Barcamp review: Cross-sector incubators

Barcamp review: Cross-sector incubators

In the course of our research, we not only came across incubators with a sole focus in creative industries link Minc in Malmö, but also incubators with a cross-sectoral approach, i.e. providing space and consulting services to both start-ups (and freelancers) from the creative industries as well as from other business sectors.

 

The session was hosted by Helen Piir, manager of development at the Tallin Creative Business Incubator, an incubator for both creative professionals and companies and non-CCI companies. At the moment, there are 42 companies inside the incubator. Both the mix and the size make the Tallin Creative Business Incubator an exception not only in Estonia.

The incubation program begins with a 6 month start-up module during which mostly organisational issues such as legal forms, homepage development etc. are handled. This phase is followed by an 18 months growth/development module, which focuses on finding new clients and branching out activities. The start-ups can drop out of the incubator at any time – since they have their own structures and goals, after every 6 months, the company and incubator evaluate their time together and decide whether they want to continue the incubation period or not and how. Experience shows that the process is faster, i.e. sucess is achieved earlier, for technology-based and creativity-based companies.

The participants of the session formulated a broad range of entry questions

  • what kind of structural base do you need for an incubator to manage expectations?

  • how to network with incubators/start-ups and with what tools we can help them?

  • what are the solutions for financial sustainability which don’t depend on government funding?

  • how to adress different needs of investors and creatives and how to find the right people for an incubator?

  • are sectorial incubators necessary or counterproductive?

  • should we combine incubators from different industries to make them more diverse?

  • Spaces can be shared, but what about processes? Does there need to be a fixed programm or can there be different modules that can be mixed according to needs, individual training, schedules etc.?

  • What can we do now with this knowledge?

  • How can we find the right people?

  • What is the goal for an incubator?

  • How can we attract other companies and cooperations with creatives?

  • What are the threats/pitfalls of cross-incubation?

 

The session focussed on “Should there be different incubators for creative companies and other sectors?” resulting in two scenarios:

1. Scenario “yes” to the practice of cross-sector incubators:

  • incubator as a point of reference

  • one training program for all

  • easier to get money because investors/government funding can be targeted better

  • different languages, different logic (mindset)

  • space can be adjusted to fit needs

  • marketing focus

  • increases competition

2. Scenario “no” = keeping the sectors apart:

  • can offer different scenarios within an industry since individual approaches are always necessary, especially in the creative sector.

  • spreads or reduces the risk

  • makes it easier for companies to exchange knowledge

  • gives companies and investors a feel for industry thinking

  • one infrastructure for all

 

The participants of the session concluded that the question of a seperated or joint incubator should be based more on value, methods and goals, not industries. Moreover, the process should be the same like in other incubators, but special mentors, trainings etc. should be added. Finally, it was argued to replace “incubation” with “contamination” as incubators shouldn’t be isolated, but serve as open networks that enable thinking and working outside the box



 

Further information
About the Tallinn Creative Incubator as good practice example for spatial cross-collaboration: http://www.cross-innovation.eu/practice/1074/
Tallinn Creative Incubator: http://inkubaator.tallinn.ee
Milano Speed Mi Up: http://speedmiup.it
About Contamination Labs in Italy (see page 109): http://www.sviluppoeconomico.gov.it/images/stories/documenti/startup_eng_rev.pdf

Barcamp review: Experience-based business models

The session on experience-based business models was hosted by Søren Smed, the network coordinator of the Danish innovation network InViO. Søren works on knowledge sharing, match-making and fostering of collaboration between knowledge institutions and companies. His special interests are mobile media, user centered innovation, business models and experience economy and technology.

The background for this session is the increasing importance of the inclusion of experience (in the sense of the German “Erfahrung” rather than just “Erlebnis”) elements into business models. The observation holds both for product as well as service design. Just think of the  queues in front of Apple stores in times of releasing a new iPhone or the Legoland parks.

In this session, the main questions to be addressed were: “What are business models?”, “Do experience-based business models exist?”, “How can we develop these with new ideas?”

