This document outlines objectives for mapping and analyzing the creative industries in Northern Tallinn, Estonia. It discusses several areas in Northern Tallinn - SALME, NIINE, TELLISKIVI, and KATEL - and the role they play or could play in the local creative industry. It also examines reasons why creative industries prefer the area as well as shortcomings. Finally, it proposes future scenarios for how the city can better utilize creative industry potential through improved communication, experimentation, and targeted research.
Co creative companies developing city districtsmarija
This document discusses evidence-based urban policy and creative districts. It describes Movense Ltd, a company that aims to improve living environments through co-creation. It then discusses two areas in Helsinki - Arabianranta and Hernesaari. Arabianranta is presented as a co-creative campus that has undergone historical waves of development. Projects and cultural concepts developed there are outlined. Hernesaari is described as transitioning from a shipyard to a residential area, with the concept of "cultural dockers" proposed to generate new ideas through grassroots creativity. Workshops are discussed as a means of co-creating visions for Hernesaari. The conclusions highlight passion, very local approaches, living drama/action,
The document outlines Berlin's strategy for developing its design sector. It discusses conducting research on the sector's strengths, weaknesses, and potential. The strategy focuses on improving knowledge sharing and entrepreneurship support, establishing design hubs, and fostering cross-sector collaboration between design, technology, and industry. This includes creating a hybrid innovation platform linking universities and businesses and expanding funding programs to support international exhibitions and design services. The overall aim is to boost Berlin's profile as a hub for national and international design while preserving the sector's diversity.
The document summarizes information about the Helsinki region's employed labor force and regional gross domestic product from 1990 to 2007. It shows that both the labor force and GDP grew steadily over this period. The region has a vision of being a dynamic center for business and innovation to promote prosperity and benefit all of Finland. Living labs are discussed as real-life platforms for testing new services with users to achieve more acceptable solutions through open and co-creative innovation.
The document proposes suggestions to support creative industries and economic growth in cities. It recommends (1) supporting creative industry sector networks, (2) integrating business and financial support systems, and (3) providing spaces for creative animators. It also suggests establishing transnational policy networks and small- and medium-sized enterprise networks between cities to promote innovation, exchange of best practices, and opportunities for creative industries.
The document discusses a project between 11 European cities called Creative Metropoles that aims to stimulate creative industries and economic growth. The project focuses on improving local support systems for creative businesses through workshops and exchanges. The cities analyze policies, share best practices, and develop new ideas and instruments, especially around themes like business support, creative districts, finance, and demand for creative industries. The goal is for cities to work together to strengthen their creative sectors and Europe's global position in creative industries.
The document proposes suggestions to support creative industries and economic growth in cities. It recommends (1) supporting creative industry sector networks, (2) integrating business and financial support systems, and (3) providing spaces for creative animators. It also suggests establishing transnational policy networks to share best practices and connect businesses, universities, and policymakers. Transnational SME networks are proposed to connect small and medium enterprises between cities and take advantage of cultural diversity.
The document discusses a project between 11 European cities called Creative Metropoles that aims to stimulate creative industries and economic growth. The project focuses on improving local support systems for creative businesses through workshops and exchanges. The cities analyze policies, share best practices, and develop new ideas and instruments, especially around themes like business support, creative districts, finance, and demand for creative industries. The goal is for cities to work together to strengthen their creative sectors and Europe's global position in creative industries.
This document outlines objectives for mapping and analyzing the creative industries in Northern Tallinn, Estonia. It discusses several areas in Northern Tallinn - SALME, NIINE, TELLISKIVI, and KATEL - and the role they play or could play in the local creative industry. It also examines reasons why creative industries prefer the area as well as shortcomings. Finally, it proposes future scenarios for how the city can better utilize creative industry potential through improved communication, experimentation, and targeted research.
