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S-P-A-R-K Leonardo Development of Innovation Proposal - Igniting innovation for business
a. Outline
This project will develop innovative training materials designed to harness the creative abilities necessary to drive innovation within small businesses.
Innovation can be a difficult process. Business owners are often scared to try something new, or are simply unable to think ‘outside the box’. Businesses in the creative industries however are usually creative throughout. Their basic requirement for creativity does not begin and end with their main product or service; it permeates everything they do. The attributes and qualities of creative people are neatly summarised by Charles Landry in his book The Creative City. They are: the ability to think afresh; be enquiring and flexible; see unusual connections; not be frightened of ambiguity, paradox or contradictions; and be original.
This project intends to develop new ways of working which will harness this source of creativity and use it to support businesses that are not reaching their full potential. In order to do this, it will be necessary to produce training materials for both creative practitioners and facilitators, and develop frameworks and approaches within which they will be applied. Delivery will take place in a safe environment, supported by the latest innovative collaboration technology. By combining creative people with business owners and managers from other sectors, we hope to create an atmosphere of exploration and trust, where the necessary spark of an idea may be created and developed.
b. Need
It is widely agreed that in order to compete effectively against both developed and developing nations, European businesses need to become more creative and innovative. The Cox Review of Creativity in Business argued that sustained success in business, regardless of sector, increasingly depends on the ability to innovate: to exploit new ideas and new opportunities ahead of the competition. This does not only apply to new products, but to areas like technology, branding, communication and internal management systems.
As part of the Lisbon strategy, Europe has developed a strong policy framework to support innovation. However, policies do not always recognise the cross-sectoral and multi-disciplinary aspects of the creativity required to drive innovation. According to the EUROCITIES input to a European Commission Green Paper on cultural and creative industries, creative industries practitioners can bring new elements and know-how to more traditional fields of industry.
The Cox Review supports the approach of having a number of people involved in the process. It states that group interaction is important because it brings together individuals with different experience and backgrounds to exchange ideas. The more diverse the group, the greater the potential for success because the group can in principle combine many different knowledge sets.
However, different disciplines may lack a common language, so communication may be difficult. It may become apparent that individuals from different backgrounds have quite different values, and so disagreements or conflicts could arise. The facilitator’s role is crucial in ensuring that all members of the group are working effectively towards a common goal.
The proposed method is very different from mentoring, which tends to be long-term intervention involving a mentor engaged because of their superior knowledge of an industry. People with prior experience may also have fixed views, and will not provide the original thinking required for this process. It is also different from the work of business advisors who often provide only generic and limited advice. Although the techniques and tools created will be of use in business support settings across Europe, this project is focused on creating an atmosphere and a set of facilitation techniques conducive to the generation of new ideas and approaches, which will drive innovation.
c. Target Groups
There are two principal target groups for this project; creative practitioners and facilitators. Creative practitioners are people with a track record of creativity, preferably within some kind of enterprise, organisation, or research and development role. They will be successful in their own field, with an interest in working with other businesses. They will play a key role in generating the spark necessary to begin the process of innovation, although they will not be solely responsible for achieving success.
Facilitators also play an essential role in the process. Experienced facilitators will be most suitable, who have experience working with clients in group settings, particularly those with a business or organisational background. This role may be of interest to business advisors and other business support professionals, although some prior facilitation experience will be necessary.
The end users will be business owners and managers from small and medium-sized enterprises who have a need for creativity in order to develop their business. The areas requiring innovation can be broad, ranging from product development and recruitment to internal systems and branding.
d. Specific aims
To research best practice in the use of creativity and creative people to drive innovation within businesses.
To research best practice in facilitating communication and idea-creation between creative people and business owners and managers.
To develop these findings into training materials.
To test these materials and disseminate the results.
e. Proposed Tangible Outcomes
1. Project e-Newsletter
2. Project website
3. Report on: a) current and planned European-wide innovation strategies;
b) current themes relating to the use of creativity in a business setting;
c) availability of collaboration software.
