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Cultural Leadership Forum Taipei

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Presentation delivered at the Cultural Leadership Forum in Taipei on December 1st 2018. It deals with cultural leadership issues based on my experience at DesignLab, Waag Society, V2_ and Tetem.

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Cultural Leadership Forum Taipei

  1. 1. Cultural Leadership at Waag & DesignLab University of Twente Frank Kresin - f.j.kresin@utwente.nl - @kresin Managing Director DesignLab - Fellow Waag Society - Supervisory Board TETEM & V2_
  2. 2. Cultural Leadership Cultural leadership is the act of leading the cultural sector. Like culture itself, it comes from many different people and can be practised in many different ways. It concerns senior managers and directors in subsidized cultural institutions; public officials developing and implementing policy for the cultural sector; and a huge range of producers, innovators and entrepreneurs in small companies, production houses and teams. In the cultural world, nobody has a monopoly on leadership. Leading the cultural sector is practised in two different ways. First, it concerns competently managing the organisations of the cultural sector, ensuring that they are financially viable, legal and with well-organised staff. Second, it means leading culture itself - making work, productions and projects which show different ways of thinking, feeling and experiencing the world - bringing dynamism to the economy and wider society. British Council
  3. 3. Challenges Cultural organisations are geared towards producing new ideas. It is their production of these new ideas as performances, exhibitions, styles and sounds which makes them cultural. Balancing this priority, with the need to run a financially sustainable organisation and hopefully one that makes a positive difference to the world, is which gives cultural leaders a unique set of challenges • Defining value: never self-evident • Working in networks: never alone • Living dangerously: never repeat oneself • Societal impact: never self-self-possessed British Council
  4. 4. European Agenda New European Agenda for Culture 2018 The European Agenda for Culture aims to “harness the full potential of culture to help build a more inclusive and fairer Union, supporting innovation, creativity and sustainable jobs and growth”. For this, the Agenda has three strategic objectives: 1. Social dimension – Harnessing the power of culture and cultural diversity for social cohesion and well-being. 2. Economic dimension – Supporting culture-based creativity in education and innovation, and for jobs and growth. 3. External dimension - Strengthening international cultural relations.
  5. 5. Global Developments
  6. 6. Global Societal Challenges - https://ec.europa.eu/programmes/horizon2020/en/h2020-section/societal-challenges
  7. 7. Technological Epiphanies - http://www.singularity.com/
  8. 8. Increasingly Networked - https://en.wikipedia.org/wiki/Butterfly_effect
  9. 9. Declining Trust - https://www.slideshare.net/EdelmanInsights/2017-edelman-trust-barometer-global-results-71035413
  10. 10. United Nations Sustainable Development Goals - https://www.un.org/sustainabledevelopment/sustainable-development-goals/
  11. 11. The Role of
 Cultural Institutions in Societal Innovation
  12. 12. Responsible
 Arts and Design R&D Combining • Arts & Design • Technology & Innovation • Ethics & Philosophy Featuring • Activism • Creativity • Ownership • Collaboration • Empowerment
  13. 13. Upper Ground: Dominant Institutions Middle Ground: Cultural Institutions Lower Ground: Individuals, Activist Groups, Avant Garde & Change Makers Middle Ground Organisations
  14. 14. Middle Ground: Cultural Institutions Upper Ground: Dominant Institutions Lower Ground: Individuals, Activist Groups, Avant Garde & Change Makers Middle Ground Organisations
  15. 15. David John Snowden - Cynefin Framework - https://hbr.org/2007/11/a-leaders-framework-for-decision-making
  16. 16. Waag, Institute for Art, Science & Technology - https://waag.org
  17. 17. DesignLab University of Twente - https://www.utwente.nl/en/designlab/
  18. 18. V2_ Lab for Unstable Media Rotterdam - http://v2.nl/
  19. 19. Tetem Kunstruimte - https://www.tetem.nl/
  20. 20. Societal Impact noun /ˈɪmpakt/ 1. the action of one object coming forcibly into contact with another.
 "there was the sound of a third impact" 2. a marked effect or influence.
 “our regional measures have had a significant impact on unemployment" verb /ɪmˈpakt/ 1. come into forcible contact with another object.
 "the shell impacted twenty yards away” 2. have a strong effect on someone or something.
 "high interest rates have impacted on retail spending"
  21. 21. relational aesthetics* users as
 designers
 