One goal of the session was to think about new tools for a business model approach. The business model canvas as well as the method of the “customer journey” were applied in group excercises.

The two groups worked on the experience models around Mc Donald’s and Lego.


The business model canvas. Source: http://www.businessmodelgeneration.com/canvas

 

… and put to use by the participants


Source: http://www.cxacademy.org/customer-journeys-an-introduction.html

 

Theses and major points for discussion:

  • A business model itself can be seen as a source of innovation.

  • A good business model might even beat an innovative idea.

  • The value proposition is most important.

  • The customers always needs to be in the center of the business model.

  • What is the value for the customer?

  • Which problems of a customer does one want to address?

 

Further information:
B. Joseph Pine II and James Gilmore 1999. The Experience Economy: Work is Theatre and Every Business a Stage, Boston: Harvard Business Review Press.
Jon Sundbo and Flemming Sørensen 2013. Handbook on the Experience Economy, Cheltenham: Edward Elgar Publishing.
The Business model canvas: http://www.businessmodelgeneration.com/canvas and http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf
The customer journey method: http://www.cxacademy.org/customer-journeys-an-introduction.html
InVio: www.invio-net.dk

Barcamp review: Arts and innovation connect

This workshop session centered around the question: How can arts and business interact?
Based on his current report, the host Giovanni Schiuma underlined the fact that there is a huge gap between arts and business.

Prof. Giovanni Schiuma

Giovanni Schiuma’s thesis: Sometimes arts and the business sector interact in cooperations or in sponsorships from big companies in the art scene, but this is only a superficial involvement for single projects, while there is hardly ever a strong and sustainable connection.
Art is a business market, a driver and catalyst for culture and creative industries (CI) and a driver for social development. Art might be a potential tool to help businesses to become more profitable – but also more sustainable.
Arts’ principals and the creative process should become part of the DNA of businesses. This is the challenge!

Questions:

  • How can it be realized that arts are recognized for their innovative and driving forces within society and for their market power?
  • Which models for involving artists and creative entrepreneurs in companies have proven successful?
  • What do companies gain from artistic interventions?
  • How can creative principles and powers be integrated in the industries and improve innovation today?

Sandra Zätterström

Sandra Zätterström’s thesis: Sweden has a far-reaching experience in the traditional industries. In comparison, the CCIs are relatively new: today they exist mostly in the form of some small companies, of which a lot are focused on fashion and (digital) communication. The arts and businesses are not really connected at the moment.This needs to be improved so that CCIs are better connected within themselves but also with the regions and towards cross-sector connection.

Questions from the participants:

  • How can artistic life be combined with the task of working for a big company?
  • Do the artists want to do that kind of work?
  • Selling art to companies was always something additional, which might be perceived as a danger. Should we rather try to use art as a form of communication to carry emotions? How do we get art in the core of the business?

Examples:
Hassan Bakhshi, director of CIs in NESTA’s policy and research unit, calculated statistically how many creatives are working in the CIs: every second person in the UK who is employed is a creative! see also: www.nesta.org.uk/home1/assets/blog_entries/dynamic_mapping

ArtLab in Copenhagen, Denmark, focusses on developing both the artistic as well as the business skills of creatives, helps artists to introduce concepts to sell them to the market.

The Berlin Carrer College of the University of the Arts offers help in self-marketing for musicians and other creatives.

At the Aalborg University and within the InVio network (Denmark) business models are analysed in order to gain an insight where to efficiently use design tools, creative workshops etc

Learnings:

  • In order to convince companies/politicians/investors to connect with the arts, it is important to make them understand that they need innovation: They have to fall in love with the idea.
  • It is inevitable to have a holistic view from different perspectives, nationally and internationally (creating professional interface agencies). It is not only about pure value but sustainability!
  • The idea of co-creation needs to be pushed.
  • Create a neutral arena so that both sides feel comfortable, invent a tool that makes it easier for both sides to communicate, e.g. via mediators. (see also: http://www.trainingartistsforinnovation.eu)
  • Arts’ organisations need to be supported – while policy makers need to be properly informed.
  • Integrate a creative professional in the boards of companies while establishing new forms of networks.