4. Training materials for creative practitioners
5. Training materials for facilitators including appropriate facilitation techniques
6. Training sessions taking place in partner countries
8. End of project regional ‘mini’ conference/workshops
9. Dissemination report on identified best practice
f. Proposed Project Activity Management
The project will be managed through a Project Steering Group that represents the partners via the following proposed work packages:
WP1 Project Management
WP2 Monitoring and Evaluation
WP3 Valorisation (Dissemination and exploitation)
WP4 Analysis of needs (best practice, base line research)
WP5 Development of methodologies and approach
WP6 Development of tools and the adaptation of content
WP7 Implementation, assessment and testing
Communication within the partnership will be via a bespoke web environment and web conferencing, emails, an e-newsletter and via Skype voice over IP. This communications strategy will also enable thorough dissemination to the wider partnership and associated colleagues.
Possible partners:
Lead Partners –
Preston City Council - UK
Pacificstream Information C.I.C. - UK
Other partners approached for interest:
Sandbox, University of Central Lancashire – UK
Lynfabrikken – DK
LiNK MV – D
WHSE – PL
Fabrikken AS – N
Barcelona Media – SP
Innovation Lab – DK
Culminatum – F
Atelier – MT/I
Chamber of Commerce and Industry - PT
This project will develop innovative training materials designed to harness the creative abilities necessary to drive innovation within small businesses.
Innovation can be a difficult process. Business owners are often scared to try something new, or are simply unable to think ‘outside the box’. Businesses in the creative industries however are usually creative throughout. Their basic requirement for creativity does not begin and end with their main product or service; it permeates everything they do. The attributes and qualities of creative people are neatly summarised by Charles Landry in his book The Creative City. They are: the ability to think afresh; be enquiring and flexible; see unusual connections; not be frightened of ambiguity, paradox or contradictions; and be original.
This project intends to develop new ways of working which will harness this source of creativity and use it to support businesses that are not reaching their full potential. In order to do this, it will be necessary to produce training materials for both creative practitioners and facilitators, and develop frameworks and approaches within which they will be applied. Delivery will take place in a safe environment, supported by the latest innovative collaboration technology. By combining creative people with business owners and managers from other sectors, we hope to create an atmosphere of exploration and trust, where the necessary spark of an idea may be created and developed.
b. Need
It is widely agreed that in order to compete effectively against both developed and developing nations, European businesses need to become more creative and innovative. The Cox Review of Creativity in Business argued that sustained success in business, regardless of sector, increasingly depends on the ability to innovate: to exploit new ideas and new opportunities ahead of the competition. This does not only apply to new products, but to areas like technology, branding, communication and internal management systems.
As part of the Lisbon strategy, Europe has developed a strong policy framework to support innovation. However, policies do not always recognise the cross-sectoral and multi-disciplinary aspects of the creativity required to drive innovation. According to the EUROCITIES input to a European Commission Green Paper on cultural and creative industries, creative industries practitioners can bring new elements and know-how to more traditional fields of industry.
The Cox Review supports the approach of having a number of people involved in the process. It states that group interaction is important because it brings together individuals with different experience and backgrounds to exchange ideas. The more diverse the group, the greater the potential for success because the group can in principle combine many different knowledge sets.
However, different disciplines may lack a common language, so communication may be difficult. It may become apparent that individuals from different backgrounds have quite different values, and so disagreements or conflicts could arise. The facilitator’s role is crucial in ensuring that all members of the group are working effectively towards a common goal.
The proposed method is very different from mentoring, which tends to be long-term intervention involving a mentor engaged because of their superior knowledge of an industry. People with prior experience may also have fixed views, and will not provide the original thinking required for this process. It is also different from the work of business advisors who often provide only generic and limited advice. Although the techniques and tools created will be of use in business support settings across Europe, this project is focused on creating an atmosphere and a set of facilitation techniques conducive to the generation of new ideas and approaches, which will drive innovation.
c. Target Groups
There are two principal target groups for this project; creative practitioners and facilitators. Creative practitioners are people with a track record of creativity, preferably within some kind of enterprise, organisation, or research and development role. They will be successful in their own field, with an interest in working with other businesses. They will play a key role in generating the spark necessary to begin the process of innovation, although they will not be solely responsible for achieving success.
