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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)
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:

 

Expert Round Table n°2: Access to smart finance

We always talk about how creative entrepreneurs need to learn more business skills, write better business plans, work on lowering their risks and so on … but what happens if you flip that assumption around?! How can investment be smart? And how can investors be better investors for and in the creative industries?

These are the questions we will be discussing tomorrow in Copenhagen during our second expert round table meeting. Our Danish partners from CKO prepared a promising study on the matter, based on qualitative interviews with investors and creative entrepreneurs and we invited experts from Denmark, Sweden, Italy and Germany to add as many different perspectives as possible.

The results will be posted here soon after …

Round table 1: Digitization in the creative industries – a review

Round table 1: Digitization in the creative industries – a review

On thursday, 25th of April, we gathered at the Kultur Skåne building in Malmö’s Western harbour district for our first expert round table meeting on digitization in the creative industries. In order to gain a pan-European perspective on the matter, we had invited our partners from Denmark, Sweden and Italy, along with some other experts we met during our research trips.

Round Table 1

Round Table 1

The basis of our discussion was the report presented by our partner Klas Rabe from swedish Tillväxtverket, which presented digitization as a growth potential for the CCI in general as it both changes business models and creates new products, new service patterns and new conceptual solutions.

According to the study, CCI companies are drivers of this trend (not “only affected” by it) and can contribute content and value creation for their long-term competitiveness, as there has been a change in global value chains to which SMEs, especially within the CCI, contribute significantly. Digitization thus gave birth to a a new type of CCI startups that are “born global”, small companies working together with other small companies in networks.

Of course, the sub-sectors react differently to this trend. The music industry has – after severe problems – recovered and notes significant growth in general today (think of the spotify success story, for example). And the sales for Swedish game developers nearly doubled in 2011 compared to the numbers of 2010.
In the performance arts industry, digitization is used for the creation of new models of dissemination and new solutions for their shows in which digitization becomes part of the artistic production. The design sector is developing digital design as well as new ways to communicate with users through social media. In a survey by the Swedish Engineering Industries Association in 2011, it is shown that companies who invest in design, are up to 50% more profitable than those who do not. Very front-end in all this is, by the way, the cultural heritage sector, which adopts the possibilities of digitization very open-heartedly, e.g. in exhibitions but also for preservation and archiving.

Interlinked effects of digitization that affect all sectors are:

  • Availability: Digitization contributes to an increased availability of culture: more people can access and exercise more culture.
  • From consumption to participation through the blurring of the traditional boundaries between cultural consumption and production, made possible by technological developments and the creation of new media.
  • Production: More blending of media than before.
  • Cooperation: the new interdisciplinary methods of production bring together people and professionals from different sub-sectors. Think for example about the development of a computer game: It requires the cooperation of screenwriters, musicians, designers, programmers and engineers.
  • Communication and co-working: teams who are physically apart can still co-work on one and the same project through the use of new media; and teams and companies who don’t necessarily work on the same project still choose to share a common work space as they feel that this setting benefits their work. Here the driving forces are not purely economic but mainly driven by people’s needs and preferences on their work life surroundings.

Spill-over effects:

  • Traffic and defense turn to computer games industries for their tools on simulating and other effects.
  • Scientific data and results communication through visualization → can then in turn be used for architecture, design and media development for example (one example for that is the micro-level material research in Lund)

Problems and challenges which accompany the trend and which need to be investigated into further, are for example access to finance (as many new solutions don’t fit into the typical funding categories), or the already largely debated upon issue of intellectual property rights (as the digital development will present significant challenges for existing and new entrants regarding future cost and price models and thus business revenues related to intellectual property rights.)
One specific major challenge identified by Tillväxtverket is getting the public players to know and understand service innovation in the area, and the needs of the respective target groups, for a flexible approach to shape effective development efforts. The public workers need to develop skills in areas such as technology, communications, statistics and law. Government agencies and national organizations need to strengthen the monitoring of developments in this field, and take notice of common challenges and coordinate their different solutions.

Another important action would be to enhance the cooperation of public workers with external professionals and specialists from within the CCI, who know about the needs and interests of CCI entrepreneurs. This would in return improve and accelerate digital audience development.
In general it can be said, that the entire innovation and business support system will need to gain additional skills in order to keep track with the development, as the current schemes are not yet adapted to the needs of the new businesses.

