Information about speeches made by Professor Lord Bhattacharyya. Further information about the House of Lords can be found at the Hansard Report for UK Parliament.
House of Lords
A strategy on its own is not enough. Attention to detail and sustained commitment are the keys to success. We must continue to push business and academia to look outward. We have to reach out to create new global partners and stand beside them in the tough times as well as the good. This matters because trade is not simply the purchase of goods but the building of relationships. So all industrial policies need to be built on a dialogue between British industry and the world. Most of all, we need to develop a mindset of competitiveness, to which the Government should always respond.
House of Lords
Through bodies such as Innovate UK and industry groups such as the Automotive Council, as well as knowledge transfer networks, the Government must use our strength in science to develop a private sector committed to growth through innovation, investment and collaboration—in other words, a real industrial strategy. That would help increase our national wealth, spread prosperity more widely and help build a broad-based sustainable economy.
House of Lords
We must change the ways we teach skills to fit how companies work today. For example, at WMG we are partners with the Jaguar Land Rover Academy, which invests a more than £150 million a year on lifelong learning for every employee. Courses range from day release to full-time postgraduate degrees. They are run at different times, at varying intensities and in a wide range of locations. To make this work, at WMG we ensure all academy courses at every level are university approved, that progression between levels is seamless and that the skills offered match business needs. This is an innovative model of adult education making the boundary between work and learning permeable so that employees learn what is really useful in their career.
Keynote Speech at Insider Spark Event, Birmingham, UK
Today the connections are there but nowhere near strong enough. Despite the presence of outstanding research in our universities, only 1% of British businesses say universities are of “high importance” as a source of innovation. This has serious implications for our future.
When I served as a young apprentice at Lucas Industries, the Birmingham group was a world leader. Yet a lack of investment in innovation meant Lucas was very quickly overtaken by emerging companies from Germany and Japan. They are now global giants. Lucas no longer exists.
So just like universities themselves, British business needs to change. Business leaders need to recognise the value that research adds to their business. Managers need to understand that their future growth can come only through the development and exploitation of new ideas. We need to make sure that managers and researchers are given the chance to research, to learn and expand their horizons as part of their career growth.
House of Lords
Two years ago, I was treated for pneumonia at the Queen Elizabeth Hospital Birmingham, a fantastic new hospital led by an outstanding former nurse, Dame Julie Moore. The care I received was immaculate, and I understood then why the NHS is sometimes called our other national religion. However, I see it as our national science. After all, it is the subject of many experiments and is constantly being tested.
One current test is higher care standards, which requires more medical staff on wards. As a result, agency staff costs have soared. Monitor expects the bill to be over £4 billion this year, blaming a fundamental mismatch between supply and demand for medical staff. A lot of companies have made very good profit exploiting this, and it is rather ironic Ministers are now proposing a cap on rising bills as the answer. The truth is that, whether in energy or agencies, price caps are a short-term fix. The solution is to increase supply.
Speech at Celebration Event for Indian Alumni, New Delhi, India, 05 December 2015
Vice Chancellor, colleagues, friends; I am very happy to be here celebrating fifty years of Warwick. But I must confess - my reason is not entirely pure. Like our University, I’ve now been in England for fifty years. That’s a lot of English winters. Nigel, I am very glad you gave me a chance to get away from one!
I’ve learned a lot at Warwick, but the most important lesson is never keep an academic from their dinner! Tonight, we mark the University of Warwick’s fiftieth year. There is a lot to talk about. A lot done in a little time.
Speech to the Confederation of Indian Industry, New Delhi, India, 04 December 2015
We are speaking of the future today, but I realise it is now twenty five years since WMG and the CII began our partnership when CII was in its previous premises under the leadership of Tarun Das.
In the late 1980’s we did a lot of collaborative programmes and our relationship strengthened when CII was the main partner of the Indo-British Partnership. Michael Heseltine, now Lord Heseltine, was our Secretary for Trade, accompanied by Richard Needham. They were the heydays of Indo-British Partnership relationships. I remember in one of the visits when we met with Tarun Das and Jamsehd Irani, the team flew in the Concorde to Delhi and then to Bangalore. That was the first time that India and Britain started partnerships that happen now all over the world; we provided the benchmark and demonstrator of what could be possible.