Facilitators also play an essential role in the process. Experienced facilitators will be most suitable, who have experience working with clients in group settings, particularly those with a business or organisational background. This role may be of interest to business advisors and other business support professionals, although some prior facilitation experience will be necessary.
The end users will be business owners and managers from small and medium-sized enterprises who have a need for creativity in order to develop their business. The areas requiring innovation can be broad, ranging from product development and recruitment to internal systems and branding.
d. Specific aims
To research best practice in the use of creativity and creative people to drive innovation within businesses.
To research best practice in facilitating communication and idea-creation between creative people and business owners and managers.
To develop these findings into training materials.
To test these materials and disseminate the results.
e. Proposed Tangible Outcomes
1. Project e-Newsletter
2. Project website
3. Report on: a) current and planned European-wide innovation strategies;
b) current themes relating to the use of creativity in a business setting;
c) availability of collaboration software.
4. Training materials for creative practitioners
5. Training materials for facilitators including appropriate facilitation techniques
6. Training sessions taking place in partner countries
8. End of project regional ‘mini’ conference/workshops
9. Dissemination report on identified best practice
f. Proposed Project Activity Management
The project will be managed through a Project Steering Group that represents the partners via the following proposed work packages:
WP1 Project Management
WP2 Monitoring and Evaluation
WP3 Valorisation (Dissemination and exploitation)
WP4 Analysis of needs (best practice, base line research)
WP5 Development of methodologies and approach
WP6 Development of tools and the adaptation of content
WP7 Implementation, assessment and testing
Communication within the partnership will be via a bespoke web environment and web conferencing, emails, an e-newsletter and via Skype voice over IP. This communications strategy will also enable thorough dissemination to the wider partnership and associated colleagues.
Possible partners:
Lead Partners –
Preston City Council - UK
Pacificstream Information C.I.C. - UK
Other partners approached for interest:
Sandbox, University of Central Lancashire – UK
Lynfabrikken – DK
LiNK MV – D
WHSE – PL
Fabrikken AS – N
Barcelona Media – SP
Innovation Lab – DK
Culminatum – F
Atelier – MT/I
Chamber of Commerce and Industry - PT
December 01, 2009
Possible ethical fashion policy from EFF
Ethical Policy Framework
The EFF has developed an ethical policy framework tool in consultation with leading ethical sourcing and certification bodies, including the Ethical Trading Initiative, Made By, The International Fair Trade Association, the Fairtrade Foundation, the Responsible Purchasing Initiative and others.
This allows the EFF to work systematically with fashion business members towards improved sustainability practices, as well as facilitating the transparent communication of these through a vetted ethical policy document.
The EFF Ethical Policy Framework forms he basis for initial consultation with business members. Consultation sessions are run by members of the EFF membership consultation team, made up by experts and practitioners.
The EFF Ethical Policy Framework includes sections on the following:
* Ethical Focus, Certification and Standards In accordance with the recommendations of established certification and labelling bodies
* Business Structure and Practices: Company governance and ownership structure and policies with respect to marketing, energy efficiency, staff, and day to day business practices
* Sourcing and supply chain policies Purchasing practices (in accordance with the Responsible Purchasing Initiative) and policies on the social and environmental aspects of supply chains
* Factories Information about the ethical policies of factories in supply chains, in accordance with the ETI base code
* Fair trade & community producer organisations & co-operatives Information about producer organisations in supply chains and their ethical standards, in accordance with IFAT standards
* Culture and Skills Policies and practices in relation to reviving, supporting and adding value through supporting traditional skills
* Brand, commercial and financial sustainability Market, product quality and commercial sustainability are considered to be integral to the achievement of sustainability goals.
Working with partners and other organisations supporting the Ethical Fashion Sector
There are a number of other organisations which support businesses, organisations, students and fashion professionals in different ways in the arena of ethical fashion. The Ethical Fashion Forum seeks to collaborate with these organisations as much as possible, to pool resources and to maximise achievements on common goals and in the development of EFF membership services.
