This report illustrates the achievements of Creative Europe in 2018, in line with its mission to safeguard cultural diversity
and strengthen the competitiveness of the cultural and creative sectors, in particular the audiovisual sector.
Metamorphosis : the transformation of Dutch Museums
Roos, J., Hoebink, D., Kok, A.
In 1990 the then Minister for Culture, Hedy d’Ancona, issued the Delta Plan for Cultural Preservation: a large-scale and national program to thoroughly improve collection storage conditions in Dutch museums. This signalled the start of a transformation of the Dutch museum. The reason was the pending privatization of the country’s national museums. From the beginning of the 1990s, national museums had to stand on their own feet. That gave the museum visitor a new position: the museums were forced to engage the public. This new approach bore fruit: the public has been flocking to museums in increasing numbers and by doing so, have further transformed the Dutch museum. In this study TU Delft and Cultural Heritage Agency of the Netherlands (RCE) show that much has been achieved to realize the two ambitions of better collection management and increased visitor numbers.
Long-run gaming start-ups : staying fit in networks
Warmelink, H., Nie, H. de
As part of its Top Sectors policy the Dutch government pays special attention to the creative industries, and recognises the game industry as an important subsector. In both the Smart Culture Roadmap and the Knowledge and Innovation Agenda Creative Industries, the need was expressed to render the game industry a bigger player in the Dutch creative economy and society, and to introduce the sector to major societal challenges. To achieve this a healthier ecosystem of companies and researchers and the development of new business models were set as key objectives under the theme Business Transformation. In this project the authors explored this theoretical framework in more detail. Through literature reviews and desk research we assessed whether and/or how organisational performance for survival and growth may be measured. Through semi-structured interviews with existing Dutch long-run start-ups we would assess whether and/or how our interest in organisational networks and fitness or resilience was useful and sensible.