Presentation delivered at the Cultural Leadership Forum in Taipei on December 1st 2018. It deals with cultural leadership issues based on my experience at DesignLab, Waag Society, V2_ and Tetem.

1. Cultural Leadership
at Waag & DesignLab University of Twente
Frank Kresin - f.j.kresin@utwente.nl - @kresin
Managing Director DesignLab - Fellow Waag Society - Supervisory Board TETEM & V2_

2. Cultural Leadership
Cultural leadership is the act of leading the cultural sector. Like culture itself, it comes
from many different people and can be practised in many different ways. It concerns senior
managers and directors in subsidized cultural institutions; public officials developing and
implementing policy for the cultural sector; and a huge range of producers, innovators and
entrepreneurs in small companies, production houses and teams. In the cultural world,
nobody has a monopoly on leadership.
Leading the cultural sector is practised in two different ways. First, it concerns competently
managing the organisations of the cultural sector, ensuring that they are financially
viable, legal and with well-organised staff. Second, it means leading culture itself - making
work, productions and projects which show different ways of thinking, feeling and
experiencing the world - bringing dynamism to the economy and wider society.
British Council

3. Challenges
Cultural organisations are geared towards producing new ideas. It is their production of
these new ideas as performances, exhibitions, styles and sounds which makes them
cultural. Balancing this priority, with the need to run a financially sustainable organisation
and hopefully one that makes a positive difference to the world, is which gives cultural
leaders a unique set of challenges
• Defining value: never self-evident
• Working in networks: never alone
• Living dangerously: never repeat oneself
• Societal impact: never self-self-possessed
British Council

4. European Agenda
New European Agenda for Culture 2018
The European Agenda for Culture aims to “harness the full potential of
culture to help build a more inclusive and fairer Union, supporting innovation,
creativity and sustainable jobs and growth”. For this, the Agenda has three
strategic objectives:
1. Social dimension – Harnessing the power of culture and cultural
diversity for social cohesion and well-being.
2. Economic dimension – Supporting culture-based creativity in education
and innovation, and for jobs and growth.
3. External dimension - Strengthening international cultural relations.

5. Global
Developments

6. Global Societal Challenges - https://ec.europa.eu/programmes/horizon2020/en/h2020-section/societal-challenges

7. Technological Epiphanies - http://www.singularity.com/

8. Increasingly Networked - https://en.wikipedia.org/wiki/Butterfly_effect

9. Declining Trust - https://www.slideshare.net/EdelmanInsights/2017-edelman-trust-barometer-global-results-71035413

10. United Nations Sustainable Development Goals - https://www.un.org/sustainabledevelopment/sustainable-development-goals/

11. The Role of
Cultural Institutions
in Societal Innovation

12. Responsible
Arts and Design
R&D
Combining
• Arts & Design
• Technology & Innovation
• Ethics & Philosophy
Featuring
• Activism
• Creativity
• Ownership
• Collaboration
• Empowerment

13. Upper Ground: Dominant Institutions
Middle Ground: Cultural Institutions
Lower Ground: Individuals, Activist Groups, Avant Garde & Change Makers
Middle Ground Organisations

14. Middle Ground: Cultural Institutions
Upper Ground: Dominant Institutions
Lower Ground: Individuals, Activist Groups, Avant Garde & Change Makers
Middle Ground Organisations

15. David John Snowden - Cynefin Framework - https://hbr.org/2007/11/a-leaders-framework-for-decision-making

16. Waag, Institute for Art, Science & Technology - https://waag.org

17. DesignLab University of Twente - https://www.utwente.nl/en/designlab/

18. V2_ Lab for Unstable Media Rotterdam - http://v2.nl/

19. Tetem Kunstruimte - https://www.tetem.nl/

20. Societal Impact
noun
/ˈɪmpakt/
1. the action of one object coming forcibly into
contact with another.
"there was the sound of a third impact"
2. a marked effect or influence.
“our regional measures have had a significant
impact on unemployment"
verb
/ɪmˈpakt/
1. come into forcible contact with another object.
"the shell impacted twenty yards away”
2. have a strong effect on someone or something.
"high interest rates have impacted on retail
spending"

21. relational
aesthetics*
users as
designers
code
=
culture
learning by
making
critical design
if you can’t open it,
you don’t own it
*a set of artistic practices which take as their
theoretical and practical point of departure the
whole of human relations and their social
context, rather than an independent and
private space
Nicholas Bourriaud
https://waag.org/en/about-us

22. Multiple Strategies for Impact
Society
Events
Teaching
Artistic
Research &
Development
Spin offs
Books Services
Lobby

23. Creative Research
Form - Context - Transformation
Users as Designers - https://waag.org/sites/waag/files/Publicaties/Users_as_Designers.pdf

24. Users as DesignersUsers as Designers - https://waag.org/sites/waag/files/Publicaties/Users_as_Designers.pdf

25. Science 2 Design 4 Society - https://www.slideshare.net/kresin/designlab-university-of-twente

26. Multiple Research Themes
Creative
Care
Creative
Learning
Future
Heritage
Future
Internet
Open
Design
Open
Wetlab
relevant
emerging
open
Waag Research - https://waag.org/en/research

