• ClickCourse Code

to edit Master : ENTR6987032

text styles
– Second level
Course Name : Creative & Cultural
• Third level
Entrepreneurship
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» Fifth level
Effective Period : 2022

Session 13. The Changing Economic

Landscape
Rosamund Davies & Gauti
Sigthorsson
 Outline

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Overview
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Novelty, Risk, and Change
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Changing Work Routines and Work Cultures

Changing Structures and Models

 Overview
Change is
constant in
the creative This change also
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industries, the Master text styles makes working in the
creative creative industries
–industries
Second level both compelling and
• Third
might loselevel challenging.
their
– Fourth level They also offer
relevance and » Fifth level opportunities to
meaning work in exciting
under new, environments with
changed intelligent, stylish,
circumstances and talented people.

they generate Workers need to keep up

new things with new developments
without and new skills. There is
guarantees that always the risk of one’s
they will be experience and training
embraced by becoming technically
audiences, outdated or
consumers, aesthetically
customers, or outmoded.
clients.
 Factors of today’s business
landscape
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– Second level Innovation and
Globalization
• Third level Changing
– Fourth level Strategies
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Flatter and M&A /

Leaner • Globalization Restructuring /
Change Spin Offs

Technology Marketplace
Disruptions

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Executing business strategies
in today’s VUCA world is
challenging
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– Second level
• Third level
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Growth in New
Mergers & Consolidation and
and Emerging Innovation Customer Loyalty
Acquisitions Restructuring
Markets

“It is not the strongest of the species that survives, nor the most intelligent that
survives. It is the one that is the most adaptable to change.” - Charles Darwin

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 To grow and compete in a
VUCA world
• Today’s leading organizations are generally nimble, constantly
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embracing change and correctly aligning their people to critical
– Second level
business strategies.
• Third level
– Fourth level
These organizations focus on the
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Pillars for Growth:

• Talent
• Culture
• Agility

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
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Why learning
– Second level agility • Companies with greatest rates of highly
• Third level
matters tolevel
– Fourth business learning agile executives produced 25%
higher profit margins compared with peer
performance
» Fifth level
companies.
Korn Ferry 2013

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 • Click to edit Master text styles Learning agility is the
– Second level ability and
Learning
• Third level
– Fourth level willingness to learn
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from experience,
agility and subsequently apply
that learning to perform
successfully under
new or first-time
conditions.

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Learning agility factors

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 Mental
agility
Those with this type of

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– Second level
• Third level
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Are very curious.
Get to the root causes.
Have a broad perspective.
Find parallels and contrasts.
Question conventional wisdom.
Find solutions to tough problems.

http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 People
agility...
Those with this type of

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– Second level
• Third level
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Understand others
Are skilled communicators
Enjoy helping others succeed
Are comfortable with diversity
Handle conflict constructively
Use others effectively
http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Change
agility...
Those with this type of

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Enjoy tinkering with things.

Often introduce new perspectives.
Strive for continuous improvement.
Can take the heat and pressure of change.
Understand impact of change and how to manage it.
12
http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Results
agility...
Those with this type of

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Build high-performing teams.

Are very flexible and adaptable.
Perform well in first-time situations.
Driven by challenge.
Accomplish things against the odds.
http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Self-Awareness
agility...
Those with this type of

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– Second level
• Third level
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SELF

Actively seeks feedback.

Tend to be self-reflective.
Is candid to a fault about self.
Sensitive to their impact on others.
Know personal strengths and weaknesses.
Take corrective action based on feedback
http://www.afpnet.org/files/ContentDocuments/2014LA_EducationSlideshow_Agility.ppt
 Novelty, Risk, and Change

• Hedging against the

• Click to edit Master text styles future risk through:
– Second level • Diversification
• Increased size
• Third level
• New partnerships
– Fourth level
• Extend networks
» Fifth level

Audience or
customer
characteristic
today
• Easily bored
• They want to see,
hear, and experience
something Driven factors
interesting or
different
• cultural
• Aesthetic
• Technological
• Economic
 Changing Work Routine and
Work Culture
• Adapt talents, skills, and experiences to new
How to deal with circumstances.
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Increase soft skills ability.
– Second level • Trying new tools, new idea, and new ways of working.
• Third level • Factors: Creative workers do not remain in their
– Fourth level twenties forever, they maturing, having relationship,
» Fifth level and other responsibilities.
• They should think about alternative career paths with
their improved and adapted skills and capabilities
• For older workers, there are further challenges that are
not offset by experience and long track record.
Changing personal
• 1. There is the constant threat of one’s skills and
circumstances
training becoming their either outdated or falling out
of fashion.
• 2. one’s network of contact can quickly become
outdated.
• 3. An interruption in the flow of work, can be caused
by childrearing, other caring responsibilities, or health
problems.
In creative industries, creative works is often as much about style as
technical skills, and changing aesthetics standards can make as much of
difference as technical changes
 Changing Structures and
Models
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Institutions
themselves and changing then
werelevel
– Second founded
reshape their can compete
upon
• Third levelone business with others
–medium
Fourth level
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models companies.

Example:
Shifting their
But still publish
business online
The Guardian printed daily
onto mobile
newspaper
media
Integrated newsroom that does not separate web from print
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Thank You