⇒ In order to clarify the situation for both sides, structure tools need to be used/ created.

Further Links:
ArtLab Copenhagen: http://artlab.dk
Berlin Career College, University of Arts: http://www.udk-berlin.de/sites/ziw/content/index_ger.html
Aalborg University: http://www.en.aau.dk
InVio network: http://invio-net.dk
Training arts for innovation: http://www.trainingartistsforinnovation.eu

Barcamp review: Fishing for talents

Barcamp review: Fishing for talents

One truly innovative approach to the creative industries support we found during our research was the idea to actively go “fishing for talents” instead of waiting for them to come by and ask for support during set office hours in a typical business center environment.

One good example is the incubator “The creative plot” in Lund, Sweden, which is working closely with the city’s cultural department and attentively checks all applications for cultural funding whether they also contain real business potential. Upon finding a promising candidate, these are approached with the suggestion of turning their project into a real business instead of applying for public funding.
Another approach was an idea brought forward by the Copenhagen Creative Task force, who planned to open mobile consulting containers for creative talents and artists across town in the areas where these people live and work.

Consequently, this interesting approach had its place on our list of the barcamp’s workshop topics and one workshop hosted by Dirk Kiefer, centered around the question of “should we scout talents or should we wait for them?”

Fishing for talents

© by Marie Jacobi (www.visualrecording.de)

From the public sector’s point of view there have to be pre-structural approaches (= reaching out to talents before they make their way to the official consulting entities) to find talents as well as approaches to keep these talents. In order to help smaller start-ups and entrepreneurs there should be less rules and regulations keeping the talents at a distance. One way of rephrasing the session’s question could be by changing it from “fishing” for talents to stop blocking them.

In smaller groups, the participants worked on the questions: How to find talented people and incentivize them to start their own business?

But where are the talented people, how and where can they be found?
Talents can be resistant and hard to find. As one participant stated: “Without resistance it would not be talent“.
One assumption was that many talented people probably have “proper jobs”, because these offer security and the possibility to gain professional experience (as a precondition for starting an own company). Good “tools” to detect them are networking events. 

Other possible places are internet forums and communities like dribbble, github, reddit or kickstarter. But one can also find people offline and in person at co-working spaces, startup weekends, bootcamps or pre-incubators.
The most important task is the recognition of talents, especially „hidden“ talents, as those are usually the ones who need most help.
Traditional arts education often only focusses on raising a few stars while the rest are mostly neglected as “failures”. These are the ones who should be taken care of. The career service of the University of Fine Arts Berlin explicitely helps the “secondary talents” (see below)

How to incentivize them to start their own businesses?
The main task for “keepin the talents” is to develop support which becomes effective after the talents have been found. This support can have many shapes: tutoring, coaching, consulting, mentoring. From the public sector’s point of view, (e.g. university) students should have the possibility to talk about their ideas and to receive professional feedback by a coach or mentor. Companies should set up an innovative management in order to attract and keep talents, e.g. not focus (too much) on degrees. The real question might be “what needs to be changed in society to attract and keep talents?”

Summary
All in all, the workshop group came to the conclusion that

  • talents need to be found, attracted and kept,
  • there are several pools where to find talents (physically and virtually)
  • the focus should be on the „hidden“, “secondary talents” because they are the ones who need help,
  • there should be more help in terms of coaching, tutoring, consulting,
  • in order to provide the most effective support there should be a change of management in companies (e.g. over thinking working rules, barriers) and universities (e.g. not only supporting the stars but also the “secondary talents”), but probably in society in general.