27. Sample Outcomes

28. DIY Biohacking Toolkit - https://waag.org/en/project/biohack-academy-biofactory

29. FairPhone - the Sustainable Smartphone - https://www.fairphone.com/en/

30. Empower
Smart Citizens

31. Amsterdam Smart Citizens Lab - https://waag.org/sites/waag/files/2018-07/amsterdam-smart-citizen-lab-publicatie.pdf

32. https://www.waag.org/en/project/making-senseMaking Sense - http://making-sense.eu/

34. Making Sense - http://making-sense.eu/wp-content/uploads/2018/01/Citizen-Sensing-A-Toolkit.pdf

35. Strategy &
Leadership

36. One Page Strategies
One Page Strategy 2017, v1.1
2016 © Waag Society september 2016
Visie:
Technologie is een bepalende en normerende factor in de samenleving. Het kritisch, ontwerpend onderzoek naar de grondslagen daarvan is essentieel voor het
vormgeven van de maatschappij. Daarom geeft Waag Society met makers, gebruikers, kunstenaars en wetenschappers vorm aan open, eerlijke en sociale technologie.
Missie:
Waag Society draagt bij aan het ontwikkelen van open, eerlijke en sociale technologie. Daartoe bieden wij een unieke context voor interdisciplinair creatief onderzoek. We
streven naar een zo groot mogelijke impact door het ontwikkelen van pilots en prototypen, opleiden van mensen, een publieksprogramma, opinievorming en incubatie.
Strategie Aanpak Resultaten
Onderzoek en
ontwikkeling
ñ Uitwerken en uitvoeren van Research Agenda 2017-2020
ñ Kwaliteitszorg vooraf, tijdens en na projecten inrichten
ñ Actief participeren in lokalen, nationale en internationale netwerken
ñ Onderzoek naar nieuwe labs
ñ Structurele middelen voor 20% naar vrije ruimte
ñ Interne reflectie tav. overkoepelende thema’s organiseren
ñ Beeldbepalende projecten, prototypen en evenementen
ñ Kwaliteit wordt expliciet, inzichtelijk en consistenter
ñ Participatie in 5 nieuwe EU projecten
ñ Minimaal één nieuw lab ziet in de komende twee jaar het licht
ñ Per lab minimaal één goed beschreven vrij experiment
ñ Minimaal vier nieuwe publicaties
Communicatie en
publieksprogramma
ñ Iconische projecten identificeren en versterken
ñ Regelmatige rapportage van bereikcijfers
ñ Medewerkers in de spotlight zetten
ñ Sociale mediastrategie opstellen en uitvoeren
ñ Ruimte reserveren in publieksprogramma voor actualiteit
ñ Actieve deelname aan prijsvragen en awards
ñ Merk & impact WS versterken
ñ Inzicht in en vergroting van effectiviteit communicatie
ñ Medewerkers worden extern en intern als expert gezien
ñ Toegenomen bereik en impact middels sociale media
ñ Vijf bijeenkomsten aan de hand van actuele thema’s
ñ Projecten en medewerkers vallen in de prijzen
Valorisatie en
incubatie
ñ Marketing opzetten / versterken
ñ Shop.waag.org uitbouwen
ñ Relatie WS – Waag Products versterken
ñ Academy programma opzetten
ñ Nieuwe opdrachtgevers en opdrachten binden
ñ Nieuwe producten en een grotere omzet
ñ Twee nieuwe Waag spin-offs in de komende vier jaar
ñ Academy gaat van ad-hoc naar structureel
Organisatie en
financiën
ñ Intern talent signaleren en versterken
ñ Versterken structurele financiering en balanspositie
ñ Versterken managerial skills programma managers en projectleiders
ñ Invoeren nieuw projectmanagement systeem
ñ Salarishuis bijstellen
ñ Opnieuw inrichten ICT infrastructuur
ñ Mensen krijgen de kans om zich te ontwikkelen
ñ Meer ruimte voor experimenten en publieksprogramma
ñ Beter geëquipeerde programma managers & projectleiders
ñ Meer inzicht in gerealiseerde & verwachte omzet en budgetten
ñ Salarishuis is rechtvaardig en financieel haalbaar
ñ Betrouwbaarheid en bruikbaarheid ICT is vergroot
DESIGNLAB ONE PAGE STRATEGY 2018
Date: 11/12/17 © 2017 / 2018 DL
Vision:
DesignLab will realize new connections between university and society, by linking academic research and education to societal issues and challenges. We use creativity
and interdisciplinarity to co-design answers to societal questions, and to anticipate social implications of technology during the process of innovation. By engaging
students in our work, we establish new connections between research and education. By focusing on projects that are both scientifically challenging and societally
relevant, we open up new sources of impact, and new sources of funding, combining private and public sources.
Mission:
DesignLab will be the obvious place to go to for research and advice on complex, interdisciplinary questions involving the interactions between technology and society
that require a creative and cross-disciplinary approach. DesignLab will become a well-known and respected, sustainable hub for Design Thinking for societal challenges. It
is closely aligned with Dutch, European and UN societal and sustainable challenges and builds up a wide portfolio of projects, and a network of talented and motivated
researchers, designers and students.
Strategy: Approach: Results:
Research
Ø Establish DesignLab research programmes
Ø Extend Fellowship Programme
Ø Establish Living Labs
Ø Deepen Collaboration BMS Lab
Ø Projects, Consortia, Research Portfolio, Budget
Ø Commitment, (contract) research, advocacy & mentorship
Ø Playgrounds for research & societal impact
Ø Enhance HTHT profile of research
Education
Ø Host UT-wide Educational Programmes
Ø Establish DesignLab Educational Model
Ø Develop Educational Modules in S2D4S
Ø Showcase Design @ UTwente
Ø Attract more students, work on projects, enhance education
Ø Unique design thinking profile to attract new students to UT
Ø Distribute/disseminate skills and student assignments
Ø Unified premium brand for design education and research
Platform
Ø Organise Cross- & Transdisciplinary Events
Ø DesignLab University & Lectures
Ø Co-location with Student Teams
Ø Demonstrator Lab / Maker Nights
Ø Attract people from various faculties & external stakeholders
Ø Empowered students and staff with design (research) skills
Ø Enhanced results, attraction and innovation buzz
Ø More activity in ‘fuzzy front-end’ of innovation
Impact
Ø Extend Product Portfolio
Ø Market Product Portfolio
Ø Extend Design Thinking Leadership
Ø Extend (Inter)national Affiliations
Ø Assignments and research portfolio
Ø Visibility, partnerships and assignments
Ø Income, research portfolio, legitimacy
Ø DesignLab becomes internationally recognized platform
Organisation
Ø Enhance sustainability
Ø Staff for Success
Ø Establish new ‘home’ within UT2020 & Governance
Ø Implement Agile & Lean work methodology
Ø Lowered ecological footprint; thought leadership
Ø Enhanced capacity for research and facilitation
Ø Wider impact within UT
Ø Power to deliver & team alignment