 code 
 =
 culture learning by making 
 critical design 
 
 if you can’t open it, you don’t own it *a set of artistic practices which take as their theoretical and practical point of departure the whole of human relations and their social context, rather than an independent and private space Nicholas Bourriaud https://waag.org/en/about-us
  22. 22. Multiple Strategies for Impact Society Events Teaching Artistic Research & Development Spin offs Books Services Lobby
  23. 23. Creative Research Form - Context - Transformation Users as Designers - https://waag.org/sites/waag/files/Publicaties/Users_as_Designers.pdf
  24. 24. Users as DesignersUsers as Designers - https://waag.org/sites/waag/files/Publicaties/Users_as_Designers.pdf
  25. 25. Science 2 Design 4 Society - https://www.slideshare.net/kresin/designlab-university-of-twente
  26. 26. Multiple Research Themes Creative
 Care Creative
 Learning Future
 Heritage Future
 Internet Open
 Design Open
 Wetlab relevant emerging open Waag Research - https://waag.org/en/research
  27. 27. Sample Outcomes
  28. 28. DIY Biohacking Toolkit - https://waag.org/en/project/biohack-academy-biofactory
  29. 29. FairPhone - the Sustainable Smartphone - https://www.fairphone.com/en/
  30. 30. Empower
 Smart Citizens
  31. 31. Amsterdam Smart Citizens Lab - https://waag.org/sites/waag/files/2018-07/amsterdam-smart-citizen-lab-publicatie.pdf
  32. 32. https://www.waag.org/en/project/making-senseMaking Sense - http://making-sense.eu/
  33. 33. Making Sense - http://making-sense.eu/wp-content/uploads/2018/01/Citizen-Sensing-A-Toolkit.pdf
  34. 34. Strategy & Leadership
  35. 35. One Page Strategies One Page Strategy 2017, v1.1 2016 © Waag Society september 2016 Visie: Technologie is een bepalende en normerende factor in de samenleving. Het kritisch, ontwerpend onderzoek naar de grondslagen daarvan is essentieel voor het vormgeven van de maatschappij. Daarom geeft Waag Society met makers, gebruikers, kunstenaars en wetenschappers vorm aan open, eerlijke en sociale technologie. Missie: Waag Society draagt bij aan het ontwikkelen van open, eerlijke en sociale technologie. Daartoe bieden wij een unieke context voor interdisciplinair creatief onderzoek. We streven naar een zo groot mogelijke impact door het ontwikkelen van pilots en prototypen, opleiden van mensen, een publieksprogramma, opinievorming en incubatie. Strategie Aanpak Resultaten Onderzoek en ontwikkeling ñ Uitwerken en uitvoeren van Research Agenda 2017-2020 ñ Kwaliteitszorg vooraf, tijdens en na projecten inrichten ñ Actief participeren in lokalen, nationale en internationale netwerken ñ Onderzoek naar nieuwe labs ñ Structurele middelen voor 20% naar vrije ruimte ñ Interne reflectie tav. overkoepelende thema’s organiseren ñ Beeldbepalende projecten, prototypen en evenementen ñ Kwaliteit wordt expliciet, inzichtelijk en consistenter ñ Participatie in 5 nieuwe EU projecten ñ Minimaal één nieuw lab ziet in de komende twee jaar het licht ñ Per lab minimaal één goed beschreven vrij experiment ñ Minimaal vier nieuwe publicaties Communicatie en publieksprogramma ñ Iconische projecten identificeren en versterken ñ Regelmatige rapportage van bereikcijfers ñ Medewerkers in de spotlight zetten ñ Sociale mediastrategie opstellen en uitvoeren ñ Ruimte reserveren in publieksprogramma voor actualiteit ñ Actieve deelname aan prijsvragen en awards ñ Merk & impact WS versterken ñ Inzicht in en vergroting van effectiviteit communicatie ñ Medewerkers worden extern en intern als expert gezien ñ Toegenomen bereik en impact middels sociale media ñ Vijf bijeenkomsten aan de hand van actuele thema’s ñ Projecten en medewerkers vallen in de prijzen Valorisatie en incubatie ñ Marketing opzetten / versterken ñ Shop.waag.org uitbouwen ñ Relatie WS – Waag Products versterken ñ Academy programma opzetten ñ Nieuwe opdrachtgevers en opdrachten binden ñ Nieuwe producten en een grotere omzet ñ Twee nieuwe Waag spin-offs in de komende vier jaar ñ Academy gaat van ad-hoc naar structureel Organisatie en financiën ñ Intern talent signaleren en versterken ñ Versterken structurele financiering en balanspositie ñ Versterken managerial skills programma managers en projectleiders ñ Invoeren nieuw projectmanagement systeem ñ Salarishuis bijstellen ñ Opnieuw inrichten ICT infrastructuur ñ Mensen krijgen de kans om zich te ontwikkelen ñ Meer ruimte voor experimenten en publieksprogramma ñ Beter geëquipeerde programma managers & projectleiders ñ Meer inzicht in gerealiseerde & verwachte omzet en budgetten ñ Salarishuis is rechtvaardig en financieel haalbaar ñ Betrouwbaarheid en bruikbaarheid ICT is vergroot DESIGNLAB ONE PAGE STRATEGY 2018 Date: 11/12/17 © 2017 / 2018 DL Vision: DesignLab will realize new connections between university and society, by linking academic research and education to societal issues and challenges. We use creativity and interdisciplinarity to co-design answers to societal questions, and to anticipate social implications of technology during the process of innovation. By engaging students in our work, we establish new connections between research and education. By focusing on projects that are both scientifically challenging and societally relevant, we open up new sources of impact, and new sources of funding, combining private and public sources. Mission: DesignLab will be the obvious place to go to for research and advice on complex, interdisciplinary questions involving the interactions