Co creative companies developing city districtsmarija
This document discusses evidence-based urban policy and creative districts. It describes Movense Ltd, a company that aims to improve living environments through co-creation. It then discusses two areas in Helsinki - Arabianranta and Hernesaari. Arabianranta is presented as a co-creative campus that has undergone historical waves of development. Projects and cultural concepts developed there are outlined. Hernesaari is described as transitioning from a shipyard to a residential area, with the concept of "cultural dockers" proposed to generate new ideas through grassroots creativity. Workshops are discussed as a means of co-creating visions for Hernesaari. The conclusions highlight passion, very local approaches, living drama/action,
The document outlines Berlin's strategy for developing its design sector. It discusses conducting research on the sector's strengths, weaknesses, and potential. The strategy focuses on improving knowledge sharing and entrepreneurship support, establishing design hubs, and fostering cross-sector collaboration between design, technology, and industry. This includes creating a hybrid innovation platform linking universities and businesses and expanding funding programs to support international exhibitions and design services. The overall aim is to boost Berlin's profile as a hub for national and international design while preserving the sector's diversity.
The document summarizes information about the Helsinki region's employed labor force and regional gross domestic product from 1990 to 2007. It shows that both the labor force and GDP grew steadily over this period. The region has a vision of being a dynamic center for business and innovation to promote prosperity and benefit all of Finland. Living labs are discussed as real-life platforms for testing new services with users to achieve more acceptable solutions through open and co-creative innovation.
The document proposes suggestions to support creative industries and economic growth in cities. It recommends (1) supporting creative industry sector networks, (2) integrating business and financial support systems, and (3) providing spaces for creative animators. It also suggests establishing transnational policy networks and small- and medium-sized enterprise networks between cities to promote innovation, exchange of best practices, and opportunities for creative industries.
The document discusses a project between 11 European cities called Creative Metropoles that aims to stimulate creative industries and economic growth. The project focuses on improving local support systems for creative businesses through workshops and exchanges. The cities analyze policies, share best practices, and develop new ideas and instruments, especially around themes like business support, creative districts, finance, and demand for creative industries. The goal is for cities to work together to strengthen their creative sectors and Europe's global position in creative industries.
The document proposes suggestions to support creative industries and economic growth in cities. It recommends (1) supporting creative industry sector networks, (2) integrating business and financial support systems, and (3) providing spaces for creative animators. It also suggests establishing transnational policy networks to share best practices and connect businesses, universities, and policymakers. Transnational SME networks are proposed to connect small and medium enterprises between cities and take advantage of cultural diversity.
The document discusses a project between 11 European cities called Creative Metropoles that aims to stimulate creative industries and economic growth. The project focuses on improving local support systems for creative businesses through workshops and exchanges. The cities analyze policies, share best practices, and develop new ideas and instruments, especially around themes like business support, creative districts, finance, and demand for creative industries. The goal is for cities to work together to strengthen their creative sectors and Europe's global position in creative industries.
The document discusses a network of 7 cities in the Amsterdam metropolitan area working together from 2007 to 2012 to promote opportunities for creative industries. The network aimed to match policies with the creative industries, provide services to creative businesses, and promote the region as a creative hub. It encouraged collaboration and knowledge sharing between members. The portal www.creativeamsterdam.nl/cm provided information and resources for participants.
The document outlines a network of 7 cities in the Amsterdam metropolitan area working together from 2007 to 2012 to create opportunities for the creative industries. The network, called Creative Amsterdam, aimed to match policies with the creative industries, provide services to support them, and promote the region as a creative hub. Key objectives included helping members exchange knowledge and experience and encouraging collaboration over working alone.
This document welcomes readers to Kidzone, a section about lava and Tokyo stories. It introduces three topics - Kidzone, lava, and Tokyo stories - in a short title with no further details provided.
Upsala creative metropoles stockholm march 2010marija
The document discusses the role of cities in supporting creative industries and developing creative districts. It provides statistics on employment in creative and cultural industries across Europe. It emphasizes that different sub-sectors of the creative industries have different location needs. Cities should identify their strengths and support startups and SMEs through business support services, affordable work spaces, funding, and networking opportunities. When developing creative districts, cities need to consider proximity but not at the expense of regional connections.
