Latvian Design Industry and Creative Industries Cluster Experiences<br />prof.Dr. TatjanaVolkova<br />KasparsSteinbergs<br...
Agenda<br />Creative industries<br />Creative industry clusters and planning documents<br />Design industry<br />Audiovisu...
Creative industries - definition<br />  ‘The interface between creativity, culture, economics and technology as expressed ...
Creative industries<br />architecture<br />advertising<br />film<br />art and antiques market<br />designer fashion<br />t...
Creative industry clusters: planning documents<br />Long-Term CulturalPolicy Guidelines 2006-2015 “National State”:<br />“...
Report on creative industries and their policiesin Latvia<br />The following four major support areas were identified:<br ...
Meaning of design. Design industry contribution to sustainable competitiveness of the business<br />“…design is not just a...
Economical impact of design at…<br />Micro-economical level<br /><ul><li>creates high added value goods and services
increases export potentials
lowers costs (less waste, more efficient use of resources etc.)
increases profitability, company value and capability to generate sustainable competitive advantage</li></ul>Macro-economi...
increases country reputation
increases living standards and wealth</li></li></ul><li>What is dominating business strategy in Latvia?<br /> How broad so...
Development of design industry and “Design Ladder” framework<br />design development level<br />IV. Design as innovation<b...
Obstacles of design industry development in Latvia<br /> design is mainly interpreted as stylish element of luxury goods, ...
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Latvian Design Industry and Creative Industries Cluster Experiences

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Latvian Design Industry and Creative Industries Cluster Experiences

  1. 1. Latvian Design Industry and Creative Industries Cluster Experiences<br />prof.Dr. TatjanaVolkova<br />KasparsSteinbergs<br />Inga Jākobsone<br /> Miks Pētersons<br />TCI Regional Cluster Conference: Insipring Clusters in the Beginning of the New Decade<br />Tallinn, March 30-31, 2011<br />
  2. 2. Agenda<br />Creative industries<br />Creative industry clusters and planning documents<br />Design industry<br />Audiovisual media sector cluster<br />Main challenges<br />
  3. 3. Creative industries - definition<br />  ‘The interface between creativity, culture, economics and technology as expressed in the ability to create and circulate intellectual capital, <br />with the potential to generate income, jobs and export earnings while at the same time promoting social inclusion, cultural diversity and human development.<br />This is what the emerging creative economy has already begun to do.’ UNCTAD’s 2008 report Creative Economy<br />
  4. 4. Creative industries<br />architecture<br />advertising<br />film<br />art and antiques market<br />designer fashion<br />television and radio<br />performing arts<br />interactive leisure software<br />design<br />music<br />crafts<br />software<br />publishing<br />
  5. 5. Creative industry clusters: planning documents<br />Long-Term CulturalPolicy Guidelines 2006-2015 “National State”:<br />“setting up laboratories and business incubators,fostering development of creative industries clusters”<br />Latvian National Development Plan 2007-2013:<br />“to form a creative industry cluster that includes a number of SMEs whichensure continuous activity and to involve educational institutions anduniversities,suppliers and public institutions in developing the industry’slong-term strategy”<br />
  6. 6. Report on creative industries and their policiesin Latvia<br />The following four major support areas were identified:<br />quality of and access to creative industries education and information, raising awareness of creative industries;<br />business-related development (especially within the two prioritysectors – design and audiovisual media and multimedia, whichhave the largest export potential);<br />the exploitation of new technologies;<br />strengthening the research anddevelopment of the regulatory framework.<br />
  7. 7. Meaning of design. Design industry contribution to sustainable competitiveness of the business<br />“…design is not just about making something look good. […] Design humanizes technology and helps business appeal to the human spirit. […] Successfully forming and implementing strategic goals is a creative act in and of itself, and it requires leaders who share a fundamental understanding of the role of design in promoting culture of innovation throughout the business.”<br />Esslinger H. (2009), founder of frog design<br />designer<br />business<br />business thinking<br />creative thinking<br />In the synergy of both thinking models, new added value of the products, new solutions of processes and sustainable competitiveness is created<br />
  8. 8. Economical impact of design at…<br />Micro-economical level<br /><ul><li>creates high added value goods and services
  9. 9. increases export potentials
  10. 10. lowers costs (less waste, more efficient use of resources etc.)
  11. 11. increases profitability, company value and capability to generate sustainable competitive advantage</li></ul>Macro-economical level<br /><ul><li>increases country/regional competitiveness
  12. 12. increases country reputation
  13. 13. increases living standards and wealth</li></li></ul><li>What is dominating business strategy in Latvia?<br /> How broad society and business executives see design application? <br />Source: Authors’ primary survey on Design Industry Development Level in Latvia, 2010<br />
  14. 14. Development of design industry and “Design Ladder” framework<br />design development level<br />IV. Design as innovation<br />close collaboration of professional designer and business management to create sustainable competitiveness through innovation culture and capabilities of the organization<br />Finland, UK, Denmark, Italy<br />III. Design in organization processes<br />Integral, multi-disciplinary approach of business process; clear vision on WHAT and HOW design is integrated into processes<br />II. Product design<br />Design as styling; designer is involved at the final stage of product development for visual improvement <br />Latvia<br />I. No design<br />Design plays very limited role or no design at all<br />time scale<br />Source: authors research data (2010) input in Mollerup Designlab AS “Design Ladder” (2004) <br />
  15. 15. Obstacles of design industry development in Latvia<br /> design is mainly interpreted as stylish element of luxury goods, thus very limited demand for professional design services<br /> no public and business awareness of broad application of design to foster innovations, including social innovations<br /> dominate short-term business strategy with primarily focus on cost reduction (includes salary cuts, marketing budget cuts, less quality materials etc.) <br /> design is treated as additional cost position and it is considered as not appropriate method in time of economical instability<br /> lack of systematic political support in development of new tools and methods of innovations, including design-driven innovations<br />
  16. 16. Cluster elements of audiovisual media sector<br />Riga Motion Pictures Studio<br />National Film Centre<br />Latvian Academy of Culture<br />Cinevilla studio<br />Filmmakers Union of Latvia<br />Art Academy of Latvia<br /><35 smaller film studios<br />Latvia Film Producers Association<br />Riga International School of Economics and Business Administration<br />> 5 TV channels<br />
  17. 17. Is there any cooperation?<br />
  18. 18. Cluster life cycle of audiovisual media sector in Latvia<br />declining and transformation<br />1990<br />emerging cluster and development <br />???<br />1996<br />2011<br />embryonic cluster <br />stagnation<br />stagnation<br />2003<br />“museum”<br />
  19. 19. Main challenges<br /><ul><li>Develop long term vision and strategy of creative industries in more specific way, both at governmental and at business level
  20. 20. Improve education in creative industries with focuson innovation through new business models, tools and methods
  21. 21. Develop trainings, seminars and open panel forums of experts for industry participants
  22. 22. Foster cooperation and interaction between elements of potential industry cluster, strengthen role of cluster management and cluster internationalisation</li>

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