COMPETITIVE KNOWLEDGE · 2017. 9. 12. · copy: anders billow, technosapiens. production: the...

COMPETITIVE KNOWLEDGE

YOU MAKE IT POSSIBLE

In the middle of a business landscape stands the Alexanderson Institute. It is here, in this commercial ecology, that the vital seeds of “Competitive Knowledge” are sown. You just need to plant them correctly and watch them grow.

PHOTOGRAPHY: MIKAEL GÖTHAGE (unless otherwise stated).ILLUSTRATIONS: TREATIV. COPY: ANDERS BILLOW, TECHNOSAPIENS.PRODUCTION: THE ALEXANDERSON INSTITUTE.PRINTING: LENANDERS GRAFISKA AB.PRINTED IN: KALMAR 2013.

AIALEXANDERSON INSTITUTE

1. IDA BOSTRÖM, PROJECT COORDINATOR

2. MARCUS LINDBORG, CONSULTANT

3. ANNA LINTON, PROJECT MANAGER, CRED – CREATIVE DESTINATION HALLAND

4. MAGNUS FALK, PROJECT MANAGER, EMC – ENERGY AND ENVIRONMENT CENTRE

5. ULRIC BJÖRCK, CEO

6. ANDERS HULTÉN, PROJECT MANAGER, CRED – CREATIVE DESTINATION HALLAND

7. CARMEN MANGAS, CONTROLLER

8. LOUISE WALLMANDER, PROJECT COORDINATOR

9. ULF PETÄJA, SENIOR LECTURER, HALMSTAD UNIVERSITY

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THE ALEXANDERSON INSTITUTE 98 THE ALEXANDERSON INSTITUTE

DEVELOPMENT LAB

When you pass through the doors of the Alexanderson Institute, it is like setting foot in an advanced international development lab. In here, new and exciting methods are created to promote future growth. What is unique about our approach? In a word, open-ness. Every window is wide open. We are always look-ing for the best sources of experience and knowledge, while continuously developing new tools. We mix every-day ingredients of many and varying kinds, and we are happy to let others contribute to the result. We season with untested approaches and new solutions. There is a great deal of fresh thinking in everything we do at the Alexanderson Institute.

But creativity does not automatically lead to success. Instead, development is driven by experimentation, while also letting those around us contribute, become engaged and judge what we do – often receiving a surprise or two in the process. The important thing is that the results of these efforts provide insight, vitality and value to others. We want everyone who contributes to help ensure the results are passed on. That is how organic development is created. §

The euphoria of fresh thinking is hard to resist. But taking the decisive step to real-life success is not always easy or obvious.

Ulric Björck, CEO at the Alexanderson Institute, has extensive experience of management and board mem-bership in both business and academia.

Ulric is also head of Campus Varberg and Principal of Adult Education in Varberg – which, together with Campus Varberg and the Alexanderson Institute comprises the Centre for Lifelong Learning in the Municipality of Varberg.

AN INTERNATIONAL

10 THE ALEXANDERSON INSTITUTE THE ALEXANDERSON INSTITUTE 11

growth of digital infrastructure. For the first time in his-tory, groups of individuals, companies and organisations can establish value links in new ways. Who is to say that a person or company, or even a municipality, derives the greatest benefit from its clos-est neighbours, when it is just as easy, or even easier, to maintain contact and exchange experience with kindred spirits on the other side of the world? Thanks to its growing international networks, the Al-exanderson Institute has created strong links to a value- based region. Every day, we meet people and organisations who are on the same wavelength as we are – and who want to partner with us in developing the future. In Halland, we are the leading player in the new inter-national value arenas. We open doors. We give all those in our networks access to these arenas. And this is just the beginning.

A GROWING KNOWLEDGE ORGANISATIONThe Alexanderson Institute and Campus Varberg are developing in tandem and have built up unique network-

based structures. The Alexanderson Institute through the CRED, EMC and COMMIT networks, as well as in-volvement in several key EU projects. Campus Varberg through the university programme and vocational col-lege, in conjunction with other seats of learning and complemented by key contacts in business and the public sector. The roles of mediator, meeting place and motor for education and competitive knowledge both unite and complement. §

The Alexanderson Institute takes its name from researcher and inventor Ernst Alexanderson (1878–1975). He was originally from Sweden, but spent most of his life in the USA, where he patented no fewer than 346 inventions.

REVOLUTIONARY YEARSA few years have passed since the official opening of the Alexanderson Institute, or AI as we call it. The concept of “Competitive Knowledge” is central to the institute’s philosophy. Our interpretation is clear: we always start from the conditions and needs of those around us before adding the value and benefit that is de-manded. We have pursued this approach in real-life situ-ations – with striking results. Right from the beginning, we had a strong position, enjoying goodwill within the EU-financed projects we participated in. And throughout these years, we have strengthened our position. Today, we are seen as a potential partner in many of the development programmes that established organi-sations compete to take part in. The reason for this is largely thanks to the way we successfully deliver value for money. It is through this funding and the tangible benefits of-fered by international networks that value is created for us in Halland and in the regions we work with. It’s about give and take – and building confidence between people.

THE THREE WISE MsWe are constantly striving to clarify not only our role in the complex interplay of synergies around the region’s development, but also how business and public organisa-tions can expect to benefit. We explain this through our three Ms – mediator, meeting place and a motor for competitive knowledge. Our activities revolve around these concepts. The Al-exanderson Institute facilitates the flow of knowledge, experience and competence. We offer an infrastructure for creating meetings and networks, which, in turn, gen-erate new ideas, methods, business and returns. The motor, the third component, is a result of the other two.

A POSITION IN THE VALUE SOCIETYThe Alexanderson Institute is located in Halland. This is where we have our roots and where we wish to share our success. Equally important for the future is being part of the same value region. Today, value solidarity is even more important than physical solidarity – thanks to the rapid


IN PRACTICE

Growth and development are difficult to predict, often occurring where we least expect them. On the other hand, politicians can ensure there is a strong, flexible and easy-to-use infrastructure, creating the conditions needed for growth. An infrastructure that makes it easier for society to transition to the economy of the future. Creative destruction, or the dismantling of old structures that are slow to change, is usually at the heart of this process. It is, of course, easier to manage this kind of dismantling if there is a living infrastructure at the base that helps new thinking flourish.

