EVENTS

TGS 2012 facilitation process and theme


Christoph Kellner of The Value Web at TGS 2011 (left), participants on stage at TGS 2011 (right)

// The Value Web

A word from The Value Web President, Svenja Bodtländer, about their plans for TGS 2012:

The Value Web is excited to be returning to Victoria and once again working with Transmission to help bring out the collaborative geniusof the Transmitter community. Building on last year's experience, delegates will engage in multiple iterations of interaction, conversation and design thinking in order to generate, critique and connect new models and frameworks that open opportunities in the present and help secure the sustainability of the creative industries far into the future.

The conference has been structured to enable early rounds of conversation to feed into what follows them. Through a general architecture of Scan, Focus and Act, the proceedings will enable the group to collectively create shared context and language, identify the most important challenges and ideas, and formulate actions to be taken to address them. 

This process will lead us to achieving this year´s conference objectives, which are to envision and plan for current and future developments of the digital industry, develop a long-term vision for its sustainability and to identify what that means for our organizations and us as individuals. In order to get most out of this experience, please plan on staying engaged throughout the whole two days, as one piece feeds into the next, and missing out on one element might be counter productive to the whole experience.

// TGS 2012 Theme- Sustainability in the Creative Industries - The long term vision for the digital content ecosystem

The commercialization of creativity comes hand-in-hand with standards to quantitatively measure this output in terms of growth such as ROI, etc.  However, unlike the case in most consumer products and commodities, artistic output is not often traditionally measured in economic terms. In fact, this creates an environment where numbers become the focus in creative industries, rather than creativity and innovation.  Furthermore, it is difficult for traditional art to observe the systems of quarterly reports and shareholder meetings.  The ideas of growth and ROI are not only an unnatural fit for creativity, but might actually hinder the development of what the creative industries desperately need: A long-term vision.

In order for the creative industries to find monetary investment (as well as brain trust, government funds and supporting education policies) there needs to be a strategy to add real value in the long run as well as custom-made, sustainable business models. A quick 'exit' might be what Venture Capitalists are looking for, but other stakeholders within the creative and technology industries need (and want) to focus on building media and entertainment companies that can stand the test of time. 

Looking forward, it is essential to build business models aroundcreative content that integrate the current digital environment while anticipating future developments that may affect the distribution of creative content. For an industry that’s constantly in flux, a balance must be struck between planning for the present and the future, while respecting the need to encourage creativity and innovation to flourish.

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