Further links:
University of the Arts, Berlin (UdK) Career center: http://www.udk-berlin.de/sites/digimedial/content/index_ger.html
Creative plot, Lund: http://thecreativeplot.se/en/
Copenhagen creative task force: http://www.cities-creativity.org/wordpress/2012/09/copenhagen-creative-task-force/

Barcamp review: Interdisciplinary working groups

Barcamp review: Interdisciplinary working groups

As it is often said that creative companies regularly face the problem of not having access to some of the necessary skills for running a company (such as for example marketing, accounting etc.), one question that we stumbled upon during the research was the question on how to integrate all these skills within the  group of  founders. We wondered if this problem could already be addressed by the universities during the studies.

Dr. Oliver Mauroner from the Bauhaus University in Weimar volunteered to work on the questions “Are interdisciplinary working groups during studies an important pre-condition for the starting of a company (within the creative industries)?” Together with his workshop group of dedicated experts, he developed a list of further questions, such as:

  • Should we promote interdisciplinary teams?
  • How can we add missing competences (marketing, design etc.) to the team: by teaching the team or by bringing in other people (experts)?
  • How should/could we promote interdisciplinary teams (formats, programs)?
  • What is needed (Competences, personalities, experiences)?
  • What are the “places” to meet?
Workshop situation

Workshop situation

Within the workshop, the questions were mostly addressed at the support system bodies (university, support programs etc.) as those who should take action.

Interestingly, the group agreed that the customers needs define which competences should be included in the entrepreneurial team/company. This opens up the scope to a very user-driven approach: work with the customer not for him/her and make the customer believe it was his/her idea.

The participants agreed that there should be support for interdisciplinary teams in the creative sector but that there is not just one way/model how to do that. Possible models mentioned include:

  • support within the university AND AFTER
  • individual coaching to help the team embers close their individual gaps
  • bring in external experts to close the skills gaps within the team

How to meet the right people?
The identified problems in the university context are:

  • strong separation of disciplines
  • widespread fear of idea fraud
  • missing knowledge about ongoing research activities
  • poor networking culture

These are problems that should and can be addressed within the universities themselves.

How can / will companies be structured in the future?
Instead of looking at a company as a big construct one should open up to form groups of small companies with different competences. Participant Claudiu Danaila gave an example of his own working situation (http://brainstormcm.dk) where different small companies with many competences co-work on projects. This is more based on the customer’s point of view („work with them not for them“). After the project, the group falls apart and the small companies form new groups to work on new projects.

What are the preconditions for promoting interdisciplinary groups/teams:
According to the participants, the most important preconditions are openness, trust and confidence in the success of the idea.
Openness means to be open to the customer’s needs but also to listen, first to yourself then to others and then being able to making the people listen to you. As one useful approach coaching is suggested.

Concrete ideas for action:

  • networking events organized by universities and support programs, where young or aspiring entrepreneurs can meet with other companies, future mentors and possible investors. One interesting event is arranged by the plug ‘n play incubator (Silicon Valley) http://plugandplaytechcenter.com/
  • Crowdfunding as an open support system; it is a very good way to evaluate your idea and to test the market
  • Lean start-up: fast feedback and iterative product releases in order to shorten the product development cycles
  • the setting up of contamination labs for students from all disciplines with tutors, investors, incubators so they can work on their ideas, form groups at startup weekends, barcamps etc. (this idea comes from Denise Di Dio, Incubator Milano Speed Mi Up, http://www.speedmiup.it)
  • on an individual level: go to conferences, network, look out!

The group then agreed on a rephrasing of the question: From „How should/could we promote interdisciplinary working groups“ to „What culture/value should be supported“. This implies that the whole cooperation culture needs to be reworked towards more open approaches from both universities and students, but also from customers and clients, as well as from investors, business associations and so forth.

