In this section, we take inspiration from Charles Landry - one of the world's leading urbanists, and a longtime proponent of the value of creative cities. Your guide: Charles Landry: International Authority on Creative Cities and Urban TransformationCharles Landry is an internationally acclaimed author, adviser and pioneer in creative city-making. Best known for The Creative City: A Toolkit for Urban Innovators, his work explores how cities can unlock their untapped potential through imagination, cultural resources, collaboration and new approaches to urban change. He has worked with cities around the world to build more resilient, ambitious and self-sustaining futures, and co-founded the Creative Bureaucracy Festival in Berlin. <a target="_blank" rel="noopener noreferrer nofollow" href="https://www.charleslandry.com/about">https://www.charleslandry.com/about</a>

This is a talk Charles Landry gave for TedX in Padova. For the finished project materials, we will present bespoke content produced by Charles for this exact programme, potentially supplemented with question and answer sections: reinforcing learning, and making the onboarding and knowledge-gaining experience more haptic and engaging.

Charles Landry - On Creative Cities

Rather than static exercises, we'll turn activities like these into quick, fun interactives - helping to keep participants engaged.

In addition to providing answers to participants, we'll gather data so programme officials can see at a glance how participants are scoring themselves (with the option for answers to be anonymised). <img src="https://s3.ap-southeast-1.amazonaws.com/setmaker-sg/uploads/3nmSrr9DJhUgSBCy71NjvW.png">

Your Collaboration Readiness - a quick exercise

Other sections will take the form of guides. For instance, an exercise like this one, which guides business leaders on how to identify potential collaborators, can not only be made interactive, like an engaging online survey, but also collect results which inform the wider ecosystem knowledge base. The current 'Finding the Right Business Partner' content looks like this: Great! So you’re ready for a strategic collaboration. This is where you roll your sleeves up and get to work.In Exhibit Five we invite you to answer some questions regarding your most important or strategic suppliers,customers and knowledge organisations you work with. For example, your most important customer could be the one that is responsible for a big part of your revenue, whereas a strategic customer is one that shares knowhow and helps you get into new markets or shares their contacts. But before we get started, let’s take a moment to work through the rationale of the chart in a little bit more detail soyou can answer the questions correctly. Let’s start by returning to the 80/20 rule. 20% cent of your customers often account for 80% of sales and only a fewsuppliers are really strategic in your supply chain. These “20 percenters” often form the basis of your company’s long-term relationships. They are based on mutualtrust, reciprocity and a real willingness to share ideas. As you know from your own experience, they are more than happy to introduce you to new contacts or customers,and have supported you in challenging business environments like entering a new marketplace in a different country. But these “20 percenters” can also be a double edged sword. Sometimes one can get over reliant on them.Let’s face it, you have a long tradition of working together, which makes for greater reliability. High trust and thesystems you have put in place together, both formal and informal, have worked over the years to make getting the job done easier. But are your suppliers, for example, investing in new production processes, technology, people and ideas? Are theyactive in getting you into new markets, finding new customers or sharing ideas? The same goes for your customers. Over the years you have no doubt made significant investments to win andmaintain your customers’ loyalty. And they’ve rewarded you with a steady stream of contracts, which made cash flow more predictable and reduced business uncertainty. However, do your customers represent a growth market or a declining one? Are they making the right investments to win future contracts – think “customers customer”? This is why it is useful to categorise your customers as:• Your most strategic• Ones with most sales potential; and• Most important by sales.

Again exercises like this, which are dynamic in sessions led by Rodin in person, can be made into engaging - and scalable - learning resources, and integrated into the wider project narrative. This works for participants, giving them a dynamic written record of their positioning. And for project leads, who get live detailed responses from participants, supplementing existing mapping exercises with an additional layer of ecosystem information. <img src="https://s3.ap-southeast-1.amazonaws.com/setmaker-sg/uploads/2jmcqp25rjjytscKomdf16.png">

Activating Business Collaborations

Choose a clip

Charles Landry - On Creative Cities

Your Collaboration Readiness - a quick exercise

Finding the Right Business Partners