The European Commission’s growth strategy for Eu- rope 2020 is the platform for such an infrastructure. Three areas have been prioritised: smart growth, sustainable growth and growth for all.The other part of Europe 2020 relates to money. Re-sources are channelled through various EU funds and programmes – but competition for funding, both nation-ally and internationally, is tough. If you go deeper into the strategy and directives, you will find that the Alexanderson Institute is well placed to share in these resources. §

The Alexanderson Institute has applied to participate in 21 EU projects, 18 of which have been granted. We have the leading role in ten of them.

Sweden’s IT and Energy Minister, Anna-Karin Hatt, visited the Alexanderson Institute and EMC in spring 2013.

The visit was part of the minister’s job of meeting and listening to those who are driving development and and generating fresh ideas in the fields of IT and energy.

COMPETITIVE KNOWLEDGE


Our most basic role is to look for opportunities. We then formulate project assignments and apply for funding on the basis of demands we have already assessed in the region, or we identify matching EU projects that are already on the way to being established. In many cases, we are asked to partner in various programmes. Our job is then to match the opportunities with actual needs among the region’s businesses. Often our international contacts open doors to knowledge, specialist competence and research that would other-wise remain closed. Best of all is when individual companies or clusters start the ball rolling themselves and present ideas on what they want to accomplish. Our role is to give advice on suitable projects and to be a mediator between these companies and potential stakeholders in our networks.

NEW TEAMS AND NETWORKSAll projects established by the Alexanderson Institute are intimately connected to our three Ms: mediator, meeting place and motor.

By attracting a mix of participants, meetings and pro-cesses can be created that would not otherwise arise. This is where new seeds come from today. The aim is to give them a proper chance to grow. In the ecology of regional business, active networks are an important tool. The role of the Alexanderson Insti-tute is to ensure that people who would never normally meet have an opportunity to do so. In parallel, we also organise seminars, presentations, workshops and inspirational meetings – to enable Indi-viduals and companies to exchange knowledge, compe-tence and experience. Another key reason is to provide actual business opportunities. EMC and CRED are two networks we helped to es-tablish and develop. A significant chunk of the funds we make available is channelled through these. New networks then become established, each with its own focus. From an EU perspective, the differences and similari-ties between the countries and regions of Europe are an important source of problem-oriented input, cooperation and exchange of information. One of the purposes of the

THE KNOWLEDGE NEEDED TO COMPETEBig companies operating on a global stage provide a significant boost to the development of regional busi-ness. With their financial clout, they propagate their own growth into their surroundings and have resources ear-marked for furthering their own development. These companies are important as a basis for knowl-edge and competence development, innovative power and international influence. On many occasions, their influence is vital in bringing our projects to fruition. For us, small and medium-sized companies also pro-vide an important development arena. However, they often lack resources to monitor the market, test new business models or do applied research. They are al-ready fully committed to their existing business, staying competitive or streamlining their operations. A third group is made up of all the embryos and business ideas that are waiting to be exploited. Entrepreneurs often lack the time, opportunity or funding to realise their ideas. In the heart of this landscape stands the Alexanderson Institute. It is here, in this commercial ecology, that the

vital seeds of “Competitive Knowledge” are sown. You just need to plant them correctly and watch them grow.

EU RESOURCES CAN INJECT ENERGYThe basis for success is funding. In this respect, fortune has smile on us. Since its inception, the Alexanderson Institute has applied for 21 projects and been accepted for 18. Not only that, we play a leading role in ten of them. Naturally, many wonder how we have been able to achieve this. The answer is simple, although hard to imitate. Primarily, we have focused on attracting cutting-edge competence to manage the EU projects. We have then complemented this with a goal-oriented and accessible development climate. The project developers receive rapid feedback on their efforts, also getting credit for results achieved. This culture drives activities forward. Secondly, we have worked hard and successfully at involving business in projects funded by the EU. This ef-fort has been praised and appreciated by many different stakeholders. We work on three fronts simultaneously.

In the regional business ecology, busi-ness ecology, active networks provide a vital tool. The role of the Alexander-son Institute is to ensure that people who would never normally meet have an opportunity to do so.

Secondly, we work very hard and successfully at involving business in projects financed by the EU. Our ef-forts have been greatly appreciated.


EU’s inter-regional and sector programmes is to increase this exchange. In projects connected to EU programmes, we believe our regional networks and the companies active in them should be admitted to share in the opportunities. We have many success stories to demonstrate this.

ADMINISTRATIVE EXCELLENCE GIVES ROOM FOR MANOEUVREOne of our unique basic components is “optimisation of processes”. When private companies first encounter the working methods and routines within the EU programmes, many find them complicated. We see this as a meeting of two different cultures. Here, too, AI has an important role to play. Our solution is to optimise the processes. We have synchronised our systems for product development, ap-plications, implementation and reporting. This makes the business of project management easier for those involved at each stage of the project, including the par-ticipating companies, project partners, ourselves, the rel-

evant authorities, both nationally and at a European level. We have also put a great deal of effort into developing an approach and a partner model for those companies taking part in our activities. The stress on participants is minimal, leaving them to focus on the issues at hand: business development, knowledge transfer or market-ing, for example. This model is appreciated by our participants and has contributed to the positive response we have received. It is easy to work with the Alexanderson Institute.

COMMIT IS THE BEGINNING OF THE NEXT NETWORKEMC and CRED are two successful networks sprung from the Alexanderson Institute. EMC grew out of an expressed need for regional businesses to collaborate. CRED originated from activities we organised for crea-tive and cultural businesses in the region. These are two concrete examples of active networks established by the Alexanderson Institute through two different approaches.

