Los Neopirronianos, representados por Enesidemo de Cnosos, Agripa y Sexto

This would be a relatively small investment over a short period of time and have a high likelihood of successfully achieving the desired objective of understanding how tools are currently being used. Investment in this area will make an important contribution towards achieving a significant industry impact, but without a range of other investments would be expected to achieve only a small industry impact.

IPA 2.2 Tools to assess the current situation for a farm business

This would need a relatively small investment over a long period of time. This area is currently well serviced in terms of availability of tools eg Taking Stock, Red Sky so the emphasis would be on developing the capability to make appropriate use of these tools, rather than further development. The likelihood of success in developing the capability to make appropriate use of

existing tools would be high. Investment in this area will make an important contribution towards achieving a significant industry impact, but without a range of other investments would be expected to achieve only a small industry impact.

IPA 2.3 Tools to assess the current situation for the industry

This would need a relatively large investment over a long period of time, if there is to be development of more sophisticated tools. There are technical challenges, participation challenges, and a high likelihood that it will often be used inappropriately for FBM decisions. This investment is unlikely to directly lead to an outcome of increased profitability, but may increase demand for FBM services and could potentially contribute to capability building. There may be reasons for investing in this area other than improving FBM decision making,

e.g. informing policy.

IPA 2.4 Tools to assess options for the future: at the industry level

This would need a medium size investment over a long period of time. The likelihood that it would be successful is high, given the established record in this area from previous investments. This investment is likely to have a moderate industry impact, but makes a critical contribution in the FBM research area by fostering professionalism in FBM and setting a ‘Rolls Royce’ standard for FBM analysis.

IPA 2.5 Tools to assess options for the future: at the individual farm

a) Effective use of simple tools. This would need a relatively small investment over a long period of time. The emphasis would be on developing the capability to make appropriate use of relatively simple tools. The likelihood of success in developing the capability to make appropriate use of relatively simple tools would be high. Investment in this area could achieve a significant industry impact.

b) Development of complex tools. This would need a medium size investment over a long period of time. The likelihood that it would be successful may be relatively low, but would be heavily dependent on the process used in the development ie significant involvement of end users. Investment in this area could have a significant industry impact if successful, and could potentially contribute to capability building depending on the development process.

The rankings for investment in this area are illustrated in Figure 5 on the following page.

Timing of Investment Priority

IPA 2.1 should be completed within the next 12 months. Investments in training in the use of existing tools need to align with capability building activities (IPA 1.3) and hence should begin within 1–2 years and build up over the next 2–3 years.

Figure 5. Likelihood of success: Judgement based on experience and review of route to market checklist below. Industry impact: Relative potential ability of the investment to create measurable change within the industry.

Industr

y impac

t

Likelihood of success

* Estimations of impact, likelihood and scale of project are qualitative only and reflect the opinion of the Dairy Moving Forward expert working group

Legend 2.1 Stock take

2.2 Current position of individual farm (use) 2.3 Current position of industry (use & development)

2.4 Options – industry level 2.5a Options – farm level (use of simple tools) 2.5b Options – farm level (development of a complex tool) 2.3 2.5a 2.5b (impact low if development process is poor) 2.4 2.2 2.1

Question Assessment Comment

Is there a clear group of relevant organisations and people available to collaborate around this space? Do these people and organisations represent the majority of prior learning in this area?

Is it clear that an investment in this area will provide benefits and outcomes for the co investors?

In the areas focused on effective use of relatively simple tools with sophisticated thinking, it is clear that investment will provide benefits.

Would the collaborators be able to provide diverse avenues for change?

Is the capability present (funds, people and infrastructure) in the collaboration to deliver the specified outcome?

Not at all Completed

Not at all Completed

Not at all Completed

Not at all Completed

Not at all Completed

3.6. Route to market considerations

In terms of effective and appropriate use of tools, the route to market involves direct end user involvement.

If there is to be investment in the development of new tools, extensive consideration of the end users needs and the route to market will be required.

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Farm busines

s management

4. Strategy 3. ‘‘Good Culture’—To encourage more widespread use of the capability

and tools available to improve decision making

4.1. Statement of need

Achieving a high return on the investment in Strategies 1 and 2 will depend on having a high demand for FBM capability building activities and for the tools and advisory capability that become available. This demand will be influenced to some extent by the operating environment. However, we see that developing a ‘supportive enabling environment’ or ‘inquisitive business culture’ is a key strategy that can influence demand for FBM services. This Strategy has a strong link to the People area of DMF.

The desired ‘supportive enabling environment’ would be defined as having the following characteristics:

› A high demand for FBM capability building activities and for the tools and advisory capability available.

› Encourages innovation and continuous improvement.

› Encourages a high level of professionalism and professional development in both the farmer and service provider sectors.

› Values education highly, as well as experience.

› Has active, healthy and effective networks that promote the ‘inquisitive business culture’ from a grassroots level.

› Encourages farmers to take responsibility for the performance of their business, rather than being controlled entirely by the operating environment. The Australian dairy industry appears to have some opportunities for improvement in most of the above characteristics. A greater understanding of the current culture/enabling environment, and particularly the factors that influence demand for FBM services, would provide valuable information to inform future activities. As discussed earlier, the trans-disciplinary nature of FBM makes it challenging to foster the discipline, and effective networks and professional development opportunities are critical for the future of a healthy profession.

4.2. Rationale

That investing in a ‘supportive enabling environment’ (through the priorities listed below) will increase demand for FBM capability building activities and for the tools and advisory capability available.

4.3. Existing investment activities

& key past investments

There appears to be very little current or previous investment in this area.

4.4. Priorities for further investment

including outcomes sought

(short, medium, long term)

The key outcome sought from this strategy is increased demand for FBM capability building activities and for the tools and advisory capability available.

IPA 3.1. Understand factors that influence demand