For Creative Lenses, we put together a unique consortium of fifteen arts and cultural organisations from nine European countries:
- Two international networks: Trans Europe Halles and IETM
- Six cultural centres: Kaapeli, Stanica, Manifatture Knos, P60 and Village Underground
- Two universities: University of Arts London and the University of Basilicata
- Two cultural agencies: Olivearte Cultural Agency and Creative Industry Kosice
- One municipality: City of Lund in Sweden
- Three theatre companies: ODC Ensemble, Cia Patricia Pardo and Projecte Ingenu
Throughout four years, the project partners produced 25 public events, 24 publications, 10 videos and 2 digital platforms. Here are the details:
2015 | Focus groups: field research was undertaken by the University of Basilicata to explore the needs, wants, expectations and challenges of arts and cultural organisations in several European cities: Amsterdam, Athens, Brussels, Helsinki, Lecce, London, Lund and Zilina. Around 180 arts professionals attended the focus groups and were interviewed.
Read the report.
2015-2016 | Forums: we organised eight one-day forums in several European countries. These events aimed to start a debate around the topic of business models in the cultural sector by sharing research, experiences and cases. More than 800 culture professionals and policymakers participated in the forums.
Oct 2017 | Conference SULA – Sustainability and Love for Arts: this two-day event brought together more than 200 international cultural managers, creative entrepreneurs and policymakers. The event offered training workshops, business model clinics and a creative business pitch competition.
2017 | Business Model Innovation Survey: this survey, conducted by BOP Consulting for Creative Lenses, revealed how non-governmental performing arts organisations and cultural centres are innovating their business models. Read the report.
2017-2018 | Catalyst programme and action-research: this was probably the most important activity of the project. Five cultural centres, two theatre companies and an organisation in transition between the two models explored and attempted to transform their business models and audience development strategies with the support of eight mentors.
A research team from the University of Arts in London added an action-research layer to the programme to understand what approaches were taken to business model change and why. The research explored the relationship between the values underpinning cultural work, the organisations’ particular missions and the need to produce sufficient income to sustain their activities.
Eight case studies and nine videos regarding the Catalyst cases are available here.