The natural question an institute such as AI asks itself is, “Is there a need for more networks in the region? If so, what and how?” A general investigation quickly pointed to IT. This is also an area closely linked to the EU’s goals. In cooperation with all the commercial of-fices of the municipalities in Halland, we gauged at-titudes and interest among companies in the region with a connection to IT. 55 companies took part in Varberg, corresponding to to 73% of the target audience. It was an excellent start. A series of presentations and workshops began the task of summarising needs, in the form of questions that were found to be common to all and could repre-sent the basis for a new network. Since then, the Alex-anderson Institute has continued, through COMMIT, to organise a number of different activities, partly to create an initial structure for personal meetings and partly to encourage new groupings and identify focus areas. In the classic style of the Alexanderson Institute, analysis of our surroundings and breaking down bar-riers were important. Participants have visited the In-

novation Fair in Göteborg, completed a crowd-funding workshop and begun work on internationalisation is-sues. One of the next steps is a seminar on e-trading with the help of companies in the region that are al-ready involved. §

Spread the Word was an event that brought together participants from 11 European countries to work together on ways to spread the word about the results of EU projects.

One example of how the Alexanderson Institute works with networks and in-dustries is the start-up of COMMIT, a network to gather and strengthen IT in-terests. Those involved include Joakim Jardenberg and Mikael Ahlström, two of Sweden's leading experts in digital and social media.


THAT COUNTS

In the transformation of the economic landscape that the EU is currently engaged in, it is our belief that the EU’s programme funding is, and will continue to be, vital for the new and growing development map. We decided from the beginning to be an important channel for these resources from a regional perspec-tive, which brings great responsibility. We also strive to maximise returns on the funds with which we have been entrusted. Our aim is to provide something the world around us can benefit from, helping to promote growth and development. In concrete terms, we have distilled this into four strategic focus areas and our ambition is to be among the best in the EU.

• Strategic intelligence• Project reporting• Process models• Communication

These are the four areas that have made the Alexan-derson Institute an attractive partner and have helped us to engage so many participants in our projects and other activities. §

A player of the Alexanderson Institute’s calibre must always be at the forefront. That is why we set ourselves tough targets.

Erland Linjer is Senior Advisor at the Alexan-derson Institute. His job is to be a sounding board and strategic support to management and employees of the institute.

Erland has extensive experience of idea, product and process development in both commercial and research environments.

IT IS ALWAYS THE END RESULT


PROCESS MODELSDespite our slim organisation, we have received positive feedback on many of our project ideas. We have the flexibility needed to follow up with thought-out and re-ality-based project specifications at the request of other partners, allowing our participants to become involved. This is the result of experience and a clear methodol-ogy. We have defined routines and criteria, allowing us to decide quickly whether to set up or participate in a pro-ject. Basically, we have established a four-stage process, with each stage requiring an active Go-NoGo decision.

COMMUNICATIONIt may seem self-evident, but many people never get beyond information, missing out on the power released by effective communication. For us, communication is like oil lubricating a machine. It is about both personal and mechanical communication. Above all, it is about leadership communication. Our day-to-day communication activities are based on a well-defined platform. Focus is on grasping the needs

of the world around us to stimulate those processes that are initiated. Great emphasis is placed on disseminating experiences and results, for example through TODO, CRED’s method manual (see page 30). The Alexanderson Institute and Campus Varberg have both been recognised for their communication skills. We regularly get positive feedback from our project partners and there is no doubt that the success of our networks is largely down to good communication. §

STRATEGIC INTELLIGENCEThe Alexanderson Institute is an integral, but independent, part of Campus Varberg. This is the starting point for our multi-faceted, forward-looking intelligence gather-ing. Campus Varberg, like the Alexanderson Institute, has taken on the role of mediator. In their case, when it comes to demand-driven education. Campus Varberg is not lim-ited by its own teaching resources, but brokers informa-tion and knowledge through a wide network of traditional universities, colleges, institutes and research agencies. They are able to deliver on the promise of “in demand” as their courses are designed to meet real-life requirements. This is largely thanks to cooperation with companies and organisations outside the educational sector. Campus Varberg also offers an interface between the Alexanderson Institute and the business world. In return, businesses have the opportunity to participate in various activities and projects. Through the activities that are directly under our control or within the EMC and CRED networks, there is signifi-cant interaction between our project coordinators, process

leaders and participants from a wide variety of industries. This represents a continuous gathering of critical intel-ligence. Finally, thanks to our commitment to ever more sophisticated projects, not least at international level, we have access to networks in the EU, often with vital knowl-edge of the EU’s programme activities. PROJECT REPORTINGUsing resources from EU and national programmes is a great responsibility. The input must lead to results, and the results must be reported and verified, including the costs. There are very stringent requirements for financial transparency and detailed reporting. The complexity can be enormous, due to differing demands within projects and countries, and how the programmes themselves are set up varies significantly. For those not familiar with these structures, the prob-lems problems can seem insurmountable. We have built up up a competence that enables our projects and net-works to be tools for both new and established companies and organisations seeking to be active in regional growth.

Using resources from EU and national programmes is a great responsibility. The input must lead to results, and the results must be reported and veri-fied, as well as the costs. There are stringent requirements for economic transparency and detailed reporting.

Through our commitment to ever more sophisticated projects, not least at international level, we gain access to networks in the EU, often with vital knowledge of the EU’s programme activities.

THE ALEXANDERSON INSTITUTE 23

1. JONATHAN STRÖMBERG, SKIMX

2. JANNIKE ÅHLGREN, JÅ GROUP

3. PATRICIA TRAMBEVSKI, ISELA

4. ANNA LINTON, PROJECT MANAGER

5. ANDERS HULTÉN, PROJECT MANAGER

6. LINE PÅLSEN, STUDENT, EVENT MANAGEMENT

7. KARIN LINDE, DON’T BLINK

8. JESSICA FORSMAN, STUDENT, EVENT MANAGEMENT

9. JESSICA SANDER, STUDENT, EVENT MANAGEMENT

10. ELIN JANSSON, STUDENT, EVENT MANAGEMENT

11. MADELEINE REXIUS, STUDENT, EVENT MANAGEMENT

12. LOVISA JACOBSSON, CONSULTANT

13. MATILDA SCHOUGH, STUDENT, EVENT MANAGEMENT

14. PERNILLA ASKEBRAND, MOO:T

15. LIV SONNTAG, MUNICIPALITY OF VARBERG

16. ERIK RUTH, NORDIC SURFERS

17. KRISTJAN SIGURDARSON, DESTINATION FALKENBERG

18. PELLE KIMVALL, NORDIC SURFERS

19. ELIAS BJÖRCK, FAMILJEN MANAGEMENT

20. LINA BRUSTAD, MUNICIPALITY OF VARBERG

CRED CREATIVE DESTINATION HALLAND

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FOR FRESH THINKING

CRED – Creative Destination Halland – is a development initiative that addresses the need for the creative and cultural industry to cooperate and develop. We could also say that CRED is about credibility. There is no doubt CRED has gone from beautiful words to hands-on implementation. One initiative after another has developed in a creative interplay between established knowledge, new applications and the active contribution of participants and outsiders. The way in which this has been done is unique. Even the concept of meeting has been developed into numer-ous concrete dimensions, with the network model as the central and unifying framework.