The Ethical Trading Initiative
The Fairtrade Foundation
The World Fair Trade organisation
The Responsible Purchasing Initiative
MADE BY
Labour Behind the Label: Fashioning an Ethical Industry
Pesticide Action Network UK
Social Compliance Organisations
THE ETHICAL TRADING INITIATIVE
The Ethical Trading Initiative (ETI) is an alliance of companies, non-governmental organisations (NGOs) and trade union organisations. The ETI exists to promote and improve the implementation of corporate codes of practice which cover supply chain working conditions. ETI’s ultimate goal is to ensure that the working conditions of workers producing for the UK market meet or exceed international labour standards.
THE FAIRTRADE FOUNDATION
The Fairtrade Foundation is the independent non-profit organisation that licenses use of the FAIRTRADE Mark on products in the UK in accordance with internationally agreed Fairtrade standards. The Foundation was established in 1992 by CAFOD, Christian Aid, Oxfam, Traidcraft and the World Development Movement, later joined by the National Federation of Women’s Institutes. The Fairtrade foundation launched a label for fair-trade cotton in 2005, and is working on fair-trade labelling for other products in the fashion sector.
WORLD FAIR TRADE ORGANIZATION
The World Fair Trade Organization (WFTO) is the global representative body of over 350 organisations committed to 100% Fair Trade. The WFTO is the authentic voice of Fair Trade and a guardian of Fair Trade values.
The WFTO operates in 70 countries across 5 regions; Africa, Asia, Europe, Latin America, and North American and the Pacific Rim, with elected global and regional boards, to create market access through policy, advocacy, campaigning, marketing and monitoring. It is the only global network whose members represent the Fair Trade chain from production to sale.
THE RESPONSIBLE PURCHASING INITIATIVE
The Responsible Purchasing Initiative explores how it is possible to improve the impact of purchasing activities on the lives of people in developing countries, by looking at the roles of EU businesses, public authorities and consumers.
MADE BY
MADE-BY is an umbrella label used by fashion brands and retailers to show consumers that their clothes are produced in a sustainable manner.
MADE BY develops, together with Solidaridad – an expert in the field of fair trade and the environment – production chains in which a garment can be manufactured in a sustainable manner from start to finish. MADE BY has created supplier networks in India, Peru, North Africa and China as well as in Turkey and Eastern Europe.
The EFF and MADE BY work in partnership to provide as a comprehensive a service as possible to the UK fashion community.
LABOUR BEHIND THE LABEL
Labour Behind the Label (LBL) supports garment workers’ efforts worldwide to defend their rights. LBL educates consumers, lobbies companies and government, raises awareness, and encourages international solidarity with workers. LBL coordinates the UK platform of the international Clean Clothes Campaign. Labour Behind the Label launched and runs the Fashioning an Ethical Industry project aimed at incorporating teaching and resources on social responsibility into fashion college curricula.
PESTICIDE ACTION NETWORK UK
Pesticide Action Network UK (PAN UK) works to eliminate the dangers of toxic pesticides, our exposure to them, and their presence in the environment where we live and work. The PAN UK cotton project targets the use of pesticides on cotton and provides information on organic cotton to the fashion industry
SOCIAL COMPLIANCE ORGANISATIONS
The EFF also seeks to collaborate with social compliance organisations , which monitor the working conditions and wages of factory employees, such as SA 8000, the Fair Labour Association (FLA) and World Responsible Apparel Production (WRAP)
The EFF has developed an ethical policy framework tool in consultation with leading ethical sourcing and certification bodies, including the Ethical Trading Initiative, Made By, The International Fair Trade Association, the Fairtrade Foundation, the Responsible Purchasing Initiative and others.
This allows the EFF to work systematically with fashion business members towards improved sustainability practices, as well as facilitating the transparent communication of these through a vetted ethical policy document.
The EFF Ethical Policy Framework forms he basis for initial consultation with business members. Consultation sessions are run by members of the EFF membership consultation team, made up by experts and practitioners.
The EFF Ethical Policy Framework includes sections on the following:
* Ethical Focus, Certification and Standards In accordance with the recommendations of established certification and labelling bodies
* Business Structure and Practices: Company governance and ownership structure and policies with respect to marketing, energy efficiency, staff, and day to day business practices
* Sourcing and supply chain policies Purchasing practices (in accordance with the Responsible Purchasing Initiative) and policies on the social and environmental aspects of supply chains
* Factories Information about the ethical policies of factories in supply chains, in accordance with the ETI base code
* Fair trade & community producer organisations & co-operatives Information about producer organisations in supply chains and their ethical standards, in accordance with IFAT standards
* Culture and Skills Policies and practices in relation to reviving, supporting and adding value through supporting traditional skills
* Brand, commercial and financial sustainability Market, product quality and commercial sustainability are considered to be integral to the achievement of sustainability goals.
