Tcbl lab service portfolio

TCBL LAB SERVICE PORTFOLIO

Michele Osella, Elisa Pautasso Istituto Superiore Mario Boella

TCBL 646133 – HANDBOOK RELEASED AS ANNEX 1 TO D6.10 (TASK 6.4)

12th July 2018

TABLE OF CONTENTS 1

INTRODUCTION ................................................................................................................. 3

2

EVOLUTION WITH RESPECT TO Y2................................................................................ 5

3

EXTENDED LAB SERVICE PORTFOLIO ......................................................................... 8

4

CONCLUDING REMARKS ............................................................................................... 14

APPENDIX – TCBL SERVICE PORTFOLIO VISUALS........................................................... 16

INDEX OF FIGURES Figure 1 – Visual service concept ‘Workplace of the Future’ .................................................... 16 Figure 2 – Visual service concept ‘Digital Archives Curation’ ................................................... 17 Figure 3 – Visual service concept ‘Open Source Fashion’ ....................................................... 18 Figure 4 – Visual service concept ‘My Yorkshire Wardrobe’ .................................................... 19 Figure 5 – Visual service concept ‘Felt the Future’ ................................................................... 20 Figure 6 – Visual service concept ‘Laser Cutting as a Service’ ................................................ 21 Figure 7 – Visual service concept ‘Makers Playground’ ........................................................... 22 Figure 8 – Visual service concept ‘Responsible Production’ .................................................... 23 Figure 9 – Visual service concept ‘Waste Not’.......................................................................... 24 Figure 10 – Visual service concept ‘TCBL Trends’ ................................................................... 25 Figure 11 – Visual service concept ‘Fabricademy’.................................................................... 26 Figure 12 – Visual service concept ‘TCBL Café’....................................................................... 27 Figure 13 – Visual service concept ‘TCBL Hackathon’ ............................................................. 28

INDEX OF TABLES Table 1 – Market readiness index for Lab services .................................................................... 6 Table 2 – Current TCBL Lab service portfolio ............................................................................. 8 Table 3 – TCBL Lab services examined by means of the maturity model ............................... 12

2

1 INTRODUCTION TCBL Labs are the fundamental nodes of an EU-wide, value-based community of innovators committed to build a more sustainable, fair, and competitive T&C industry. Inspired by values and principles of TCBL global movement, Labs explore on a daily basis new ways to design, manufacture, and work together.

Acting as proximity touchpoints with enterprises and local communities, Labs develop and deliver services to make their results accessible and exploitable by the surrounding business ecosystem: as a result, service design is recognized by TCBL Consortium as the main avenue for channeling Labs’ innovation impulses and creative experimentation towards real-world pain relievers and gain creators.

Service design at Lab level became an integral part of TCBL roadmap in Y2 in view of two important priorities, namely (1) validate market relevance of TCBL-enabled offerings, and (2) set the foundation for sustainability of Labs when the grant period is over. To address such aspects, in Y2 WP6 team developed a methodology that facilitate Labs in dealing with innovative service design and, at the same time, provided an initial ‘sneak peek’ of the TCBL Lab service portfolio to exemplify service concepts that epitomize TCBL values. Related findings were documented in Annex 2 to D6.71: hence, the present document has to be considered an update of such a handbook.

Building on Y2 results, this activity stream has substantially evolved in Y3 along two axes, namely update and systematization of the Lab service portfolio, which are the key themes dealt with by the present handbook.

Without entering at this juncture into further details on results, it is important to gain a crisp understanding of the rationale underlying this continuous attention paid by WP6 team to Labs as hotbeds for TCBL innovation.

This focus has its roots in the role that Labs play in TCBL innovation model. TCBL innovation happens within an integrated ecosystem that taps into the significant opportunities ushered-in by new digital technologies, emerging production schemes, groundbreaking business models, and valorization of the untapped artisan know-how. The innovation model put forth by TCBL in such a context is inherently decentralized. In view of a polycentric approach, each node (e.g., a Lab) is part of multiple distributed, autonomous, and cooperative networks (e.g., Business Cases alliances) that coexist and reinforce each other. This means that – within the scope of TCBL – centralized knowledge generation and accumulation in large corporate or governmental R&D facilities is tenuous while emphasis is laid on knowledge exchange and access to existing knowledge that is relevant for T&C companies and local communities in light of territorial peculiarities. This goes hand-in-hand with a penchant for frugal innovation 2, which sees resource constraints not as a liability but as an opportunity, favoring agility over efficiency and purpose over profit.

In such a setting, Labs operate on a proximity basis with entities that ultimately benefit from this open innovation model, acting as hubs handling networked relations and knowledge exchanges

1

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_ServiceConcepts_Annex.pdf

2

https://hbr.org/2014/12/what-frugal-innovators-do

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with local (e.g., T&C companies and communities) and non-local actors (e.g., other Labs, advisors, service providers). This delicate role resembles the tenet of ‘knowledge champion’.