Over the years in which CRED has been a catalyst for results, at least 400 companies have taken an active part in its meetings and activities. More than 20,000 people have participated in new constellations created through CRED. Another, and perhaps more important result, has been the systematic exchange of knowledge and competence that CRED has enabled. This has been tested, docu-mented and to a great extent distributed and success-fully used by others. Join us on CRED’s interesting journey. §

Between them, Anna Linton and Anders Hultén have a solid background in strategic management, marketing, network building and creative process development.

They have been the driving force behind CRED since it began, and over the years have successfully devel-oped business-oriented methods, ways of working and meeting places within the creative and cultural landscape.

Creative and cultural business is an area with enormous scope and many small players. That is why the opportunities for cooperation are so great.

THE NETWORK THAT BECAME A MOTOR


IT BEGAN WITH RESEARCHIt is well known that the cultural and creative industry is multi-faceted in terms of both content and the size of the companies involved. In 2009, the Alexanderson Institute identified the ac-tive members of the cultural and creative industry in the Varberg region. With this as a foundation, a project called The Meeting was set up – the purpose of which was to bring companies together to find common development platforms. At about the same time, we applied for partnership in the inter-regional KASK Incubator project, with par-ticipants from Sweden, Norway and Denmark. The pur-pose of KASK Incubator was to develop methods to ef-fectively transform ideas into sustainable and profitable businesses. These two projects share common ground and have given CRED a solid economic foundation, as well as contacts with considerable experience. CRED, The Meeting and KASK Incubator were base-don a network structure – to promote cooperation and new business ideas. CRED’s “mobile” incubator could be

established in this open structure, instead of physically bringing together embryo companies. For this reason, you will not find any traditional incubator activities at the Alexanderson Institute.

NEW OPPORTUNITIES ARE OFTEN CREATED BY CHANCEEarly on, a need was identified for practical tools to en-courage meetings between people who have no profes-sional relationships with each other or do not see how they can collaborate with other companies. Enter the Allogamy game. The idea is that other partici-pants in this team game take on “your” role, work together with others and try to create new contacts. The starting point is to always try and address an important question. The game is based on the belief that new ideas are born when people meet and new relationships arise. Many successful ideas have been hit upon by chance – and that is how Allogamy is intended to work. The results have been striking.

ONE MEETING GIVES BIRTH TO ANOTHERResearch identified surfing as an important incentive for travel to Varberg. This provided a possible point of departure. A search for companies with “surf” in their name pro- duced a list of 45, 24 of which were in Halland. All of them were invited to an initial meeting under the theme: “How can we create development and growth for the surfing industry?” The response was positive. One company that took an active role was Nordic Surfers, which had just moved to Varberg. The first step was to set up regular meetings – to get to know each other’s needs. Nordic Surfers’ own network was also involved. The idea of Coastal Culture was born - an annual event for the surfing industry held in Varberg. Planning took about six months, and in spring 2011 Coastal Culture was held for the first time. It attracted some 10,000 visi-tors – by 2012 that number had grown to 16,000. Even the concept of a meeting has been developed through CRED into many concrete dimensions, with the network model as the central and unifying framework.

THE MEETING AS BUSINESS-PROMOTING INCUBATORIn parallel with the Coastal Culture concept, CRED was also developing other forms of meeting. One example is Afternoon Tea, with the aim of developing competence and creating networks for entrepreneurs. The idea was to remove the creative process from the Alexanderson Institute’s premises, to a location that would not normally be associated with business devel-opment. What could be better than a café? Hence the name Afternoon Tea. With a well-chosen mix of partici-pants, methodical development work and formulation of your own offer, the purpose is to create opportunities for growing your business – or creating a new one. CRED distributed invitations – and the first meeting attracted two participants! This soon grew to 40, who met every other week. In Varberg, the concrete goal before the end of term was to launch a marketplace for creators and designers along the west coast: The Bazaar. This attracted 20 participants, in connection with Coastal Culture. By then the participants has sharpened

A noted example of CRED’s ability to go from theory to practice is the development of Allogamy. The game is based on the insight that new ideas are born when people meet.

By opening meetings with Allogamy, the idea of a Coastal Culture in Varberg was generated. An event that also gave rise to Hallifornia – a mix of concerts, lifestyle activities and sport.


their sales pitches and several collaborations have grown from it.

BUSINESS LAB– BUSINESS DEVELOPMENT NEEDS MOREDuring these meetings, CRED gradually developed its methods for coaching entrepreneurs to think about business in a goal-oriented way. A simple sheet of A4 for mapping out the development needs of the entre-preneurs led to the “round tablecloths” that went on to become a physical tool for CRED’s certified Business Lab method. Today, Business Lab is an established method for helping entrepreneurs formulate their business plans in a simple, structured and engaging manner. Business Lab is aimed at entrepreneurs in creative and cultural businesses. The work is done in cooperation with coaches and other entrepreneurs before moving to the café environment, with round tables and special mind maps printed on tablecloths. Business Lab has been embraced by Falkenberg, La-holm, Kungsbacka and Oslo after training local coaches.

THE NETWORK IDEA MOVES ON TO CROWD COACHINGCrowd Coaching became CRED’s next development, a sort of Business Lab 2.0. To quickly spread the benefits of the tablecloth method, it was decided to try out two new measures. One was to let entrepreneurs go through the Busi- ness Lab process by coaching each other. This spread the concept more quickly, with the added advantage of increasing both parties’ understanding of the process. The other initiative was to get more input into the work. Each entrepreneur could bring in a competence from outside – to participate in that company’s Business Lab process by asking difficult questions and bouncing ideas. These measures have vitalised the process, consider-ably increasing the speed with which the demand for Business Lab began to grow. Instead of one-on-one coaching, this process involves 12 entrepreneurs at the same time.

