1. Open Days – Creative Innovation Creative innovation is a strategic to drive growth in industries in South Denmark Short introduction 2. Shorts statements 3. Technical equipment needed 4. CV – short resume for Bjarne E. Jensen.

2. Short introduction 1/3
The concept ”Creative economy” is often - incorrectly - perceived as synonymous with creative industries such as media, design etc. When policy programmes are initiated attempting to target a wider agenda, this agenda is often dminated by tourism.
But what about the larger picture? The creative economy originally meant the influx of creative innovation beyond creative industries.
Nonetheless very few public strategies are consciously trying to bridge the gap and link traditional industries to creative economy.
We studied a large number of private companies to see how the front runners are going creative. Why are they doing it, how are they doing it, what are the results – and can others learn from their experiences?

3. Short introduction 2/3
The analysis showed that the studied companies are able to generate significant results in terms of:
Developing new/better/more innovative products
Developing marketing/storytelling that allows the brand to enter premium markets, ie. higher price.
And perhaps more surprisingly also:
Closer costumer relations leading to better products and larger costumer loyalty.
Better work environment leading to significantly lower sick absence. And easier to attract good staff.
The surprise findings include:
The value of creative input is not limited to marketing and design. It is relevant across the value chain.
Creative input is not necessarily coming as input from outside; Mobilising creative skills within the organisation is a big potential of lasting importance.

4. Short introduction 3/3 Challenges:
Larger and globally experienced companies have the manpower and skills and find it relatively easy to move towards new tools such as creative innovation.
SMV’s – making up a large and important part of the economy find it difficult.
The main challenge is to generate a mindset around creative skills, seeing creative innovation as a tool parallel to robotics and lean. And for policy makers to be able to provide professional guidance for these companies.
The Presentation introduces three examples of SMVs in traditional manufacturing industries who succeeded in approaching creative innovation and generate significant results
A tile industry, a fish processing factory and a linen manufacturer – all based in South Denmark.

5. Short statements – typical reactions
Many regions across Europe says that they want to nurture integration of creative skills and industries into traditional industries. But in reality the initiatives are typically divided: Creative sector in that corner, traditional industries in the other corner. There is a great potential. But there is also a policy gap - we must try to bridge it.
We thought that the value of creative input was limited to marketing and design. But we see that it is relevant right across the value chain from product development through to HR. This is surprising and new.
Creative input is not necessarily coming as input from outside; Mobilising creative skills within the organisation is a big potential of lasting importance. This knowledge will be crucial for many SMV’s who are sceptical towards bringing in outsiders to do the job.

6. Technical equipment needed
Powerpoint projecter
Opslagstavle – med nåle

7. Bjarne E. Jensen Resume
Bjarne E. Jensen is one of Denmarks leading experts in regional industry development and public policy.
Particular expertise in industry clusters and has extensive experience working as an evaluator and strategy consultant to national and international programmes, regional authorities and cluster organisations.
He was the project manager for numerous research projects in Denmark and internationally focusing on cluster dynamics.
Bjarne E. Jensen was until 2004 the manager for industry and regional development in Oxford Research. In 2004 he started the consultancy ANALYSIS-STRATEGY-ACTION.
From 2008 he is also the director for REG LAB, a member based association for organisations engaged in regional economic development in Denmark; members include relevant ministries, regions, municipalities, local business councils, universities and cluster organisations. REG LAB is the leading network and think tank for regional development in Denmark.