Expert round table n°1 – On Digitization in the cultural and creative industries

In two days C2C will host its first expert round table (n° 1 out of 4) in Malmö, Sweden, on “Digitization in the culture and creative industries”. With our expert participants from all four involved regions – Sweden, Denmark, Italy and Germany – we will be discussing a report on the matter compiled by our Swedish partners from tillväxtverket and broaden its scope by adding the different regional perspectives, by presenting examples and by assessing the topic’s relevance for each region, it’s challenges and potential.

We look forward to a vivid and inspiring exchange and hope that we will be able to identify a lot of fields of action to be worked on. More information on what we discussed will be published here right after the meeting.

For those of you who would like to know more about digitization in the culture and creative industries, we have compiled a little background information reading list (in English):

  1. “Digitization for Economic Growth and Job Creation: Regional and Industry Perspectives”, published April 10, 2013
  2. Booz 2012 Industry Digitization Index, published March 20, 2013
  3. Booz report on “The Digital Future of Creative Europe: The Economic Impact of Digitization and the Internet on the Creative Sector in Europe”, published March 24, 2013 
  4. Digitisation in the German Broadcasting Market, report 2012 “About Power and Control in the Digital Age”
  5. IFPI Digital Music Report 2013, published February 26, 2013 

And if you prefer something more visual – here are two videos on the topic:

  1. Cinema dell’Arte” a Danish project combining theater performance and digital interaction,
  2. PressPausePlay“, a documentary film by the swedish House of Radon containing interviews with some of the world’s most influential creators of the digital era.

 

The Green Room: A testing bed for creative entrepreneurship support in Trelleborg

The Green Room: A testing bed for creative entrepreneurship support in Trelleborg

To most Germans, Trelleborg might exclusively be known for its ferry harbour that paves the way for entering Sweden for their summer holidays. The economic structure of the 29.000 inhabitants city is not surprisingly dominated by retail and farming and – creative industries. Although the Swedish definition of CCI might seem very broad to some as it includes also tourism and gastronomy, their presence in Trelleborg surprised not only policy makers. The sector became visible in a pre-study the municipality conducted in the course of planning an incubator for entrepreneurs.

“We wanted to dig where we stand”, says Ditte Fagerlund, executive director of the local development agency. The city of Trelleborg is a city of transition. The big companies, although still important employers, have moved many jobs away and are thus not the only labour market players anymore. In the course of this transition the city looks for other sources of development for local companies and the labour market and also started to incorporate individual entrepreneurs into their considerations.

The Green Room was opened in January 2013 and currently provides room for five entrepreneurs:

  • a festival manager
  • an IT programmer
  • an interior designer
  • a chef
  • and a souvenir developer.

“I am a bit shocked that people wanted to help me” says Jonas who has a company organizing an annual countryfestival in Söderslätts and wants to make his business independent from public funding. He is experienced in organizing events and wants to have his own event agency one day.

The entrepreneurs within the incubator benefit from regular meetings with a personal coach and gain from a network of specialized consultants when it comes to specific legal, marketing or other business questions.

IMG_20130227_144049

The water tower in Trelleborg

For the future, the activities of the incubator will be extended to networking events and a mentoring scheme. Already now the companies wihin the incubator profit from mutual exchange because they are in different phases of business development.

 

Further information

http://www.trelleborg.se/greenroom

Söderslätts CountryFestival

Sweden opens up its methodical treasure chest: presentation of the handbook “Development of Cultural and Creative Industries in Practice

Sweden opens up its methodical treasure chest: presentation of the handbook “Development of Cultural and Creative Industries in Practice

It’s not a secret that Sweden is among the frontrunners when it comes to supporting creative industries. In order to share their experience and knowledge, Alexanderson Institute and Generator Sverige launched the book „To Do – Development of Cultural and Creative Industries in Practice“ on February 6, 2013 in Brussels.

From the national to the local level

Creative industries support poses a challenge to all policy levels. This was reflected in the presentations in the Skåne office in Brussels where the publication was presented: Johanna Skantze from Generator Sverige gave an overview over the national perspective on the creative sector in Sweden and presented the latest numbers about the sector: 146.000 employees work in CCI; 117.000 companies generate an overall annual turnover of 34 billion EUR and thus contribute 3,3% to the Swedish gross domestic product (GDP). Not at least a growth rate of 5,5% is something other business sectors can only dream of. This development might have been an important motivation for regions and municipalities to establish Generator Sverige in 2010 as a network for the creative sector. In the future, the organization wants to work even more intensively with European partners to improve internationalization efforts of CCI companies and facilitate collaborations with other business sectors as well as the tourism and public sector.