Delegates from 11 European cities met in Stockholm to share experiences supporting creative industries through the Creative Metropoles EU project. Research for the project found that cities have different understandings and approaches to creative industries. The conference highlighted best practices from cities like Stockholm, Tallinn, Berlin, Amsterdam, Barcelona, and Vilnius in strengthening creative industries through business incubators, design programs, cluster promotion, and regenerating old city districts. The project aims to make public support for creative industries more effective.
KreaNord is a Nordic steering group that operates in Sweden, Iceland, Norway, Finland, Denmark, and the Faroe Islands with the vision of making the Nordic region one of the leading regions in the global creative economy. It aims to do this through network activities, development initiatives, policy recommendations, and profiling activities. KreaNord's goals are to develop and promote the Nordic creative economy by coordinating efforts between the Nordic countries and initiating joint projects through a steering group, reference group, and expert working groups. Some of KreaNord's current projects include developing a Nordic web portal, roadshow, and workshops on financing and entrepreneurship in the creative industries.
Best practice - Business enhancement through cluster promotion & internationalisation - Mrs. Neus Mèlich, Officer of Business Development Service of the Catalan Institute of Cultural Industries. Department of Culture and Media of the Generalitat de Catalunya (Government of Catalonia)
Best practice - Creative industries and responses to place and culture - Creative industries strategy and workspaces, Aberystwyth and Three Mills Island, Bromley By Bow, London, Mr David Clarke
Best practice - Developing qualitative urban space with the help of CI – Park of Architecture – Vilnius, Mr Mindaugas Pakalnis, chief architect of Municipal Enterprise Vilnius Pan, Council Member of the Lithuanian Union of Architects
The document summarizes Amsterdam's policy on art factories and affordable studios ("broedplaatsen"). It discusses the goals of creating 1400-2000 spaces for artists and subcultural groups by 2000. It also describes the Bureau Broedplaatsen, which works with city departments, districts, organizations and housing corporations to manage broedplaatsen spaces and allocate them. The policy aims to support the city's cultural and economic base by providing affordable studio and work spaces for artists.
This document discusses future trends and business ideas from a conference on creative metropoles. It outlines three perspectives on the future - the predictable, possible, and preferred. Several weak signals and themes are presented, including co-creation, virtual life, and consumer values. Business ideas that were discussed include a networking platform for like-minded people, an open-source database for eco-labels, and a system to tune machines efficiently. The document concludes that exploring more countries, industries, and having an open mind can lead to useful ideas about the future.
The document discusses a network of 7 cities in the Amsterdam metropolitan area working together from 2007 to 2012 to promote opportunities for creative industries. The network aimed to match policies with the creative industries, provide services to creative businesses, and promote the region as a creative hub. It encouraged collaboration and knowledge sharing between members. The portal www.creativeamsterdam.nl/cm provided information and resources for participants.
The document outlines a network of 7 cities in the Amsterdam metropolitan area working together from 2007 to 2012 to create opportunities for the creative industries. The network, called Creative Amsterdam, aimed to match policies with the creative industries, provide services to support them, and promote the region as a creative hub. Key objectives included helping members exchange knowledge and experience and encouraging collaboration over working alone.
This document welcomes readers to Kidzone, a section about lava and Tokyo stories. It introduces three topics - Kidzone, lava, and Tokyo stories - in a short title with no further details provided.
Upsala creative metropoles stockholm march 2010marija
The document discusses the role of cities in supporting creative industries and developing creative districts. It provides statistics on employment in creative and cultural industries across Europe. It emphasizes that different sub-sectors of the creative industries have different location needs. Cities should identify their strengths and support startups and SMEs through business support services, affordable work spaces, funding, and networking opportunities. When developing creative districts, cities need to consider proximity but not at the expense of regional connections.
Delegates from 11 European cities met in Stockholm to share experiences supporting creative industries through the Creative Metropoles EU project. Research for the project found that cities have different understandings and approaches to creative industries. The conference highlighted best practices from cities like Stockholm, Tallinn, Berlin, Amsterdam, Barcelona, and Vilnius in strengthening creative industries through business incubators, design programs, cluster promotion, and regenerating old city districts. The project aims to make public support for creative industries more effective.
