snapshot of how that engine’s performing,
relative to the fleet.
So this is fundamental condition monitoring,
there’s nothing, essentially, new in there.
But here you’ve got a ridiculous amount
of data that you’re able to visualise,
and that in itself is a huge asset to the customer.
(Adam Beavis) When we talk about Cloud,
it’s not just infrastructure and compute,
it’s actually a platform
designed to drive agility within your organisation,
wrapped up with all the security that we heard about earlier today as well.
(Tom Le) In order to connect assets to the Cloud,
we need to do so securely.
So they recognised early on that we needed a security foundation
in order to build the industrial internet
and so GE acquired Wurldtech, over two years ago,
and we’re a fully integrated part of the GE digital family.
(Daniella Trello) The amount of time it takes between a compromise,
or an intruder, into your organisation,
in this highly connected space,
between that point and the time that the victim learns of a breach,
it’s over a hundred days.
We need to have a really, good, hard think about,
and also the way we innovative in cyber security,
on how we bring that to the table.
(Vince Santostefano) Our challenge in the industry
is that we’re somewhat tethered to our past
and our own understanding of what technologies
can do and what we’re comfortable with.
(Richard Royle) Health is so far behind in the digital space
compared to most other industries.
So we have this problem of lack of systems talking to one another.
The new Digital Health Agency which commences on the first of July
has a number of key focus areas,
which will change that
and I put it to you that the consumers
will actually, particularly those with a chronic disease,
will start to drive the digital health journey much more rapidly
than the industry.
(Bruce Murrell) It comes down to,
once you get that data, what do you do with that data?
How do you manage that data?
So it comes in the analytics and the big data space,
and we’re doing quite a bit of work on those areas as well.
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(Cathy Foley) One of the things that’s really critical
is the importance of being internationally linked,
looking at all the different things that are happening around our sparsely
populated country
and bringing them all together to be able to create the go to place,
so that small companies
can link in with our connections with
multinationals such as General Electric,
to help them be able to
realise their opportunity to of being part of the global supply chain.
(Leonie Walsh) These days there isn’t a single company out there
who can’t be watching what’s happening in their sector
because disruption is happening around us,
whether you like it or not,
and some of those sectors can be disrupted at greater rates
and you may find that your customer base has changed
and evolved in a way that you haven’t kept up with.
(Geoff Culbert) We set the view that we had all the answers ourselves,
we had 350,000 people, we thought we probably could
do all of our own internal research and development.
But we now know that we don’t have all the answers
and collaborating is absolutely the key to success.
And I would say, if you’ve really got ambition
think about technology that’s truly globally scalable.
Some people say innovation’s the most over used word
and it’s become a little bit of a buzz word,
and it probably has,
but this is the kind of thing that drives cultural change,
that means it becomes part of our DNA every day,
and the kids in school today
who are going to become our future entrepreneurs are infused with this
and they believe that they can do it,
and if you match that with the actual,
the capability and the skills through proper STEM education,
then you have the right ecosystem to
become a creative society,
and that’s where I think we need be focusing on,
is getting that balance right between creativity,
entrepreneurialism and technical STEM skills.
(Richard McIndoe) The electricity industry
is just on the cusp on a massive disruption
as we move from centralised generation to more distributed generation,
and really a change of this hundred year old industry,
from being focused on central fossil fuel generated electricity,
to more distributed generation, solar and storage in the house,
and the ability of customers to communicate with each other,
to manage load, to manage demand
at a granular level there,
and that will see, I believe, the demise of the
traditional, centralised generation.
(Justin Geaney) So I have a really sort of financial services lens to
what’s happening with disruption, and I can tell you
the banks are being taken to pieces all around the world.
We’re moving very quickly to a point where
new companies and new start-ups that
no one ever would have envisaged in the past would
be able to do certain types of financial products,
are coming in to act in that space, and they’re doing it much better.
(Jay Grant) Our project is one of an international partnership to
bring new greenfield smart cities to Australia
and to link them with high speed with transports.
(Martin Kennedy) I look at my smartphone
and I see a phone that’s got sensors in it
that are wired into a big data platform
and some applications that let me do cool stuff,
and I think a smart city should be broadly the same sort of idea.
So it’s a city that’s embedded with sensors that collect information,
that’s housed in a big data platform, such as GE’s Predix one,
and then translated in a way that’s user friendly and intuitive
through frontend applications.
(Adrian Turner) It’s really about the intersection of
the things that we’ve talked about, technology,
sensors, robotics, autonomous systems,
combined with data.
(Dr Marlene Kanga) We are starting from a very good place in Australia,
in that we lead, we’ve got world class education,
you know, we’ve got world class intellectual capacity,
so we’ve got the framework in place.
So it’s really just creating the environment and the condition
to go to the next step to translate that to commercial outcomes.
Adrian Turner: The next 15 to 20 year compute cycle
is going to be about the intersection of those technologies and industry,
and it’s going to be those industries
that are Australia’s strength industries’.
So it’s going to be agriculture, mining, transportation, healthcare.
There’s just an enormous opportunity for Australia,
playing to our strengths and thinking,
not only domestically, but also thinking regionally.
(Dave Dembo) There’s no shortage of technology in healthcare,
everywhere you look there’s a machine that goes ping.
The problem is that those machines don’t share the data with each other
so you have these digital islands of information,
and that’s a problem in a sector that’s trying to chase quality.
Quality in healthcare drives your costs down
and your outcomes for your patients up.
(Jeff Sharp) We’re not, by nature, a technology company, so
it means we have to work with
a lot of companies we would traditionally see as a supplier.
So relationships change
and we have to build new relationships
to make sure we can provide new services.
(Shane Arnott) We know where we need to go.
We know where the gaps are,
we don’t necessarily have all the gap fillers, if you will.
So we go searching, we know what we’re looking
for, for the bigger game, if you will,
and if you’ve got something that sort of fills that then,
you know, we’ll absolutely work with them.
Getting over ourselves in country that’s not about Australia and
being fair in Australia and fair go to everyone.
No, no, we’re on a global scale
and we have got some great tech., we’ve got really smart people,
the academic environment here is awesome,
but we’re just not leveraging it for, you know, benefit to the economy,
so that’s something we really need to do.
(Niall Mai) Smart and intelligent buildings is really about
not just doing things for energy savings,
but it’s the data and the further information and further improvements
of that building that you can get from it.
(Nick Cleary) And that’s what a smart city’s about.
It’s not just about having technology;
it’s about making people’s lives better.
(Mark Sheppard) So once again thanks everybody for your time.
Thank you to the speakers for coming along and lending your time
and putting the effort to prepare your presentations
and everybody have some lunch. Thank you very much.
[Applause]
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