Proactive Ageing
Proactive Ageing provides innovation strategies, frameworks and implementation plans for a variety of ‘early adopter’ organisations enthusiastically examining effective cutting-edge solutions in the Care Economy.

We’re experiencing a wave of innovation in next generation healthcare, the adoption of industry 4.0 principles, lifelong learning, human capital development, and workplace productivity.

In line with strong values supporting our most disadvantaged citizens, much of our recent work has been in the Care Economy, and the emergence of ‘Consumer Directed Care’, a personalised ‘continuum of care’ model, now legislated (in Australia) for both disability services (NDIS) and in-home aged care.
This more consumer centric approach is Australia’s entree into new more productive models of ‘Value Based Care’ and our global Care Economy differentiator.

This model of social care, whist initially disruptive, will help drive new 21st century population health practices, underpinned by the next generation of assistive technology.

‘Industry 4.0’ business models, modernising skillsets and utilising the latest technology will be at its core.

Getting it right, means that we would gain systemic entrenched leadership across Asia-Pacific for at least the next 2-3 generations.


Frameworks provide an ‘insight’ mechanism that helps people and organisations structure ideas and knowledge in ways that are accurately and meaningfully organised.

Systems thinking is a holistic approach to this analysis. It focuses on the way that a system’s constituent parts interrelate and how systems work over time and within the context of larger systems.

Most organisations often struggle with this holistic approach, choosing instead to focus on short term immediate results, rather than complex long- term interconnected issues, but those that do create a significant advantage.


The real-world ‘system dynamics’ of innovation ecosystems distinctly demonstrates the importance of the methodological orchestration of their underpinning networks in gaining innovation outcomes.

We need to understand and actively orchestrate their internal dynamics, not leave highly valuable connections to serendipity. The greater number and depth of the connections in the system, the richer the outputs.

This occurs by mapping (visualising) causalities across the different ecosystem actors, actively managing relationships (building trust) and “project managing” mutual outcomes to fruition.

What we often fail to grasp is that it is the ‘liquidity’ in the ecosystem (the flow of shared value) that matters much more than the individual entities. This leads to a significantly higher value 'circular knowledge economy’.


‘Horizon Scanning’ and ‘Foresight Methods’ are, by their nature, collaborative, bringing external insights and different views into corporate strategy and government policy making.

Collaboration could be across departments and policy teams or with broader ecosystem stakeholder groups.

The objective is to gather horizon scanning insights to act upon, develop future market scenarios or establish organisational visions.

The thought processes, discussion and debate that go into creating foresight direction is often as important as the subsequent outputs themselves.

Capacity Building

New systems are emerging that focus directly on capacity building to provide greater economic and social participation for all our citizens. Greater equity is placed at their centre.

In the Care Economy, converging demands have begun to realign old actors into new multidisciplinary alliances. These pioneers are breaking new ground in co-designing much more productive and economically viable products and services.

To achieve this, capacity building and self-agency at an individual and organisational level (both public and private) are key empowerment principles in driving more sustainable benefits for the sector and in expanding our client’s influence.