Working with partners and other organisations supporting the Ethical Fashion Sector
There are a number of other organisations which support businesses, organisations, students and fashion professionals in different ways in the arena of ethical fashion. The Ethical Fashion Forum seeks to collaborate with these organisations as much as possible, to pool resources and to maximise achievements on common goals and in the development of EFF membership services.
The Ethical Trading Initiative
The Fairtrade Foundation
The World Fair Trade organisation
The Responsible Purchasing Initiative
MADE BY
Labour Behind the Label: Fashioning an Ethical Industry
Pesticide Action Network UK
Social Compliance Organisations
THE ETHICAL TRADING INITIATIVE
The Ethical Trading Initiative (ETI) is an alliance of companies, non-governmental organisations (NGOs) and trade union organisations. The ETI exists to promote and improve the implementation of corporate codes of practice which cover supply chain working conditions. ETI’s ultimate goal is to ensure that the working conditions of workers producing for the UK market meet or exceed international labour standards.
THE FAIRTRADE FOUNDATION
The Fairtrade Foundation is the independent non-profit organisation that licenses use of the FAIRTRADE Mark on products in the UK in accordance with internationally agreed Fairtrade standards. The Foundation was established in 1992 by CAFOD, Christian Aid, Oxfam, Traidcraft and the World Development Movement, later joined by the National Federation of Women’s Institutes. The Fairtrade foundation launched a label for fair-trade cotton in 2005, and is working on fair-trade labelling for other products in the fashion sector.
WORLD FAIR TRADE ORGANIZATION
The World Fair Trade Organization (WFTO) is the global representative body of over 350 organisations committed to 100% Fair Trade. The WFTO is the authentic voice of Fair Trade and a guardian of Fair Trade values.
The WFTO operates in 70 countries across 5 regions; Africa, Asia, Europe, Latin America, and North American and the Pacific Rim, with elected global and regional boards, to create market access through policy, advocacy, campaigning, marketing and monitoring. It is the only global network whose members represent the Fair Trade chain from production to sale.
THE RESPONSIBLE PURCHASING INITIATIVE
The Responsible Purchasing Initiative explores how it is possible to improve the impact of purchasing activities on the lives of people in developing countries, by looking at the roles of EU businesses, public authorities and consumers.
MADE BY
MADE-BY is an umbrella label used by fashion brands and retailers to show consumers that their clothes are produced in a sustainable manner.
MADE BY develops, together with Solidaridad – an expert in the field of fair trade and the environment – production chains in which a garment can be manufactured in a sustainable manner from start to finish. MADE BY has created supplier networks in India, Peru, North Africa and China as well as in Turkey and Eastern Europe.
The EFF and MADE BY work in partnership to provide as a comprehensive a service as possible to the UK fashion community.
LABOUR BEHIND THE LABEL
Labour Behind the Label (LBL) supports garment workers’ efforts worldwide to defend their rights. LBL educates consumers, lobbies companies and government, raises awareness, and encourages international solidarity with workers. LBL coordinates the UK platform of the international Clean Clothes Campaign. Labour Behind the Label launched and runs the Fashioning an Ethical Industry project aimed at incorporating teaching and resources on social responsibility into fashion college curricula.
PESTICIDE ACTION NETWORK UK
Pesticide Action Network UK (PAN UK) works to eliminate the dangers of toxic pesticides, our exposure to them, and their presence in the environment where we live and work. The PAN UK cotton project targets the use of pesticides on cotton and provides information on organic cotton to the fashion industry
SOCIAL COMPLIANCE ORGANISATIONS
The EFF also seeks to collaborate with social compliance organisations , which monitor the working conditions and wages of factory employees, such as SA 8000, the Fair Labour Association (FLA) and World Responsible Apparel Production (WRAP)
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