global creative spaces 2

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This document discusses creative spaces and clusters in the global ecosystem. It notes some common mistakes in creative cluster development, such as heavy initial infrastructure investment and lack of adaptability. It also discusses how to create the right atmosphere in creative spaces and ensure interconnectedness without going to an extreme. The document advocates for creative spaces that are hybrid, open source, sharable, resilient, iterative, and flexible. It suggests managing virtual creative communities globally and interculturally. Finally, it proposes business models for creative spaces that go beyond real estate, through investing in businesses and providing various services.

creative spaces in the
global ecosystem
Xin Gu (xin.gu@monash.edu)
Monash University

Too Many
Too Expensive
Too Isolated
Too Similar
The rise and fall of creative clusters in
China

Different kinds of space
• Creative clusters 2.0
• Creative spaces converging:
• Co-working spaces
• Incubators
• Hacker/Maker Space

Creative Cluster Development-
Common mistakes:
- Heavy initial infrastructure investment
- Not adaptable
- Dependent on large anchor tenants
- High maintenance cost

How to sustain ‘a plural dynamic
creative ecology’?

‘Local focused’ or ‘Local confinement’?
• CCIs are ‘naturally’ global businesses
• Some deadlocks in local cultural production can
only be resolved by those in another country
• Capital investment:VC, supply chain
• Information on global market trend
• Culture
• Space

Hybrid creative spaces:
co-working + incubators + hacker spaces

The largest co-working company in China
does not own any co-working space
• Open source
• Sharable
• Resilient
• Iterative
• Flexible use of the space
• Curated space
• Case studies: MOZZOS.COM

• How to manage a virtual
creative community?
• virtual means global
• inter-cultural
communication

Hacker/Maker Space
maker industry 3.0:
IDEAS+TECH+MAKING

Global projects leaving
local footprints
• representing local companies in global
operation
• positioning local city in the global creative
cities index
• evolving by being part of the global creative
community
• creative spaces should be key to discussions
around local economic development and
urban cultural policy

Business model beyond
real estate
• Investing in shares of businesses in return for rent
• Big data based market research
• Project management service
• VC opportunities overseas
• Commissioned research by offshore companies
• Commissioned research by local companies

Close proximity to a sharable resource is crucial

Global workspace should be the first thing on the list
of a creative SME

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global creative spaces 2

1. creative spaces in the global ecosystem Xin Gu (xin.gu@monash.edu) Monash University

2. Too Many Too Expensive Too Isolated Too Similar The rise and fall of creative clusters in China

3. Different kinds of space • Creative clusters 2.0 • Creative spaces converging: • Co-working spaces • Incubators • Hacker/Maker Space

4. Creative Cluster Development- Common mistakes: - Heavy initial infrastructure investment - Not adaptable - Dependent on large anchor tenants - High maintenance cost

5. How to retro-fit the interior?

6. Can we create atmosphere?

7. Interconnectedness gone mad?

8. How to sustain ‘a plural dynamic creative ecology’?

9. ‘Local focused’ or ‘Local confinement’? • CCIs are ‘naturally’ global businesses • Some deadlocks in local cultural production can only be resolved by those in another country • Capital investment:VC, supply chain • Information on global market trend • Culture • Space

10. Hybrid creative spaces: co-working + incubators + hacker spaces

11. The largest co-working company in China does not own any co-working space • Open source • Sharable • Resilient • Iterative • Flexible use of the space • Curated space • Case studies: MOZZOS.COM

12. • How to manage a virtual creative community? • virtual means global • inter-cultural communication

13. Hacker/Maker Space maker industry 3.0: IDEAS+TECH+MAKING

14. Global projects leaving local footprints • representing local companies in global operation • positioning local city in the global creative cities index • evolving by being part of the global creative community • creative spaces should be key to discussions around local economic development and urban cultural policy

15. Business model beyond real estate • Investing in shares of businesses in return for rent • Big data based market research • Project management service • VC opportunities overseas • Commissioned research by offshore companies • Commissioned research by local companies

16. Close proximity to a sharable resource is crucial

17. Global workspace should be the first thing on the list of a creative SME

global creative spaces 2

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