The history of creative industries support in Sweden now dates back more than ten years. Daniel Borgman from the Halland regional development council presented the regional perspective and highlighted the need to use cultural capital for the establishment of relations with new growth markets. In his perspective the growing economic impact of the CCI indicates a substantial change in the global economy. Consequentially, the implication for the regional level is: “We need to acknowledge culture and creativity not as an isolated sector but as the backbone of a new information, knowledge and content based economy.”

Finally, Anna Linton and Ida Boström from the Alexanderson Institute presented the local case of CRED – Creative Destination Halland.

Cultural and Creative Industries Support in Practice

The book „To Do – Development of Cultural and Creative Industries in Practice“ itself presents various methods for supporting creative industries in a very hands-on manner. It is structured into the main themes

TO DO

Still many things to do in creative industries support

  • Management and strategy
  • Building a network
  • Physical environment
  • Co-production
  • Knowledge development
  • Brand building
  • Professional development
  • Business development
  • Methods of measurement

and provides the reader with real hand-on practices. In short: a useful tool for  those who want to become supporters of creative industries, who already are and who want to improve their activities.

Outlook

As a handbook is still a handbook, it obviously cannot cover all aspects of creative industries support. The authors are thinking about expanding the handbook’s scope to a European dimension. One of the pending issues that will have to be addressed in the future is definitely the internationalization aspect that especially small CCI companies struggle with.

Further information:
http://generatorsverige.se
http://www.alexandersoninstitutet.se
www.cred.nu

Information about the Skåne office in Brussels
http://www.skane.se/sv/Skanes-utveckling/Ansvarsomraden/Region-Skanes-EU-arbete/Skane-European-Office/Reinforcing-Region-Skanes-presence-in-Brussels/

On Strategies for Creative Industries at city-regional level see e.g. Jo Foord (2008): Strategies for creative industries: an international review, Creative Industries Journal 1(2), pp. 91-113.

On international opportunities for the creative industries in the Dutch case see the final report “International opportunities for the creative industries” by Rob Aalbers, José Mulder, and Joost Poort for the Agency for International Business and Cooperation (EVD) of the Duth Ministry of Economic Affairs. (PDF)

 

Excursion to Sweden: Lessons on Warhol in Helsingborg and City Development in Landskrona

Excursion to Sweden: Lessons on Warhol in Helsingborg and City Development in Landskrona

Aurora af Helsingborg

Aurora af Helsingborg

Crossing Over

Crossing Over

As we’ve already stated before, it is difficult to be either in Malmö or Copenhagen without paying a visit to the respective other side. This time, we took the ferryboat to cross the Öresund in direction Helsingborg. Here we set off to SHIP (also home of THINK – see older post) to meet Nils Djurklou, project manager of the after work program After Warhol and founder of the Höganäs gruppen. Unfortunately the program was already in the first place designed to only last 9 month (from March to November 2012) and so we literally met Nils on his last day of „duty“ for the program.

After Warhol was a program run by the City of Helsingborg’s culture and economic department in close cooperation with different partner programs such as Boost Hbg or THINK, the city’s incubator and the headmaster of Lund’s university Helsingborg Campus. Its goal was to integrate culture and creative entrepreneurs with the business sector, to show how networking is possible and of course, as a result, to establish business contacts. These goals were adresses through 3 after work meetings and one seminar/workshop.

(For more information visit: http://helsingborgbusinessregion.com/sv/Start/Omoss/Framtiden-i-regionen/After-Warhol/)

 

Right after our meeting with Nils we hopped on the train to Landskrona. The city of Landskrona (30.500 inhabitants) is situated in between Malmö and Helsingborg on the coast facing Denmark. In the Skåne region, cities are developing arenas for cultural and creative industries (CCI). Since 2011 that development includes Landskrona as well, as a part of the national strategy that the Swedish government is leading. Landskrona used to be a prosperous shipbuidling industrial city until some decades ago and is now taking measures in creating a new industrial strategy with the CCI as one strategic factor.

This is the backdrop against which Sanna Lilje operates as project manager of KELA and ex-counselor of Selfmade.