The TALIA policy brief – released under the umbrella of Interreg-MED Programme3 – defines knowledge champions as organizations, either in the public or private sphere, which are active both within and outside a certain territory and make a key contribution to a region’s capacity to grasp, understand and process knowledge coming from the outside. Knowledge champions create the required networking and cooperation opportunities to sustain regional development in an increasingly globalized world, playing a (sometimes informal) role that neither entrepreneurship nor policy actions alone have proven capable of managing.

Acting as knowledge champions in the European T&C sector, TCBL Labs propel absorptive capacity of sectoral firms, i.e., their ability to recognize the value of new, external information, assimilate it, and apply it to commercial ends 4. Acknowledging the importance of resulting dynamic capabilities5 towards an innovation climate that favors inclusive knowledge creation, transfer and assimilation, the present handbook casts a light on Labs to investigate how their offerings are addressing today’s problems and opportunities coming from the industry.

With the purpose of attracting prospective participants and stimulate their interest in TCBL services, findings of the present handbook are illustrated in a company-friendly manner in the form of visual infographics in Annex 46, which is an update of the one published as Annex to D6.77.

Concluding these introductory comments, it has to be said that results illustrated in this handbook are published without disclosing any confidential information having a conspicuous competitive value, which could hamper business development activities that Labs currently have in place.

3

https://social-and-creative.interregmed.eu/fileadmin/user_upload/Sites/Social_and_Creative/horizontal_project/TALIA-policy-briefing-5.pdf 4

Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.

5

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

6

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_LAB%20SERVICE_PORTFOLIO _Visual-Summary.pdf 7

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_ServiceConcepts_VisualSummar y.pdf

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2 EVOLUTION WITH RESPECT TO Y2 Y3 has been a defining year for TCBL community, as testified by a number of important maturitydriven advancements in the TCBL innovation landscape, for which the reader is referred to Annex 28 as well as various talks and testimonials at #TCBL_2018 annual conference9.

Regarding Business Labs, a key activity stream has been focused on the update of the TCBL Lab service portfolio.

While Lab activity types (i.e., practice-based research, design & production, business support, education & training, community management) and target beneficiaries of TCBL services (i.e., industry, community, other TCBL Labs) defined in Y2 remained untouched, a number of important facts determined tweaks and expansions with respect to the initial service portfolio presented in the handbook release as Annex 2 to D6.710.

First of all, a new breed of services made their appearance in Y3 as a result of promising Lab projects having what it takes to be serialized: whilst projects are outcomes of exploratory creative experimentation showcased via the Labs platform – even one-off initiatives – a service has to be necessarily delivered in a repeatable and reliable fashion. Examples in this vein are – inter alia – Laser Cutting as a Service11 (Arca Textile Lab), Felt the Future12 (Oliva Creative Lab + Sanjotec Design Lab), and TCBL Trends13 (a.k.a. ‘Fashion Trends Prognosis’, Athens Textile & Clothing Design Lab).

Moreover, some activities that were initially part of Business Case experimentations inspired new services that were codified and added to the catalogue in Y3. This is the case, for instance, of Digital Archives Curation. Such a service – led by Textile Museum of Prato – capitalizes on ‘Digital Heritage’ Business Case to establish a digital workflow helping companies that own historical archives to preserve and valorize their manufacturing memory. Another interesting example is My Yorkshire Wardrobe, jointly coordinated by TCoE Make Lab and TCoE Design Lab. It draws on results of ‘Short Runs’ Business Case to propose a ‘closet sharing’ service that makes available a potentially infinite wardrobe sourced from local short runs producers.

On a parallel thread, some services already presented in Y2 undertook a significant evolution.

For instance, Workplace of the Future14 shifted from a tech focus to a human-centered focus. In fact, the new coordinator Sartoria Sociale takes advantage of an internal program aimed to test innovative solutions for healthy, attractive and stimulating working environments that valorize artisanal knowledge in small to mid-large ateliers. In addition, Sewing Festival morphed into TCBL Café15 thanks to the experimentation run by Gullo Filati with regular series of knitting

8

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_BUSINESS%20CASE_EVOLUTI ON.pdf 9

https://tcbl.eu/tcblconference/tcbl2018

10

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_ServiceConcepts_Annex.pdf

11

https://labs.tcbl.eu/projects/62

12

https://labs.tcbl.eu/projects/43

13

https://labs.tcbl.eu/projects/55

14

https://labs.tcbl.eu/projects/74

15

https://labs.tcbl.eu/projects/59

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events: the proven capacity to attract expert knitters as well as the loyalty of participants explain the viability of this community building scheme for the hosting organization, thus corroborating the soundness of this twist.

