A business-like approach to heritage is becoming more crucial, as becoming a cultural entrepreneur is now a key trait for institutions.
Society is changing rapidly because of digitization and networking. The role heritage traditionally played is reassessed; new opportunities arise. Entrepreneurship, the ability to think out of the box and innovate into unexplored areas is more than ever a prerequisite for success, especially for knowledge sensitive organizations. The heritage sector, through its creativity, is well equipped to take up the challenges offered by the changing environment. However the new services that are designed and launched should also prove to be sustainable. This is a requirement for innovation to be successful and continuous. Therefore also a businesslike approach is needed to reap the fruit of creativity and hard work. It’s clear to us that the creation of value is the focus for this theme, but what strategies can link innovation and economics successfully together?
Business modeling was introduced to the heritage sector at DISH 2009. In 2011 we would like to hear how various organizations have used business modeling to make their innovation more successful since. We want to discuss business models that work and those that don’t. Tell us how the process of innovation is organized within your organization and what is the relationship with traditional management tools like strategic plans, planning en control cycles, project management and statistics? We would like to see contributions that take sides in apparent controversies like: free content and making money, commercial activities and government funding, traditions and rapid change, entertainment and meaning, quality and quantity, mission and sales, authority and openness.
Share with us your views on what skills and attitude it takes for an organization to be entrepreneurial and businesslike. We want you to present to us the strategy that gives your institute confidence for its future, within the heritage domain or even beyond.
The current practice of new value creation:
- User driven digitization
- Shared services
- National infrastructure
- Heritage and education
- Private funding
- Mobile services
- The public space
Regarding business model innovation. How to:
- Start using
- Embed in your organization control and innovation
- Define and work with patterns
- New research on collaboration, value creation and methodology
Theme coördinator: Marco Streefkerk