KreaNord is a Nordic steering group that operates in Sweden, Iceland, Norway, Finland, Denmark, and the Faroe Islands with the vision of making the Nordic region one of the leading regions in the global creative economy. It aims to do this through network activities, development initiatives, policy recommendations, and profiling activities. KreaNord's goals are to develop and promote the Nordic creative economy by coordinating efforts between the Nordic countries and initiating joint projects through a steering group, reference group, and expert working groups. Some of KreaNord's current projects include developing a Nordic web portal, roadshow, and workshops on financing and entrepreneurship in the creative industries.
Best practice - Business enhancement through cluster promotion & internationalisation - Mrs. Neus Mèlich, Officer of Business Development Service of the Catalan Institute of Cultural Industries. Department of Culture and Media of the Generalitat de Catalunya (Government of Catalonia)
Best practice - Creative industries and responses to place and culture - Creative industries strategy and workspaces, Aberystwyth and Three Mills Island, Bromley By Bow, London, Mr David Clarke
Best practice - Developing qualitative urban space with the help of CI – Park of Architecture – Vilnius, Mr Mindaugas Pakalnis, chief architect of Municipal Enterprise Vilnius Pan, Council Member of the Lithuanian Union of Architects
The document summarizes Amsterdam's policy on art factories and affordable studios ("broedplaatsen"). It discusses the goals of creating 1400-2000 spaces for artists and subcultural groups by 2000. It also describes the Bureau Broedplaatsen, which works with city departments, districts, organizations and housing corporations to manage broedplaatsen spaces and allocate them. The policy aims to support the city's cultural and economic base by providing affordable studio and work spaces for artists.
This document discusses future trends and business ideas from a conference on creative metropoles. It outlines three perspectives on the future - the predictable, possible, and preferred. Several weak signals and themes are presented, including co-creation, virtual life, and consumer values. Business ideas that were discussed include a networking platform for like-minded people, an open-source database for eco-labels, and a system to tune machines efficiently. The document concludes that exploring more countries, industries, and having an open mind can lead to useful ideas about the future.
28. Potentials!
_____________________________________________!
Phantastic Assets!
Technical University of Berlin!
28.000 Students!
4.000 Research Staff!
University of the Arts!
4.000 Students!
Research Institutes!
2500 scientists!
Many high tech companies!
But ...!
• unused sites 25.000 m²!
• vacant offices 84.000 m² !
• No space for Start-Ups and Spin-Offs !
29. Campus- Hybrid- Program!
_____________________________________________!
„Campus Reaktor“!
Based on the close physical !
neighbourhood of University !
of Arts and Technical University!
we create -!
• Open Innovation Program!
• Interdisciplinary teaching!
and research projects!
• Curricula, tutorials, graduate !
programs!
• Industry affiliation programs!
• Incubation center !
Photograph: Virtual Product Creation at Fraunhofer IPK, Berlin!
• Interdisciplinary Hybrid-Lab!
• Annual Hybrid Award!
30. Design Reaktor / Campus Reaktor SWOT
Strenghts Opportunities
- Amazing Cluster of hundreds of technical disciplines - Unique potential for an Open Innovation and Design-
and all kinds of arts on an inner city campus Platform
- Very strong Infrastructure - Support from all the main actors (Technical
- Open-Innovation approaches University, University of the Arts, Fraunhofer-
Institutes, National Insitute of Physics and Technics,
- Huge avalaibility of talent and creativity National Aerospace Center, and many more
- Combination of things that are already there with a
clever system into something new
Weaknesses Threaths
- No consciousness about that until two years ago - No agreement on a common mission and vision
- No transdisciplinary workgroups established yet - Bureaucratization
- Different business models - Loss of talent, know-how and sponsors because of
- Very slow processes in institutional administration too many regulations
- Bureaucratic obstacles - Loss of the basic of all: curiosity, experimental spirit
- No sustainable structure fort he projects yet and frankness