Helsinki berlin design sector


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Helsinki 2011

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Helsinki berlin design sector

  1. 1. Developing a Strategy for Berlin´s Design SectorFrom Research to StrategySenate Department for Economics, Technology and Women‘s IssuesDivision Communication, Media, Creative Industries | Projekt Zukunft9th March 2011
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  3. 3. About Projekt Zukunft  Part of the governmental body (Senate Department of Economics, Technology and Womens Issues)  Our aim is to optimize growth conditions and to stimulate innovation  We manage the cluster „ICT, Media, Creative Industries“ since 1997  We develop and implement policies  Approach: Top down- Buttom up- Process  We put a strong focus on interdisciplinary 3
  4. 4. Facts and FiguresCreative Industries 25.600 companies/ 168.000 employees/ 18,4 bill. € turnoveroverage Growth of all numbers compared to national levelDesignProduct/ Fashion/ Communication/ Fashion4.000 companies/ 14.000 employees/ 1 bill. € turnoverFunding Volume: 1 Mio. € for Design/ Fashion p.a.
  5. 5. What we believe in  Design is one of the key driving forces behind economic, social and scientific progress  Design industry functions as a source of ideas, it offers methods of trans-disciplinary thinking and triggers innovation, growth and employment  Goal is to take full advantage of design´s interdisciplinary potential  Challenges: limited resources/ multi- stakeholder process/ interest 5
  6. 6. Timeline Creative Industries/ Design 2005 1st Creative Industries Mapping Report 2005 Roundtable Design => developing fields of action 2006 UNESCO Network/ Certification as City of Design 2006 1. Creative Conference/ International Relations 2007 Steering Committee 2008 New Instruments (Venture Capital/ Microloans/ Coaching) 2009 2nd Creative Industries Mapping Report 2009 2. Creative Cities Conference 2010 RE-THINK 2011 Analysis Potential of Berlin´s Design Sector
  7. 7. Fields of Action Design Sector until 2010  Supporting networks CREATE BERLIN/ IDZ Berlin  Cofinancing presentation platforms like shops for Berlin products as well as DMY International Design Festival and Berlin Fashion Week in Berlin  Cofinancing more than 30 design presentations/ exhibitions around the world  Establishing fashion and design competitions (Invest in companies with potential)  Supporting further education moduls like DESIGN & COMPANY/ IMPROVE  Investing in joint innovation processes DESIGN REAKTOR BERLIN  Establishing design hubs like MODULOR etc.  Analysis of the potential of Berlin´ Design Industry 7
  8. 8. Best Practise BERLIN FASHION WEEK   170.000 B2B vistors   4 fairs/ 120 shows & presentations   15 Mio. € media value per season   70 – 90 Mio. € economic effects   Coordination of all stakeholders   Show slots for young designers   Fashion competition   Support ECO fashion platforms   Funding Volume: 500.000 € p.a.
  9. 9. More than 30 presentations/ exhibitionsof Design from Berlin around the world since 2006(Milan/ Paris/ London/ Moskow/ Kopenhagen/ Tokio/New York/ Shanghai/ Kobe/ Montreal etc.)
  10. 10. Best Practise BERLIN DESIGN REAKTOR   Multi-disciplinary project of Art University   Know-how transfer => innovative products   Funding volume 390.000 €    52 SMEs from Low to HighTech   150 students/ 11 chairs of University   Experimental workshops   Market potential & feasibility of ideas   57 prototypes & 6 patents   Music drop/ neck brace for dogs/ tea ready/ voice to embroidery pattern   Strenghtening relations design - 10
  11. 11. Process of Strategy Building 2010/ 2011 RE 11
  12. 12. Process of Strategy Building 2010/ 20112010  Changing context of blurring creative markets  Internal changes of “design” (and of creative) markets  Designing a study in the design market “PPPP” persons – processes – practices - perspectives  Various results (1. strengths / weaknesses –– 2. knowledge transfer)2011  Concequences and steering measures  Publishing of study: Potential of Berlin´s Design Industry  Discussing strategy draft in roundtables/ conferences 2011  Calls for projects which strengthen design sector and 12