37. Empowering Vision & Mission
Vision
DesignLab will realize new connections between university and society,
by linking academic research and education to societal issues and
challenges. We use creativity and interdisciplinarity to co-design
answers to societal questions, and to anticipate social implications of
technology during the process of innovation. By engaging students in
our work, we establish new connections between research and
education. By focusing on projects that are both scientifically
challenging and societally relevant, we open up new sources of impact,
and new sources of funding, combining private and public sources.
Mission
DesignLab will be the obvious place to go to for research and advice on
complex, interdisciplinary questions involving the interactions between
technology and society that require a creative and cross-disciplinary
approach. DesignLab will become a well-known and respected,
sustainable hub for Design Thinking for societal challenges. It is closely
aligned with Dutch, European and UN societal and sustainable
challenges and builds up a wide portfolio of projects, and a network of
talented and motivated researchers, designers and students.

38. Team Effort - Daniel Pink - https://en.wikipedia.org/wiki/Drive:_The_Surprising_Truth_About_What_Motivates_Us

39. Abraham Maslow - Motivation & Personality (1954)

40. https://en.wikipedia.org/wiki/Servant_leadership

41. shaped
Artist / Scientist / Designer / Professional
T

42. Annual Budget
3,5 M euro
Local Government
Arts Funding
Creative Industries
& Arts Fund
National Research
& Arts Funding
EU Research
& Arts Funding
Training Fees
Specific Domain
Innovation Funding
Consultancy
Local Government
Innovation Funds
Waag Annual Financial Report (Dutch) - https://waag.org/sites/waag/files/2018-05/ANBI-Jaarverslag-2017.pdf

43. Risks
• Take your existence for granted
• Keep doing what you are good at
• Succeed in all your efforts
• Forget to build internal leadership capacity
• Don’t invest in your network
• Get carried away by content
• Engage in group thinking
• Don’t talk to your audience

44. Learnings

45. Build & Maintain Networks
Diverse, wide, complementary, dependable

46. Value Quintuple Helix
Involving governments, universities, businesses, non-profits, nature

47. Engage in Local Context
Into towns, villages, communities, living labs

48. Empower Citizens
Make people perform, think, express, doubt & act at their best

49. Tell Stories
Make memorable stories - small acts, large image, big impact

50. Engage in Societal Debate
Presentations, Articles, Rallies, Television Programmes

51. Learn from Transition Management
And find the artistic / cultural niche to make Societal Change happen

52. But How?
(cultural values)

53. It’s not the product
It's the system

54. It’s not the method
It's the stance

55. It’s not the present
It's the future

56. It’s not (TM)
It's (CC)

57. It’s not you
It is us

58. Cultural Leadership
at Waag & DesignLab University of Twente
Frank Kresin - f.j.kresin@utwente.nl - @kresin
Managing Director DesignLab - Fellow Waag Society - Supervisory Board TETEM & V2_