Researchers and practitioners suffer alike when it comes to cross-overs between creative industries and other sectors in the wider economy: Insights and empirical results are lacking to derive a theory as well as concrete guidelines, a double gap: Why and How ?
In a new – by the International Journal of Cultural and Creative Industries published – paper Frits Grotenhuis “describes four cross-overs in the Netherlands in the retail, smart industry, healthcare, and energy sectors. Based on these four cases, a model based on three phases in the development of cross-overs is proposed. Finally, guidelines for organizing cross-overs between creative industries and other sectors are offered.”
cross-over: theory and practical tipps
A cross-over model has been proposed with three phases:
(1) Quartermak- ing and investigating
(2) First pilot program and activities
(3) Upscaling and sustainable organization.
The practical lessons learned have been described as generic guidelines – pointing already to investment into staff and special skills, not only technology, business development or sales: Coordinating activities are one of the central bottlenecks ! They need to be addressed early in the process of cross-over innovation with the following practical profil:
“In first instance a quartermaker can be appointed who also investigates the feasability of a new cross-over. Later onwards, this may be a program manager who builds a strategic agenda, and coordinates different projects in addition to other networking activities. Coordination activities can consist of matchmaking, workshops, feasibility studies, network activities, or developing a concept of basic principles. This is important to develop and strengthen the cross-over network.”
a comment: “it is personal, you stupid !”
“No value creation without network creation! Economies of scale can be realized too – if one network serves for multi-sectorial and repeated value creations, the costs of building a network redeem quicker. Precondition are network members who individually live up to cross-sectorial competences and the patience to accept one´s own barriers at the cross-sections to other sectors. Being humble and being visionary at the same time is not an easy task for creatives in all sectors, but then cross-over networks would be indeed smart networks.”
Bernd Fesel, Director ECBN.