Business development in networks. AfternoonTea in a real café environ-ment is CRED’s way of creating inspirational meetings for entrepre-neurs. The concept has been very successful, leading to a method for business-oriented development – Business Lab. This concept has now been further developed by introducing crowd coaching, where participants coach each other. The next step is a model for the mobile incubator. Instead of gathering resources in one place, local resources are used in a flexible interaction with each other.


JAPANESE NETWORK MEETINGS BECOME PECHAKUCHA WORKSHOPAnother method being refined by CRED is the Japanese PechaKucha method. The idea is to use a simple, fun and structured approach to create barrier- breaking meetings and present exciting projects to a wider audience. CRED has organised a number of PechaKucha meet-ings, and has also attempted to take the method a step further. The basic question is, “Is it possible to use the same method but for another purpose – for example, idea generation within a network or problem-solving for complex issues with many different parties involved?” Further research has gone into this and the first step was to set up a PechaKucha workshop around the ques-tion “What should the new youth centre in Varberg look like?” The participants were 40 event management stu-dents from Campus Varberg, who were divided into groups of up to six. They were told to spend no more than an hour to work out some concrete ideas and present them to the others. The presentations were filed and the result became a platform for continued concept development.

STEP-BY-STEP DEVELOPMENT OF METHODSCRED’s network approach with a focus on the structure and characteristics of the creative and cultural industry has led to an enormous wealth of knowledge that is now being disseminated through various channels. Research, theory, practice and method development are woven together into greater concepts, in parallel with the participants’ own business development. CRED has gathered this entire knowledge bank, with additions from the research and methodology of others, in the book “TODO: Development of Cultural and Creative Industries in Practice.” Demand for the book has been robust, and an English version has been released in Brussels. The Business Coach programme was first launched in Varberg as a two-day course called DOIT. The pro-gramme has been developed within the Interreg IV A framework, consisting of a number of coordinated meth-ods and approaches, all of which can be found in the book TODO. CRED has followed the participants through their pro-fessional transformation. Many have gone from being

creative performers with little thought given to profits to becoming business-oriented in a way that more estab-lished enterprises see as self-evident. But it doesn’t stop there. Coastal Culture is facing its next great challenge in becoming an independent com-mercial event. After two years, the event has become part of Varberg’s destination development, which means not only entrepreneurs are invited to join an even wider network.

ON THE WAY TOWARDS THE MOBILE INCUBATORREMIX is the latest project in CRED’s ambition to link traditional incubator activities with new, network- based methods. The purpose is to stimulate and generate busi-ness models, funding and prototype development in the creative and cultural industry in Halland. The project is run in close cooperation with Region Halland and Sci-ence Park in Halmstad. We are now taking the first step towards the mobile incubator with the establishment of CRED’s protoype lab. Instead of collecting resources in one place, the project

has identified critical competences and resources for prototype development in a larger geographical area. The prototype development needs will decide which parts of the network are activated. There are resources in computer aided design and manufacturing, 3D printing and materials for event modelling, for example. Linked to these are CRED’s tried and tested processes for ideas generation and concept development.

PechaKucha is an established Japanese method for presenting projects to a wide audience in an exciting way. CRED has successfully refined the concept for ideas and business generation.

During Trade Mission Sweden, Lotta Ahlvar of the Swed-ish Fashion Council visited the Alexanderson Institute and CRED. Trade Mission creates meeting places for creatives who are interested in new markets – in this case, archi-tects, industrial, interior and fashion designers from Spain (Bilbao) and Sweden (Varberg) met up.


FROM SELF-EVIDENT TO CLARITYThe book “TODO – Development of Cultural and Crea-tive Industries in Practice” has now been distributed with a circulation of about 2,000 copies in Swedish and some 500 in English. The book is aimed at those who work on regional development of the creative and cultural industry, including civil servants, lecturers, en-trepreneurs and cultural workers. In spring 2013, this interest led to an international launch at the European Commission in Brussels – at the commission’s invitation. The book is seen as a prime example of the concrete, physical results of EU-financed development initiatives. But how did it come about?

SEEING THE OBVIOUSBehind every pioneering change there is considerable intellectual capital, often defined as entrepreneurship. In 2008, Anna Linton already had several years’ experi-ence of contacts and assignments as a consultant in the creative industry. Through the KK Foundation, and

later Tillväxtverket, she had been mapping out growth factors for what came to be known as the creative and cultural industry. When Anna was later investigating the conditions for establishing a new meeting place and incubator in Halland, she found that Campus Varberg offered a well-regarded course in event management. Region Halland was working on a project to develop a cycle path throughout Halland. The Alexanderson Institute had already started to build a network of creative play-ers around Varberg. Furthermore, through Tillväxtverket there was The Meeting project, with the aim of review-ing best practice for establishing new meeting places. The basic conditions were in place and a feasibility study was started.

WHAT WAS DONE?The most obvious step was an inventory of other suc-cessful approaches, methods and results. But not eve-rything was straightforward. Many wanted to share, but some preferred to keep their insights to themselves.

The need for a physical handbook for the creative and cultural industry became evident. The KK Foundation’s research report of 2007, “Meeting places for the creative industry,” was taken as a basis for the book’s content and structure. Two new areas were added: business development and measurement methods. A large editorial group was formed, including co-author Jonas Michanek. Work got under way in autumn 2009. This work later complemented the parallel establish-ment of CRED, Creative Destination Halland, at the Al-exanderson Institute. CRED became a creative platform to test and refine methods and approaches for creating innovative meetings within the creative and cultural in-dustry. The focus was on networks, meetings between individuals and business development. The results have been successively fed into the editorial work.

A HANDBOOK THAT GREW OUT OF ITS COVERSThe book was launched at a Generator conference in Sweden in autumn 2011. The entire print run of 1,000 copies disappeared almost immediately.

