The word crisis originally comes from the Greek. It describes not only a precarious situation, but also a turning point. In this respect, crises are always also opportunities. As far as current crises are concerned, they certainly cannot be solved by the cultural and creative industries alone. But it is possible to find out what contribution the sector can make to the challenges. One possibility: unusual combinations of expertise and knowledge from the cultural and creative industries and other fields could be a key to being able to react to existing challenges with fresh ideas. Cross Innovation” is supposed to be a helpful tool for this. The “Initiative Kultur & Kreativwirtschaft der Bundesregierung” and the “Kompetenzzentrum Kultur- und Kreativwirtschaft des Bundes” (Competence Centre for the Cultural and Creative Industries of the Federal Government) have compiled a current dossier on this topic, which presents nine case studies of cooperative innovation processes and identifies their success factors.
“Recent economic, health and geopolitical events,” is how the dossier describes its background and aim, “make it clear that the economy and society must adapt to volatile and uncertain times in the long term. In the discussion about system transformation and the question of a socially just and CO2-neutral future, the cultural and creative industries (CCIs) are seen as playing an important partner role as ‘crisis navigators’ and ‘transformation facilitators’. Industrial renewal, but also the development of future-oriented markets, can therefore not be developed in isolation, but only in a network and through interdisciplinary cooperation”.
In order to be able to identify the success factors of cross-sectoral cooperations between creative professionals and companies from other economic sectors, networks, intermediaries and cross-innovation platforms that have initiated processes from which project innovations have emerged were used. The nine cross-sector innovation projects examined, which are described in more detail by means of profiles, range from road safety for cyclists to textile wind power and analogue participation networks to upcycling in the plastics industry.
Factors that must be fulfilled before the start of an innovation project were identified as important for success. These include educational work and expectation management, the appropriate matching of cooperation partners, financially and legally acceptable conditions of participation as well as the involvement and commitment of the management. At the process level, a process format that matches the degree of complexity and the task at hand, a working environment that promotes creativity, the use of creative methods and support from mediators and coaches are relevant. And on the social and interpersonal level, motivation and identification with the underlying task, mutual understanding and trust in the project team as well as the ability to develop a common language and way of working played a central role.
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