 Kia ora koutou. This is my first ever NDF conference and I look forward to getting to know all of you a bit better over the next couple of days. But for now I'm going to tell you about the innovation hub that Te Papa is planning. What is an innovation hub and why is Te Papa doing one? Those are both good questions. To start with the what? Te Papa's innovation hub will open in 2016. It's going to be about something that perhaps doesn't touch galleries, libraries, archives and museums that often and that is entrepreneurship. Unlike other incubators and accelerators which focus on the earning potential of products primarily, our focus will be on innovations that are useful for museums or that relate to culture, education, science, the environment. Financial sustainability will be an aspect of the hub's programme but it won't be the be-all or the end-all. Entrepreneurs at the hub will go through an application and selection process and will be open to taking all sorts. So there will be a university stream, it might be recent graduates to start up businesses, to established businesses that have perhaps worked in the creative services area but want to try experimenting with a product-based revenue stream. The hub will be open to Te Papa staff as well. Scientists, researchers, designers, the museum renewal team, curators and others. This will be critical in reinforcing Te Papa's values and in some cases facilitating appropriate access to the museum's collections knowledge and data for the other participants that go through the hub. We'll also be looking to partner with other organisations in the ecosystem where it makes sense to run events. Bizdojo for instance up on Torrey Street has recently become the tech hub for Wellington City Council for all the kinds of meet-ups that occur around UX, development, product management, whatever the community of practice or interest is. We live in a city rich with skilled partners including universities, business networks and individuals and we will work with them and tap into them and behave as part of the network. The hub will have two physical parts. I've just remembered my clicker. A private co-working space where entrepreneurs come to refine and develop products and services. This is actually a shot of creative HQ but you get the idea. And a living exhibition or a public demonstration space where those entrepreneurs can then test their ideas with the public. This looks pretty high tech. This is Lockheed Martin and those are STEM students looking at space related innovation. But it could also look like this. You know, part of the, I guess the process of developing products is actually going through stages where they're really rough and ready and being able to show rough work that isn't finished is very beneficial. In time we'll have a digital version of the hub as well and we will be looking to how we can expand its activities across New Zealand once we get it right, once we get the model right in Wellington. We'll set our entrepreneurs challenges to address specific problems or opportunities. We want to set challenges around problems that matter, solving problems that matter. The challenge will change each time we run the program and we will probably run one six month program a year. And those who succeed in our program will meet the challenge by adapting their innovations through a human centric approach to design. This means testing innovations with our visitors. The first job of any entrepreneur or product owner, if you're working in an organisation and you happen to own a product, whether that's a website or a particular service, first job of that entrepreneur is to validate their market fit of their product. Whether or not their product actually meets a need or whether they've fallen in love with their solution. The thing that TIPAPA's Innovation Hub will have that no other incubator or accelerator has is 1.5 million visitors walking through the doors to the museum every year. And in the hub's public demonstration space, that lemonade stand kind of idea, entrepreneurs and innovators will be able to show and test their products with museum visitors. The advantage to the product teams is that they'll learn a lot faster about what's working and what isn't as they test with real people. And that will get them much more quickly to a final product that meets their customers' needs, meets their users' needs. And that is a huge benefit to entrepreneurs. Just a bit of a diversion. At museums in the web last week, Courtney Johnston talked about her experience with the Penn at the Cooper Hewitt Museum and their interactive tables. And she said that in creating two lines, which you see on the left there, she designed a concrete lamp. And that the sort of instant beauty of that lamp kind of undersold how difficult it is really to innovate and to design. So the benefit to our visitors is that they'll have an opportunity to interact with a kind of living exhibition. They'll be able to interact with the displays, prototypes, early stage products and the people who are behind those ideas. And they'll have a chance to influence the design of those ideas through their feedback. They'll get an insight into how one actually goes about thinking up new products. And they'll experience firsthand what the process of design and innovation looks like. And that in turn might spark more innovative and entrepreneurial thinking. Why is that important? Well, dairy prices are down and there are big, important challenges facing us in the future. From climate change and sustainable fishing and farming to building cohesion in an increasingly multicultural society. To using digital technologies to increase access to cultural and scientific knowledge for our communities, for our countries remote communities. Dairy prices are down. And if this country is going to diversify its future production into the knowledge economy, we need more people thinking entrepreneurially. More people need to know how to design products and services that take advantage of digital or technological advances. Products and services that can take their place on the world stage. And this kind of innovation we think needn't only happen in the financial tech sector or the health sector. Why Tepapa? Well, it's widely understood by the public I think that Tepapa's purpose is to better understand and preserve and treasure the past and to enrich the present. But under the Tepapa Act we have a third purpose which is to help New Zealand and New Zealanders meet the challenge of the future. And the future isn't something we can archive or put in a vitrine to be looked at. The future is emergent and it comes about through people having conversations with other people and collaborating with other people to make that future. And there's no point at which it stops, it can't be collected. The future's emergent nature means that we have to add the dimension of time into what we do as a museum. Time for people to have conversations, time for ideas to evolve and time for new meaning and responses to emerge. We live in a time where there's never been so much opportunity for people to author, not just to be readers but to author. And they're embracing it, the explosion of social media and networking and news feeds, blogging, citizen journalism, citizen science is testament to that. And in this new era constant connectivity and connectedness brings new opportunities for people to engage in ideas to collide and for new ideas to blossom and thrive. As the National Museum, with a mandated role to help New Zealanders meet the challenge of the future, we need to work with our communities as part of that community and to take an active part in the conversations that shape our future. As the National Museum, we have an obligation to host and facilitate and possibly even to catalyse important conversations. And as we know, innovation doesn't just stop with a conversation, action has to follow. There's a quote from Tim O'Reilly, who's the guy who, among other significant achievements, coined the terms open source and web 2.0, and it goes like this. If you talk to any entrepreneur or business owner or product owner, you'll hear about the process of learning they went through, even failing on their way to finding a product that actually met their users' needs. Market validation around products that have social, cultural, educational, environmental or scientific impact is something we can help our communities with. We hope the Innovation Hub will help all of us meet the challenges of the future. Glam's, scientists, educators, citizens, entrepreneurs, New Zealand. And in return, that will enhance our relevance as a museum to our communities. If we get it right and we use our global standing and connections to help springboard our entrepreneurs, and we are on the ambassadorial circuit, we do have those outreach opportunities. Then we'll also be able to bring an international focus to New Zealand as a centre for innovation and a source of positive change in the world. It's a pretty exciting stuff. So the final thing to say about the hub is that it isn't even here yet and still it is going to change. The idea of what it is and how it works won't be fixed. When I arrived at Tepapa four months ago, there was already a 40-page business plan. It looked very concrete and there was a gant chart with lots of activities that in milestones we were going to hit. But it didn't really answer the fundamental questions about who it was going to be for and why we were doing it and how we were going to fit into the local ecosystem. Since then we've done what start-ups do and we've got out of a building and gone and talked to a lot of people from council, through government agencies, through small businesses and start-ups, through universities and students. The hub will evolve in response to the needs of those participants and supporters and visitors over time. It turns out there are a lot of creative technologists out there who are doing great stuff with technology but they haven't found a problem that's worth solving yet. Those are the kinds of businesses we hope will come into the hub. What we think it is now might not be what it looks like in a few years' time. The hub itself is a start-up and like all start-ups, we're learning as we go and embedding that learning into the development process. I don't expect it will be a straight path to success. I think we'll succeed at some stuff and we'll fail at others and we'll learn to do better as a result of that failing. And that actually, that process of experimenting is the process of innovation. Thank you.