Enquiries about presentations and seminars were soon too numerous to handle. In 2012, the DIT workshop was arranged – a two-day training in a selection of meth-ods aimed at business development. This has been held in a number of places in Sweden and, subsequently, in Varberg for a Scandinavian audience. The 50 delegates came from Sweden, Norway and Denmark. The attention the book drew led to the launch in Brus-sels. The book was partly re-edited to suit an interna-tional audience and translated into English. In spring 2013, there was also a “guerilla” launch at the big SXSW fair in Austin, Texas.

We doubt the final chapter has been written. §

– People are grabbing the book from our hands!

“A slight exaggeration perhaps, but there has been more interest in the book than we ever imagined,” says Anna Linton, Project Manager of CRED and one of the two authors. The other is Jonas Michanek of Idéfabriken.

“TODO – Development of Cultural and Creative Industries in Practice” has been published by the Alexan-derson Institute in both Swedish and English.


EMCTHE COALITION FOR ENERGY AND ENVIRONMENT

1. JAN FLORÉN, ELECTROEMANUEL

2. HANS LILLHAGE, MARKNAD VARBERG

3. MARIE ALWERSSON, VARBERG ENERGI

4. KRISTER SVENSSON, MUNICIPALITY OF FALKENBERG

5. JARL NILSSON, ELECTROEMANUEL

6. MAGNUS FALK, PROJECT MANAGER – EMC

7. EMMA LARSSON, STUDENT, SUSTAINABILITY ECONOMICS PROGRAMME

8. IDA ANDERSSON, STUDENT, SUSTAINABILITY ECONOMICS PROGRAMME

9. MARTIN ANDERSSON, CAMPUS VARBERG

10. JAN STÅLNACKE, CHAIR – EMC

11. MARGARETA BJÖRKSUND, VIVAB

12. ULRIC BJÖRCK, ALEXANDERSON INSTITUTE

13. CHARLOTT JANSSON, MUNICIPALITY OF VARBERG

14. BIRGITTA LENNERMO, CAMPUS VARBERG

15. MICHA BJÖRCK, CONNECT VÄST

16. ANJA NILSSON, ALEXANDERSON INSTITUTE

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EMC started in 2006 as a commercial initiative. A number of private companies and municipal agencies saw a need for a more methodical and coordinated approach to important energy and environmental issues. To begin with, it was largely about finding working methods for the network and attracting as many companies as possible to meet up and exchange information. The arrival of the Alexanderson Institute created fresh op-portunities for the development of EMC’s activities and for widening the geographical perspective. The symbiosis has become evident in recent years; today, EMC is an integral part of the Alexanderson Institute.

We can now see spin-offs in the form of increased output and participation in our projects and networks, as well as greater focus on climate-effective business development. This is the niche in which EMC is now primarily looking to grow – because there is not only need for fresh thinking, but also great business potential. More and more companies outside the original region have seen the benefits and are now members of EMC, or subscribe to its services. The number of member companies has increased from 45 to 60 and there are plans for further growth. All in all, EMC is ready for a breakthrough as one of several national arenas for business development in energy, environmental and climate issues. §

The EMC network, a coalition for energy and the environment, goes from strength to strength. In two years, it has gone from being a local player to becoming the epicentre for energy and environmental issues in Halland.

EMC is a strong and growing company network with 63 members between Halmstad and Göte-borg. Founded in 2007, the network promotes knowledge growth, managing projects with a fo-cus on energy and the environment together with local businesses and other regional organisations.

Magnus Falk has been Project Manager for EMC since 2009.

THE INITIATIVE THAT BECAME HALLAND'S OWN HOTHOUSE


SUSTAINABLE ENERGY PLANNING IN AN EU PERSPECTIVESustainable energy planning is a hot topic. Within the framework of the EU’s North Sea programme, this has involved 15 partners from six countries since 2009 – Germany, the Netherlands, Belgium, Denmark, Sweden and Scotland. The Swedish participants are the Alexan-derson Institute and the Energy Agency for southeast Sweden. SEP stands for Sustainable Energy Planning; its model is the strategic energy conversion being performed over a ten-year period in the small Austrian town of Güssing. From being a consumer of energy, the town has redi-rected the flow and become a producer, before position-ing itself as the leading meeting place for sustainable energy planning in Austria. This has turned the negative development of the community into a success, with new jobs and influence as a result. The network’s role in the development process within NSSEP was one of the Alexanderson Institute’s first EU activities. It came to Varberg thanks to Campus Varberg’s

networks in the EU and EMC’s strong position in Halland within energy and the environment. The project is primarily aimed at public organisations responsible for strategic planning of energy issues, but the goal is also to involve private businesses. In this way, EMC and its members received great exposure – both for the exchange of experiences and creating business networks. The partners involved all have solid experi-ence of running EU projects. The question was, “What role should EMC have in this collaboration and what should it contribute?” Given EMC’s background, it was natural to begin by focusing on “the network as a base” in developing energy and environment issues. EMC reviewed how the other participants work with networks for planning and developing strategies for en-ergy and environment issues. This led to a collaboration with Halland County Council, where EMC has performed an analysis and laid the groundwork for extended net-work collaboration throughout the region.

MORE ENERGY THROUGH BETTER COMMUNICATIONOne of the most interesting elements of EMC’s new, proactive role in Halland is the collaboration with the national Energy Agency. The development concept “Energy Focus Now” is based on a widespread need in business and administration to find a more hands-on way of distilling all the general requirements for being “green” into actual measures and results. Thanks to their knowledge and experience, big com-panies have already come a long way. However, smaller businesses, with their limited resources of time and money, often drop the ball. One of the biggest obstacles to a wider breakthrough is communication. At the base of EMC’s energy focus is a programme of seminars that takes up important energy issues in a scientific but also accessible way. Well-known lecturers are engaged to stimulate interest in these issues.

