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    Latvian Design Industry and Creative Industries Cluster Experiences Latvian Design Industry and Creative Industries Cluster Experiences Presentation Transcript

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