Page 108 - AC/E's Digital Culture Annual Report 2015

Cultural business models on the Internet108We personally believe that we can and should work by applying all these techniques and harnessing their potential. There are examples of success that confirm this and “traditional” business models can be transformed, despite (or sometimes due to) the current crisis, both economic and of the system. The challengeReferences(2013a) Observatorio de la cultura: primer semestre de 2013, Fundación Contemporánea.(2013b). Observatorio de la cultura: segundo semestre de 2013, Fundación Contemporánea.Corredor Lanas, P. (2013). El estado de la cultura en España: La perspectiva de los agentes culturales, Madrid, Fundación Alternativas.Dosdoce.com (2014). Nuevos modelos de negocio en la era digital, Cedro (Kindle edition).MECD (2014). Anuario de estadísticas culturales 2014: principales resultados, Madrid, MECD.Scolari, Carlos A. (2013). Narrativas transmedia, Barcelona, Deusto (Kindle edition).SGAE (2014). Resumen ejecutivo: Anuario SGAE de las artes escénicas, musicales y audiovisuales, Madrid, SGAE.Trigos, E. (2014). “Cultural sector marketing and consumption through digital technology”. AC/E Digital Culture Annual Report. Focus 2014: The use of new technologies in the performing arts, Madrid, Acción Cultural Española, pp. 51–68is considerable, but we believe that there is sufficient talent and energy to achieve this. To do so, we must go beyond professional recipes, as we are currently experiencing in a period in which we must seek simple processes such as the one described in this latter section and even, if possible, find our own process.In this respect, we will leave the reader with a last lesson-summary: Take risks, don’t be afraid of making mistakes, because we only learn from mistakes and it is from mistakes that truly interesting things arise. We only learn when we try.How to apply Design Thinking (DT) and Lean Startup (LS) to finding new business opportunities for the culture industries of the twenty-first century