Further links:

Bauhaus University Weimar, Prototypen-Seminar

Brainstorm Crossmedia, Denmark

Plug and play tech center, Silicon Valley

Incubator Milano Speed Mi Up, Milan, Italy

Another example from Germany: Grüne Werkstatt Wendland and their Designcamp

 

© by Marie Jacobi (www.visualrecording.de)

© by Marie Jacobi (www.visualrecording.de)

 

Creative collaboration in Brandenburg! A review of the C2C Barcamp

Creative collaboration in Brandenburg! A review of the C2C Barcamp

What happens if you put a group of experts on creative industries from five different countries and a variety of professional backgrounds together for a whole weekend? Add some post-its, a lot of coffee, a dash of sunshine and spoons full of open-mindedness … and you’ll get: creative collaboration!
This is what we experienced during the two intense days of the C2C-Barcamp last weekend in Brandenburg/Havel.
“How does a smart financial ecosystem for creative industries look like? How do we pave the way to a creative economy? What are the features of strong networks? What are smart approaches for cross sector collaborations? What is radical innovation? …” 
 were only some of the many questions we discussed  with our partners and other experts from Denmark, Sweden, Italy, Estonia and Germany. Their dedication and open contribution helped us gain important insights and we would like to thank them all!
The complete official
More detailed results of the 15 different workshop sessions will be published here in the following days. For now, we let the pictures speak for themselves …
A warm welcomeAny idea?Good morning! So, who are you?Morning pitching sessionMorning pitching sessionWorking on the schedule ...The pitched topicsThe schedule!Robert Karlsson and Gerda Hempel hosting a workshop sessionSome first results ...© by Marie Jacobi (www.visualrecording.de)© by Marie Jacobi (www.visualrecording.de)© by Marie Jacobi (www.visualrecording.de)

Wanted: transcript writers for the barcamp in september! / Protokollanten für das Barcamp im September!

C2C is hiring transcript writers to document the sessions of our barcamp in september!

When: 7th and 8th of september
Where: Campus Fachhochschule Brandenburg, Magdeburger Str. 50, 14770 Brandenburg.

We pay a fixed hour rate. Travel expenses are not covered.

The conference will be divided into the following slots:

  • Sat, 7th of september, ca. 12:00 – 16:00 o’clock (3 sessions of 1 hour each, with a lunch break = 3 hours total)
  • Sa, 7th of september, ca. 16:30 – ca. 19:00 o’clock (2 sessions + wrap-up and summary of 1 hour each, without break = 3 hours total)
  • So, 8th of september, ca. 10:30 – 15:00 o’clock (3 sessions + wrap-up and summary of 1 hour each without break = approx. 4 hours total)

If you

  • are familiar with the field of creative industries
  • are fluent in English (the whole event takes place in English)
  • have experience with workshops and/or conferences (nice to have, not mandatory)
  • can write an invoice
  • are interested in the job

… then, please contact: Noémie Causse, project manager, +49/176-31642287, nc@c2conference.org

 

GERMAN VERSION: 

C2C sucht Protokollanten zur Dokumentation des Barcamps im September!

Wann: 7. und 8.09.2013 (Sa und So)
Wo: Campus Fachhochschule Brandenburg, Magdeburger Str. 50, 14770 Brandenburg

Wir zahlen einen festen Stundensatz. Kosten für An- und Abreise werden nicht erstattet.

Folgende Zeit-Slots sind zu vergeben:

  • Sa, 7.09.2013 von ca. 12:00 – ca. 16:00 Uhr (3 Sessions à je 1 Stunde mit Lunch-Break dazwischen = 3 Stunden brutto)
  • Sa, 7.09.2013 von ca. 16:30 – ca. 19:00 Uhr (2 Sessions + Wrap-Up und Auswertung à je 1 Stunde, ohne Pause = 3 Stunden brutto)
  • So, 8.09.2013 von ca. 10:30 – 15:00 Uhr (3 Stunden + Wrap-Up und Auswertung à je 1 Stunde = ca. 4 Stunden brutto)

Wenn Du

  • schon mal was von dem Thema Kultur- und Kreativwirtschaft gehört hast,
  • idealerweise sogar schon Erfahrung mit Workshops und/oder Konferenzen mitbringst (kein Muss),
  • über sehr gute Englischkenntnisse verfügst, da die Veranstaltung komplett auf Englisch stattfindet,
  • eine Steuernummer hast und Rechnungen schreiben kannst,
  • und Lust auf den Job hast,

dann melde Dich bei: Noémie Causse, Projektmanagerin, +49/176-31642287, nc@c2conference.org