  13. 13. Research 13
  14. 14. Status Quo of Berlin´s Design Industry
  15. 15. Process of Strategy Building 2010/ 2011STRENGHTS  Broad heterogeneity: 95% small scale companies / individual interests  Great experiences to self organize and to promote niches  High standards of experimentation and niche expertise  Creative artistic innovation  Process-oriented approachWEAKNESSES  Average to low salary levels, high Fragmentation/ aggregation of interests needed  Highly competitive market: tendency to crowd out  Low level proximity to technological innovation/ handicrafts  Experimental behavior, undeveloped entrepreneurial skills  Few manufacturing structures  Weak internal networks compared to other creative sectors  Lack of clarity about existing economic support programs  Necessity to take more risks on official 15
  16. 16. Organizing a Strategy Process   INCENTIVES: Improving working conditions for startups/ micro businesses   PROFESSIONALISATION: While preserving diversity   NEW INTERFACES: innovative interactions and production processes   CROSS INNOVATION: Strengthening economic potential/ cross interaction   NETWORKS: Intensifying international collaboration   GOVERNANCE: New ways of strategy building in quickly changing markets 16
  17. 17. Process of Strategy Building 2011 THINGS TO 17
  18. 18. Fields of Action Design Strategy 2011KNOW HOW  Providing BUSINESS TOOL KIT for startups  Consultant pool for production/ distributionHUBS FOR CREATIVE ENTERPRISES  Supporting design hubs: mix of offices, contact points, showrooms, labs and presentation area  Forcing collaboration by offering space for networks and companies  Establishing HYBRID PLATFORM (Design & Technology) 18
  19. 19. Hybrid 19
  20. 20. Hybrid Platform   Platform for interdisciplinary cooperation and innovation   University + research + industry   Physical neighborhood of 2 universities, companies and research institutes   Interdisciplinary research projects   Industry affiliation programs   Interdisciplinary incubator   Funding volume: 75.000 €  20
  21. 21. Fields of Action Design Strategy 2011 ACCESS TO FINANCE   Broadening Foreign Trade Program   Currently: Cofinancing more than 30 design presentations/ exhibitions around the world   Opening BERLIN´S INNOVATION VOUCHER PROGRAM for design services (former times: only technological innovation)   Appr. 7.000-15.000 Euro per case CROSS INNOVATION – LINKING DESIGN & INDUSTRY   Forcing collaboration by offering space (Co-working like Betahaus) for networks and companies   ID BERLIN/ INDUSTRIAL DESIGN product presentation on industrial trade shows (IFA, Grüne Woche, ITB) Open questions… 21
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  23. 23. Objectives for Strategy Building  Understanding Berlin as a hub for national / international design  Expanding of online information tools/ portals for CI/ design  Adjusting of supporting programs to companies´needs  Accepting longer cycles to obtain quality  Stabilizing networks and platforms  More targeted communication and information  Boosting innovation potential of Berlin´s design sector within the sector but also at the interfaces of science, technology and industry  Promoting closer relationships betw technology and design universities  Promoting partnerships betw micro enterprises and established 23
  24. 24. Objectives for Strategy Building  Tonia Welter – Betahaus indep. Co-working Space  Jürgen Schepers – Chamber of Commerce, Berlin  Cornelia Horsch – International Design Zentrum Berlin  Jörg Suermann – DMY Design Festival, Berlin  Marc Piesbergen – Design Reaktor 24
  25. 25. Contacts Tanja Mühlhans, Creative Industries Initiative  Senate for Economics,Technology and Women´s Issues, Berlin  Dr. Bastian Lange, Multiplicities‑Berlin / HU Berlin  Matthias Dietz, Schindler Parents Identity GmbH