A ROOM BURSTING WITH ENERGYIn classic Alexanderson Institute style, EMC has created

a concept that literally puts energy issues on the table and points out potential gains each company can realise. Short compelling films give the participants – no more than eight at a time – a quick overview of the various ways green efforts can bring benefits, including cost and emission reductions, energy conversion, competitive products and brand building. The group then submits a number of issues for discus-sion, problem definition and possible measures. Finally, an action plan is formulated in a way that is easy to follow up on. What is so special? Mainly the format. The venue is unusual. A moveable octagon is set up where the meet-ing is to be held. The octagon seats eight participants. Films are shown on screens and the issues to be consid-ered are projected down from the ceiling on to a round table. The participants are seated close together. They enter the room, work through their energy ques-tions and come out with an action plan. Over 500 peo-ple from Halland’s municipalities have taken part in the Energy Focus.

Through EU projects such as Sustain- able Energy Planning, which aims to spread best practice and models for sustainable strategic energy conver-sion at a regional level, member com-panies in EMC have gained access to new international contacts.

Another project is Energy Focus, where companies have the oppor-tunity to discuss issues regarding energy efficiency and conversion to renewable forms of energy in their own activities, with the aid of discus-sion leaders and various tools.


MORE PROFITABLE ENVIRONMENTAL BUSINESS. BUT FOR WHOM?The short answer is: for all the companies. The slightly longer one describes the eight companies that present-ed the eight different workshops that made up the “More profitable environmental business” project in Halland. The project, under the auspices of Region Halland, had two starting points. One was to support and imple-ment a development process that creates lasting change in the companies. The other was to shift the companies from a general view of green activities to concrete busi-ness development with the environment as an important part of the company’s brand. This is about having the right perspective when per-forming a strategic groundwork. As always when it comes to brands, it is the customer’s perspective that counts. This insight is seasoned with green issues linked to the company’s products, services and other activities.

INSIGHT ANALYSIS AS A TOOLBesides inspirational presentations, active dialogue be-

tween participants and personal coaching by experts in various fields, the process used a model known as insight analysis. Using this as a tool, an action plan was initiated that focused on improving what did and did not work in terms of the brand the company was trying to build. Apart from the fact that all participating compa-nies completed the programme and drew up their action plans, which in itself represents business development, the results ranged from clearer offers and improved sales communication all the way to a total redefinition of the business idea. Many of the companies have im-proved their position on the market, even taking on more employees.

SUSTAINABLE ROAD TRANSPORT – A MATTER OF NATIONAL CONCERNThis was one of EMC’s first major seminars. The rel- evance of the subject was shown by the large number of interested delegates from all over southern Sweden. 120 people made their way to Varberg to hear 12 experts on the environmental impact of road transport.

After a general overview of how different types of road transport have differing environmental effects, delegates could choose between three seminars focusing on fuels – electricity, biogas and biodiesel – and two approaches – environmental choices for service vehicles or profes-sional drivers and an environmental focus. This was complemented by a much-appreciated “en-vironmental car show” with a unique mix of vehicles, including private cars, transport and commercial vehicles plus the Tesla electric-powered sports car. Delegates even had facts the opportunity to test drive them.

BREAKFAST MEETINGS BECOME WORKSHOPSEMC does a great deal of work in organising breakfast meetings, afternoon seminars and study tours based on topics relevant to its members. Interest in this exchange of information has also grown strongly outside EMC. But not all companies have the have the right profile to become full members. This may be due to their approach, size or geographical location. However, interest is great and EMC now also offers

companies and administrators the opportunity to subscribe to selected services – including knowledge and contacts. Members are also offered added value in the form of exclusive seminars, where, for example, input from speakers is combined with discussion forums and matchmaking between delegates. These methods are in a constant state of refinement – in close collabora-tion with the Alexanderson Institute’s other projects and activities. §

EMC's main theme in 2012 was environmental communication, and what could be more suitable than to listen to that well-known communicator and chair of the Wateraid Foundation in Sweden – Jan Eliasson. He came to Varberg on 11 May 2012 for an exclusive seminar for EMC's members and invited networks.

His day-to-day work is aimed at influencing deci-sion makers and creating engagement in issues such as access to clean water, health and the environment from a global perspective.

Seminars, workshops, networks and meeting places are tools that have come to define our activities. For EMC, they were used to address environmental and energy issues.

Through its active networking and widespread communication, EMC has now become an obvious meeting place, mediator of information and motor in issues involving the environ-ment and energy in the region.


2020WITH THE FUTURE IN THE REAR-VIEW MIRROR


Even though it has only been in existence for a few years, the Alexanderson Institute has become known for novel thinking and realising projects in a way that generates interest from a wider world. This has not come about by chance. It is the result of goal-oriented approach towards taking clear position on a growing, but difficult to define, map of the future. For an outsider, it is easy to perceive a kind of rebel- liousness in the organisation’s culture, a driving force that keeps the creative dynamic moving and ensures we avoid developing a rigid institutional structure. The world is changing at a dizzy pace; this demands open systems among those who want to be part of shaping the future.

But the first step for us was establishing Campus Var-berg. Here we assumed the role of knowledge mediator rather than a traditional institution. It may seem obvious today, but it was not always so. The founders hardly knew what kind of a journey they were embarking on, but there was an instinctive desire to seize a vacant space in the market for education and development. This certainly contributed to Varberg being named “Growth Municipality of the Year 2010” and later formu-lated the vision of “Varberg 2025 – Creative focal point on the west coast”. §

The Alexanderson Institute is always breaking down barriers. The vision is to be a leader in the growing, value-based global economy.

Louise Wallmander is one of the Alexander-son Institute's project coordinators.

It is partly through her that the flow of plans, proposals and concrete enquiries proceeds. These are either captured through the many regional networks and activities of the Alex-anderson Institute or they come as enquiries via other leading organisations involved in the EU programme projects.

This is about critical and consistent evalu-ation and screening of all the opportunities that arise, and being able to take full respon-sibility for professional implementation.

GOVERNED BY EXTERNAL DEVELOPMENT AND REGIONAL STRENGTH FACTORS


ON THE ROAD TO A POWERFUL VISIONVision comes before development. By 2006 there were discussions on the importance of having an organisation for regional development, preferably with an emphasis on applied research. The first concrete step was taken in 2008 when the Alexanderson Institute was officially established. The task was to take a regional inventory of development needs, and from this formulate an action plan. This was summed up in the expression “Competitive Knowledge”, which captures the overall approach of the Alexanderson Institute. An important breakthrough came as early as 2009, with the EU-financed project “The establishment and develop-ment of the Alexanderson Institute”. This was the starting point for many successful projects, including the formation of the CRED network (Creative Destination Halland) and its many initiatives. In parallel with this, the activities of the independent EMC network (the coalition for energy and environment) were integrated more closely with the Alexanderson Institute and Campus Varberg.