 

3rd regional workshop – a deepened investigation on cross-over inititaives and coworking in rural contexts

3rd regional workshop – a deepened investigation on cross-over inititaives and coworking in rural contexts

The third out of four planned regional workshops took place in the middle of May in the very unusual setting of the Alte Mühle (old mill) in Himmelpfort, one and a half hours by car north of Berlin. The village counts only around 550 inhabitants and is a popular holiday resort famous for being Santa Clause’s home, but devoid of any kind of industry or economy whatsoever.

The Alte Mühle is an old industrial mill, owned by Tilman Kunowski and his partner Brit Eisman, who seek to transform the place into a meeting place for creative professionals who want to transplant their work- and living space to the country side for a while.

To this special venue we had invited some of the participants of our last workshop (from Neuruppin, Oranienburg, Eberswalde and Strausberg), who were and are already working with and on the issues of cross-over inititaives and have or plan to acquire a space where this can happen – be it under the format called coworking or in a different manner.

As a special guest we had invited Marc Piesbergen, the project leader of Grüne Werkstatt Wendland, an open source project in the very rural region Wendland, mostly famous for the regular protest against the passing Castor Transport, for Ex-Hippie communes and the historical rundlings villages.

In this remote area, the Grüne Werkstatt manages to bring together designers, students and local companies to work together on innovative new products and services in their annual project week called Designcamp.

As this project is already running very successfully and is open to being transferred to other regions, Marc was really the perfect guest for our workshop.

In the first part, he shared all his experience and answered to all the many questions the group had. In the second part, we concentrated on the participants’ own projects, their challenges and visions and collected ideas on how to go on from there. It definitely seems as though stronger collaboration between all sectors and local players is a good starting point.

Right now we are in the middle of conceptualizing the next steps on which we will keep you posted here.

Round table n°2: Access to smart finance – a review

Round table n°2: Access to smart finance – a review

On tuesday, 21st of May, we gathered in Copenhagen for our second round table (of four) to discuss the question of „Access to smart finance – how can investors be better investors for the creative industries?“

Against the grey sky and the rain drizzles, CKO – our co-hosts for this event – had arranged the meeting to take place at Artlab, a colourful venue and institution for the professionalisation of artists and creatives, located right at the big lakes of the city. 

We had invited different specialists from Denmark (CKO and Refleks), Sweden (Media Evolution), Italy (Arts4Business Institute, Trentino School of Management) and Germany (see below) in order to get as broad a perspective on the topic as possible. After a short round of presentation, we had three spontaneous mini-presentations/experience recounts by Daniel Kerber, founder of morethanshelters (mobile shelter concept realized with a number of different approaches to investment), Markus Presch from the Thuringian Agency for the creative industries (THAK), on a study conducted by the Thuringian structure bank and the derived actions, as well as Florian Knetsch from Prognos, who conducted a study for the German Ministry of Economy with a focus on fields of interaction of creative business and other fields of economy (linked below).

Søren Würtz (CKO)

Søren Würtz (CKO)

After these short impulses we jumped right into the presentation of the study prepared by CKO especially for C2C. Søren Würtz, chief consultant within CKO, had conducted a dozen of interviews with all kinds of investors (all but private banks and not donors) from 5 countries across Europe, who are already acting “smartly” in the field of CCI. The approach – a clever twist – was to ask these investors how, in their view, the others were acting “stupid” and which mistakes they frequently make.