Selfmade was set up to help creative people to develop and realize their ideas. Its vision was that everyone should be able to live from their ideas. Thus, besides the realization of ideas, the program’s goals were the professionalization of creatives and the growth of their network. The program ran from 2007 to the end of 2012 with 2 to 5 part-time employees in the cities Malmö, Helsingborg and Landskrona and was funded by the Malmö Folkhögskola, EFRE, Region Skåne, the Cities of Malmö and Helsingborg as well as the Development Foundation in Landskrona.

Each of the consultants was professionally experienced in the creative business sector(s) and had other freelance businesses going on besides their work for Selfmade. This was, in Sanna’s view, the smartest feature of the whole program, as it allowed the consultants to keep one foot in the same area as their „clients“, making them “professional buddies”. Sanna considers this kind of peer-to-peer situation as very important for counselling in the creative sector.

(For more information visit: http://selfmade.nu/)

KELA is set up for the period 2012 – 2014 and funded by the Region Skåne and the Development Foundation of Landskrona. The program’s mission is to contribute to a more vibrant and attractive Landskrona using sustainable cultural and creative businesses, relying on the input from the city’s CCI actors themselves.

By 2014, KELA wants to have created an overall supporting system for CCIs in the city and to be a project focusing on buidling networks, offering skill development and creating physical spaces for the cultural entrepreneurs that will remain in the city once the project is over as a part of the business development system. How is yet to be discovered.

So far, this is what KELA does: For competence development of CCI entrepreneurs, KELA hosts seminars on topics of interests, especially communication and branding. For experience and competence development, KELA also allocated five small scholarschips (20.000 SEK each), amongst others to help a local gallery invite artists (KELA’s financial support helped them pay for the travel and accomodation costs).

For the creation of space, KELA will open a “Creative House” which is supposed to be launched in the course of project.

This place could house:

  • An entrepreneurship / project management training for the creative and cultural entrepreneurs, in collaboration with Fridhem Folkhögskola,
  • Self Made – a pre-incubator with a large regional network and development competences
  • and offer jobs for those who are active in the house

Right now Sanna is working with 10 stakeholders from the CCI in Landskrona on a regular basis, but she estimates that there are about 150 people are active in the CCI in Landskrona, mostly painters and photographers.

Although targeted at CCI in the beginning, KELA’s nature has turned into a city life development project that uses CCI as a tool for general change.

(For more information visit: http://kelandskrona.wordpress.com/)

Research in Sweden, Trip 1, Day 5: Region Skåne

Research in Sweden, Trip 1, Day 5: Region Skåne

For our last day in Malmö we had managed to schedule an appointment with the very busy ladies Jane Nilsson (Culture and Business Developer) and Camilla Rydahl (Responsible for relations with R & D, and the academic sector) from the Region Skåne in their new building in the Western harbour district of Malmö.

The challenges of intercultural communication: new missions – new names

The challenges of intercultural communication: new missions – new names

Inside the Region Skåne-huset

Inside the Region Skåne-huset

Creative Capital Conference!

Creative Capital Conference!

The region’s engagement with culture and creative industries goes back to an initiative by the federal government that focused on the establishment of cooperations between the culture and business department. By then, some municipalities like Malmö had already developed programs to promote culture and creative industries.

Today, the region promotes six pilot projects, amongst others in the municipalities of Helsingborg (the Incubator THINK) and Lund (Creative Plot”). Moreover, the region is going to publish a creative industries strategy on Dec 8, 2012. It will build upon suggestions for strategy development for this sector by the European Union. 

Regional and Crossborder Cooperation

The region of Skåne is member of Generator Sverige, a non-profit association devoted to developing and promoting the cultural and creative industries in Sweden. At this level, the region Skåne cooperates with the other Swedish regions in the field of CCI. In general, being part of the larger Öresund region is seen as a central aspect of the region’s future development.

Innovation

Skåne seeks to become the most innovative region in Europe in 2020. The region has published several strategies describing the way to achieve this goal. A central aspect of this strategy is to turn away from cluster policy towards the development of open innovation arenas, serving as a meeting place for players from different backgrounds with different types of knowledge as described in the strategy “Developing new innovative areas and creative environments”.

 

Further links:

http://generatorsverige.se

www.skane.se/Public/Naringsliv/Dokument/InnovSkane4_ENG_minskad.pdf

www.skane.se