Activities over the last two years have been character-ised by efforts to build networks, share knowledge and competence, develop methods for teaching innovative business processes, methodical research and analysis plus much more. And at all times we have had our eyes open for changing conditions created by the new global landscape. Much of this work has formed the basis for our vision of being the leading motor for competitive knowledge in the region.

REGIONAL CONDITIONS DIFFERENTIATEFor the Alexanderson Institute, and all similar organisa-tions, regional geographic conditions play a significant role. For example, one can clearly see the historical con-nection between heavy industry, technical colleges and innovation centres. For Halland, the conditions are quite different. For businesses in this region, the emphasis is on energy, the environment, forestry and agriculture, trade and the creative and cultural industry. Halland is also tradition-

ally a region of small businesses, with many involved in agriculture and forestry. There is an overall absence of traditional heavy industry; the industry that was once here has been outsourced to other parts of the globe. This means our activities are naturally channelled to-wards sectors operating in more change-driven markets and emerging industries with a dormant growth potential. The presence of other, softer values, such as knowledge and organisational development, network building and virtual business models is also greater than, for example, the application of purely technical innovations. This aspect of societal evolution is relatively new and has been labelled the information society, the knowledge society, the creative society etc. These factors create a natural and largely unique position for the Alexanderson Institute, since we must relate to both changing rules in the global arena and the conditions that represent the basis for the region’s industry. This is and will remain an important competitive advantage for us on our journey to becoming a leading player and brand in the value-based global economy.

YOU HAVE TO GIVE IN ORDER TO RECEIVEWhat does it mean? If we look at social development, which is driven by the new digital infrastructure, and the network and business culture that has grown from it, concepts such as “sharing” come high on the list of important qualities. Today, knowledge of various kinds is so transparent, so accessible and perishable, that the old motto about keeping it to yourself is no longer relevant. Instead, mod-ern organisations are striving for more openness and ex-change between those of like mind. And this also applies to employees, who are becoming an ever more critical and irreplaceable resource in the knowledge society. Companies and individuals who share also receive in one way or another. This is all the more important now that knowledge development, values and structures are changing faster than ever. In this kind of environment, the value-based region and economy become more important than the physical location, while the demand for creative new business models is increasing dramatically.

THE AI MODEL THE AI PROJECT PROCESS

AICOMPANIES

PUBLIC SECTORINDIVIDUALS

NETWORKSDATABASESRESEARCH

KNOWLEDGE

METHOD DEVELOPMENT

BUSINESS IN-TELLIGENCE

RESOURCES

BENEFITVALUESUSTAINABILITYINCOME

BUSINESS MODELS

IDEASINTELLECTUAL CAPITALCROSS-POLLINATION

COM

PETI

TIVE

KNO

WLE

DGE/

MO

TOR

FOR

DE

VELO

PMEN

T AN

D G

ROW

TH

IDEAPROPOSAL

MATCHING WITH OPPORTUNITIES

EU, REGIO

NAL AND NATIONAL PRO

GRAM

MES

IDEAS BANKMATCHING

WITH OTHER NEEDS

DEVELOPMENT OF PROJECT

IDEAAPPLICATION

48 THE ALEXANDERSON INSTITUTE

THE AI EFFECT

TILLV€XT

INSPIRATION

N€TVE

RK

KUNSKAP

The day-to-day activities and long-term work of the Al-exanderson Institute are shaped by this insight – and we want to be at the forefront of this development. This is the basis for our commitment and the approaches we take in our various projects. If we lift our gaze a little further, the image that ap- pears is of a power plant that functions more as a trans- former than a motor. A living process that works with the concrete and latent needs of its surroundings, attract-ing intellectual capital and knowledge development and transforming these into innovative ideas, methods and tools before sharing them generously within its own, value-based region. §

KNOWL-EDGE

GROWTH

NETWORKS

INSPIRATION

THE AI EFFECT

TILLV€XT

INSPIRATION

N€TVE

RK

KUNSKAP

CONTACT INFORMATION

ULRIC BJÖRCK

CEO Ph.D.

[email protected]

+46 340 69 74 01 +46 706 90 74 01

CARMEN MANGAS

CONTROLLER M.Sc.

[email protected]

+46 340 69 74 25 +46 730 33 74 25

TOMAS JOHANSSON

COMMUNICATIONS STRATEGIST M.Sc.

[email protected]

+46 340 69 74 01 +46 761 45 33 65

IDA BOSTRÖM

PROJECT COORDINATOR B.Sc.

[email protected]

+46 340 69 74 18 +46 767 87 74 18

LOUISE WALLMANDER

PROJECT COORDINATOR M.Sc.

[email protected]

+46 340 69 74 41 +46 727 46 74 41

ANDERS HULTÉN

PROJECT MANAGER – CRED M.Sc.

[email protected]

+46 702 66 72 95

ANNA LINTON

PROJECT MANAGER – CRED M.Sc.

[email protected]

+46 703 73 93 77

MAGNUS FALK

PROJECT MANAGER – EMC M.Sc.

[email protected]

+46 734 04 44 70

DIGITAL

THE ALEXANDERSON INSTITUTE

[email protected]

www.alexandersoninstitutet.se

TWITTER: @institutet

CRED – CREATIVE DESTINATION HALLAND

[email protected]

www.cred.nu

EMC –THE COALITION FOR ENERGY AND ENVIRONMENT

[email protected]

www.emcsverige.se

COMM-IT

[email protected]

www.comm-it.se

POSTAL ADDRESS

The Alexanderson Institute

SE-432 80 Varberg Sweden

STREET ADDRESS

Otto Torells gata 18 E

432 44 Varberg Sweden

GPS: 57.10820, 12.24407

OTTO TORELLS GATA 18 VARBERG SWEDEN • [email protected] • WWW.ALEXANDERSONINSTITUTET.SE

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