Keynote Speech from the Cotswold Life EMI Awards, 17 September 2015
British Manufacturing and engineering has changed enormously since I started WMG, but the biggest change isn’t in computing, or in low-carbon, or in materials. It’s that companies like yours have proved you can succeed.
I don’t pretend things are easy or perfect. Business never is. There’s a lot we could do better in Britain. We need more Research and Development and innovation. We need better access to finance, so we can make the most of success. We need better infrastructure and far better skills. It’s easy to complain about all that. Actually, it’s quite right to demand change. But it’s even better to improve things yourselves.
The 2015 Higher Education Technicians Summit
There’s a phrase in the Gatsby foundation report on university technicians that struck a chord with me. It is "technicians constitute the bridge between the material world and the scientists and engineers who are investigating it". Without that bridge, higher education loses a vital connection to the world it exists to serve.
I have seen this for myself. I began my career as a graduate apprentice at Lucas industries, where I learned from technicians how to really be an engineer. We worked as a team, trying to solve business problems. However good my theoretical knowledge was, I learned it was useless without an understanding of how to make it happen. The bridge between the theoretical and the material was everything.
Coventry Freemen's Guild Apprentice of the Year Awards
My apprenticeship gave me connections and showed me that businesses needed academics who understood the real world of work. My apprenticeship shaped my entire career.
At WMG, I've sought to give others the same chances. That's why workplace learning and technical education is at the very core of WMG's purpose. We created our modular learning system so companies could help employees get qualifications at a pace that suits both managers and workers. We built long term partnerships so employers could be sure their staff would learn useful skills, and students would know that technical education at Warwick boosted their career.
Speech at the Manufacturer Directors' Conference, Birmingham, UK
The days of high volume, low cost manufacturing, with very low margins are numbered, as even minor changes in regulation, wages or economic climate affects such business models severely. All countries, including developing countries, are struggling with this issue and so seek to create and develop new intellectual property. This means internationalisation of both your business and your innovation is essential.
If you want to export to a country, you have to be prepared to not just manufacture but to do research and develop products in that market. So it's not simple to just 'grow exports'. You have to create new fronts of collaborative innovation in new markets, to develop your next product.
Speech at the CII / PTC Conference, India
What does industrial history teach us?
First, that technological shifts have enormous social and political consequences. Next, that the networks that support and sustain industrial revolutions are as significant as the technologies of the revolution themselves. Third, in an age of change, bureaucracy can be a killer, holding back innovation, while states and companies that encourage innovation can advance rapidly. Finally, we should learn that disruptive technologies always win and can themselves be disrupted. All major advances, no matter how enormous, can themselves be surpassed.
CII 4th National Leadership Conference, India
India must now find "a new way ahead". We have to find a long term path to growth...
The key lies in what Kochhar called the 'creation of capability'. This is the industrial leadership ability to develop and exploit new ideas that will produce something - whether a product or a service - better than anywhere else in the world. In turn, this capability drives growth and attracts investment, creating a positive cycle. The foundation for that capability is education.
Speech for Indian Institutes of Technology Alumni Day
I believe a culture of innovation through technology is central to India's next transformation: the shift to general prosperity. It's always harder to build a future through innovation, research and technology than through temporary trading advantage from lower costs, but it is much more permanent.
This is why IITs matter to India's future. Over the years the IITs have not just been centres for world class scientific education and research. They have also created the leaders, the change-makers, the creative sparks who have driven India's development over the last 60 years.
Innovation Fair Launch, Istanbul, Turkey
The path to sustainable success lies in investing in the capabilities of your people.
At WMG, we see supporting skills development in our partners' businesses as an essential to our success. After all, if managers can't confidently deliver innovation to the market, they're unlikely to want to innovate with us in the future. So we work with our business partners to develop academically rigorous qualifications for their staff. This creates a positive loop - like an ecosystem of innovation.