between technology and society that require a creative and cross-disciplinary approach. DesignLab will become a well-known and respected, sustainable hub for Design Thinking for societal challenges. It is closely aligned with Dutch, European and UN societal and sustainable challenges and builds up a wide portfolio of projects, and a network of talented and motivated researchers, designers and students. Strategy: Approach: Results: Research Ø Establish DesignLab research programmes Ø Extend Fellowship Programme Ø Establish Living Labs Ø Deepen Collaboration BMS Lab Ø Projects, Consortia, Research Portfolio, Budget Ø Commitment, (contract) research, advocacy & mentorship Ø Playgrounds for research & societal impact Ø Enhance HTHT profile of research Education Ø Host UT-wide Educational Programmes Ø Establish DesignLab Educational Model Ø Develop Educational Modules in S2D4S Ø Showcase Design @ UTwente Ø Attract more students, work on projects, enhance education Ø Unique design thinking profile to attract new students to UT Ø Distribute/disseminate skills and student assignments Ø Unified premium brand for design education and research Platform Ø Organise Cross- & Transdisciplinary Events Ø DesignLab University & Lectures Ø Co-location with Student Teams Ø Demonstrator Lab / Maker Nights Ø Attract people from various faculties & external stakeholders Ø Empowered students and staff with design (research) skills Ø Enhanced results, attraction and innovation buzz Ø More activity in ‘fuzzy front-end’ of innovation Impact Ø Extend Product Portfolio Ø Market Product Portfolio Ø Extend Design Thinking Leadership Ø Extend (Inter)national Affiliations Ø Assignments and research portfolio Ø Visibility, partnerships and assignments Ø Income, research portfolio, legitimacy Ø DesignLab becomes internationally recognized platform Organisation Ø Enhance sustainability Ø Staff for Success Ø Establish new ‘home’ within UT2020 & Governance Ø Implement Agile & Lean work methodology Ø Lowered ecological footprint; thought leadership Ø Enhanced capacity for research and facilitation Ø Wider impact within UT Ø Power to deliver & team alignment
  36. 36. Empowering Vision & Mission Vision 
 DesignLab will realize new connections between university and society, by linking academic research and education to societal issues and challenges. We use creativity and interdisciplinarity to co-design answers to societal questions, and to anticipate social implications of technology during the process of innovation. By engaging students in our work, we establish new connections between research and education. By focusing on projects that are both scientifically challenging and societally relevant, we open up new sources of impact, and new sources of funding, combining private and public sources. Mission
 DesignLab will be the obvious place to go to for research and advice on complex, interdisciplinary questions involving the interactions between technology and society that require a creative and cross-disciplinary approach. DesignLab will become a well-known and respected, sustainable hub for Design Thinking for societal challenges. It is closely aligned with Dutch, European and UN societal and sustainable challenges and builds up a wide portfolio of projects, and a network of talented and motivated researchers, designers and students.
  37. 37. Team Effort - Daniel Pink - https://en.wikipedia.org/wiki/Drive:_The_Surprising_Truth_About_What_Motivates_Us
  38. 38. Abraham Maslow - Motivation & Personality (1954)
  39. 39. https://en.wikipedia.org/wiki/Servant_leadership
  40. 40. shaped Artist / Scientist / Designer / Professional T
  41. 41. Annual Budget 3,5 M euro Local Government Arts Funding Creative Industries & Arts Fund National Research
 & Arts Funding EU Research
 & Arts Funding Training Fees Specific Domain Innovation Funding Consultancy Local Government Innovation Funds Waag Annual Financial Report (Dutch) - https://waag.org/sites/waag/files/2018-05/ANBI-Jaarverslag-2017.pdf
  42. 42. Risks • Take your existence for granted • Keep doing what you are good at • Succeed in all your efforts • Forget to build internal leadership capacity • Don’t invest in your network • Get carried away by content • Engage in group thinking • Don’t talk to your audience
  43. 43. Learnings
  44. 44. Build & Maintain Networks Diverse, wide, complementary, dependable
  45. 45. Value Quintuple Helix Involving governments, universities, businesses, non-profits, nature
  46. 46. Engage in Local Context Into towns, villages, communities, living labs
  47. 47. Empower Citizens Make people perform, think, express, doubt & act at their best
  48. 48. Tell Stories Make memorable stories - small acts, large image, big impact
  49. 49. Engage in Societal Debate Presentations, Articles, Rallies, Television Programmes
  50. 50. Learn from Transition Management And find the artistic / cultural niche to make Societal Change happen
  51. 51. But How?
 (cultural values)
  52. 52. It’s not the product It's the system
  53. 53. It’s not the method
 It's the stance
  54. 54. It’s not the present It's the future
  55. 55. It’s not (TM) It's (CC)
  56. 56. It’s not you It is us
  57. 57. Cultural Leadership at Waag & DesignLab University of Twente Frank Kresin - f.j.kresin@utwente.nl - @kresin Managing Director DesignLab - Fellow Waag Society - Supervisory Board TETEM & V2_

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