
The climate transition creates urgencies that require both a rapid increase of cultural competence and creative confidence, as well as a boost in competitiveness when it comes to value propositions that show potential to drive the transition.
However, for arts and culture, a conventional notion of competition would not be sufficient. The challenge of reframing competence and competitiveness entails a redefinition towards working and acting together rather than against each other. Competitiveness calls for cooperation, collaborative work and action rather than conflict. On a large scale, this implies the formation of European alliances across sectors, actors, and disciplines to create competence frameworks, build and maintain independent digital infrastructures, make strategic investments into R&D, and develop distribution and dissemination networks.
At the intersection of the climate transition and the prevailing digital transformations, creative competence emerges as a pivotal factor for competitiveness. A recombination of creative confidence, which draws upon the boundless sources of shared creativity, with transversal skills liberated from the constraints of repetitive monotasking, may facilitate the emergence of novel techniques that pave the way for a next generation entrepreneurship.
Furthermore, collective intelligences could facilitate the exploration of qualitative modes of scaling transversally, in multiple dimensions and through dynamic frames of reference, thereby circumventing conventional models of linear and vertical growth. This implies a strategic realignment between source materials and creative approaches to them, methods of working with them, and emerging frames of reference. It suggests a substantial industry model for creativity rather than a large language model or generative models that emulate styles.
Instead of exclusively relying on economic models inherited from the 20th century which were based on either the extraction or violation of intellectual property rights, the challenge of cultural competitiveness implies a transition towards a sustainable and regenerative creative economy which ensures that the value generated from the meta-, user-, and connection data of artistic and cultural activities is being reinvested for creative purposes and benefits artists and creators.
This will enable society’s collective
Reframing competence and competitiveness of Europe’s CCI facilitates the development of novel revenue and incentive models that uphold authorship, generate wealth, enhance well-being, and effectively drive the climate transition.
Specific challenges for PACESETTERS main target groups:
- For artists and creatives: Joining collective efforts in learning how to work and act together to increase creative confidence and cultural competence
- For research: Further developing complex models to register and attribute impact and assess quality driven by artistic intelligence
- For policymakers: Realigning the will to create change with the creative potential of the ability to adapt to change
- For finance and investment: Developing reverse venture investment strategies going beyond conventional notions of competitiveness.