But what is smart financing? The opposite of stupid, which is only looking to yesterday and generalizing economic logic that cannot be applied to all branches of economy, as the “rules” are changing, not only in society, but also in economy. Estimating next year’s revenue by looking at last year’s revenue might not always be the best method when it comes to innovative and creative companies …

In order to be a smart investor, you need to dare to jump low, start with small steps, test with low-cost market analysis, fail and re-try, build up while doing and working with 2 months-plans instead of 3-years-plans (which always bear more risk …)

And why should investors invest in the CCI? Because they are growing and are better off today than many other companies, even after the crisis (for example in the music industry). This reality challenges the general assumption of CCI businesses as being flaky and risky …

Here is a list of initiatives to take as suggested during the interviews

  • awareness-rising and knowledge transfer ((e.g. in get-together-meetings with creatives and investors) 
  • investors’ academies (e.g. seminars in which special CCI knowledge is transmitted)
  • bundling of CCI companies into a portfolio (which might make it more attractive to invest)
  • more cases (as a base for decision making, an ersatz for statistics and numbers)
  • new pitching design
  • grave to cradle / the life cycle approach (which means that the knowledge of young creative entrepreneurs should be used already today, before they „retire“ from their businesses and become business angels and consultants or even smart investors themselves)
  • Euro-Hollywood“ (creating clusters/working group of specialists on one particular field, e.g. film, games, music etc.)
  • a new valuation tool
  • move more investors into incubators

In two groups, the round table participants decided on a) the impact of each proposed initiative (high or low), b) the difficulty level of their implication.

Results from group 1

Highly effective and easy to implement:

  • Awareness-rising
  • Bundling of CCI companies
  • More cases (all linked together)

Highly effective but hard to implement:

  • Euro-Hollywood, because in many subsectors clusters already exist as very closed entities
  • Investors’ academies + More investors into incubators, because investors “don’t like to be tought” … and because “the investors” are a very heterogeneous group in themselves, of which some might be open to the new experiences and other not so much …
  • A new valuation tool, because it is not clear what it could be, although it would definitely be very important, in order to generate the much needed „hard facts“

Less effective and middle-hard to implement:

The new design of pitching sessions, because one pitching session only reaches a limited number of people which makes the process time consuming and thus not so highly effective.

Results from group 2

The second group did not use the given matrix, but built on a time-frame order of the proposed initiatives, departing from

  1. the basis: the generation of more cases in order to raise awareness. This lies at the very beginning of it all, as we are in a situation today, where we need to convince the first movers to open the door …
  2. step: bundling of CCI companies, leading to the development of the following tools:
  • more investors to incubators,
  • investors’ academies, (the two first ones being quite easy to implement as they demand no commitment from the investors.)
  • new design of pitching sessions,
  • Euro-Hollywood.

After you have these tools, at one point you need arguments in order to get the commitment from the investors. This leads to the necessary development of the valuation tool (highest impact and hardest to implement, but a highly desirable goal and useful tool).

We finished the afternoon with a lot of food for thought in our minds and will go on investigating and working on these questions during the barcamp in September!

Many thanks to CKO and all participants for their valuable input!

Links for further reading:

 

A new incubation scheme for start-ups and professionals in Milan

speedmiupSpeed Mi Up is a new incubation scheme by the Milan chamber of commerceBocconi University in Milan and the city of Milan aimed at aspiring entrepreneurs and start-ups on the one hand, and at professionals under 35 working in communication fields (e.g.designers, graphic artists, web-designers, journalists, freelance advertising) or in business services (e.g. employment consultants, tax consultants, lawyers, auditors, financial consultants, accountants, IT technicians, company consultants, programmers) on the other hand. 10 start-ups and 20 professionals per year will be selected for the program.

Speed Mi Up’s ambition is to go beyond the design of established business incubators and tries to achieve this by offering a broad and unusual of mix of services to its users:

  1. Work spaces
  2. Financial tools
  3. Training
  4. ICT services for startups
  5. Development services

The mix between start-ups and professionals is definitely a novel feature that cannot be found in conventional incubation schemes. Once accepted, companies can also make use of a cooperative social networking platform through which they can interact with colleagues, tutors and other entrepreneurs via chat, postings, document sharing, conference/video calls and virtual meetings.

As the program just started, it remains to be seen how the program will be accepted by start-ups and professionals and whether it really can contribute to “speed Milan up”.

 

Further information

Interview with Fausto Pasotti, Director of Speed Mi Up on Youtube (in Italian)