As far as Business Labs are concerned, a second key activity stream dealt with the systematization of the Lab service portfolio.

In fact, the service design pipeline depicted in Y2 has been refined: the initial evaluation conducted in Y2 against the yardstick of criteria set for identifying a promising market opportunity has been replaced by a more comprehensive analysis that evaluates in an evidencebased manner actual progress in service implementation. Such an endeavor was supported by the development of an ad-hoc maturity model specifically coined in Y3 for TCBL services. The maturity model is framed around two main axes: • •

market readiness; integration into the TCBL ecosystem.

When it comes to market readiness, an index based on a simple, ordinal scale (Table 1) was instantiated to appraise the business development progress for a service in the specific TCBL Lab(s) acting as service initiator. The four resulting states (e.g., exploration, execution, delivery, self-sustainability) are a proxy of the distance from the market, and thus of the journey yet to be done on the way to market viability in a post-grant scenario.

Table 1 – Market readiness index for Lab services

Market readiness index

Market readiness stage

Description

Goal

1

Exploration

Playful, open-minded discovery of diversified avenues with the intent to expand know-how and search for inspiration

Nail down the service concept

2

Execution

Implementation of the chosen service concept, which is turned into reality through iterative validation of market hypotheses and gradual service refinement

Make market debut

3

Delivery

Service provided to real-world customers in a repeatable and reliable fashion, generating value to them

Improve revenue generation

4

Self-sustainability

Systematic value extraction from service delivery, making the business line viable in terms of revenue generation

Scale the business model

Secondly, the integration into the TCBL ecosystem was examined with the purpose of understanding to what extent Labs are tapping into TCBL ecosystem as enhancer for service expansion in a networked manner. Each Lab, in fact, instead of working in a silo, can take advantage of other TCBL Labs to amplify the impact of its services. Along these lines, other Labs can have a supporting role (e.g., Labs teaming up for R&D partnerships, Labs sharing

6

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costs otherwise prohibitive, Labs acting as local marketing touchpoints for other Labs) or, when service replicability is attained, other Labs can autonomously deliver the service in distant areas.

On the whole, the maturity model takes stock of the inherent network-based nature of TCBL ecosystem to examine the ability of TCBL services to be delivered in a different location by other Labs that differ from the original one known with the moniker of ‘champion’. It has to be said that such an attribute does not imply an advantage for the original Lab proposing the service.

However, clear benefits arise at ecosystem level since the coverage of the service on the European area increases. Furthermore, other Labs replicating the service somewhere else may generate value that the original Lab can internalize (e.g., licensing, other Labs redirecting the audience to the original Lab for distinctive or unique offerings).

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3 EXTENDED LAB SERVICE PORTFOLIO TCBL Consortium decided to unveil an initial service list in Y2 to make available well in advance a downsized yet meaningful preview of the comprehensive TCBL Lab service portfolio, which will be finalized by the end of the project. Incidentally, it also represented an opportunity to provide a flavor of the richness and diversity residing in TCBL creative experimentation.

Building incrementally on the initial service list (marked with an asterisk in Table 2), the Lab service portfolio was extended according to the logic expounded in section 1. Services composing the current TCBL Lab service portfolio are reported in Table 2, grouped by Lab activity types.

Table 2 – Current TCBL Lab service portfolio

Lab activity type

Practice-based research16

Design & production17

Business support18

Current service name

Previous service name (if any)

TCBL Lab(s) acting as 'service champion'

Workplace of the Future*

Sartoria Sociale

Digital Archives Curation

Textile Museum of Prato

Open Source Fashion*

Fab Textiles

My Yorkshire Wardrobe

TCoE Make Lab + TCoE Design Lab

Felt the Future

Oliva Creative Lab + Sanjotec Design Lab

Laser Cutting as a Service

Arca Textile Lab

Makers Playground

Fablab Venezia

Responsible Production

ETRI Place Lab

Waste Not*

Waste Neutralization

REDU Place Lab

TCBL Trends

Fashion Trends Prognosis

Athens Textile & Clothing Design Lab

16

Hands-on creative experimentation generating new knowledge that has operational significance for T&C practitioners.

17

Utilization of internal textile machines, tools, and know-how to bring design ideas to a fully-manufactured product reality.

18

Assistance aimed to facilitate everyday operations of T&C businesses, especially SMEs and microcompanies.

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Education & training19

Fabricademy* TCBL Café*

Community management20

TCBL Hackathon

Fab Textiles + TextileLab Amsterdam Sewing Festival

Gullo Filati Arca Textile Lab (service concept jointly developed with IFM)

The following paragraphs contain a brief description of the above-mentioned services.

Workplace of the Future is an advisory practice that helps small to mid-large ateliers to test innovative solutions for healthy, attractive and stimulating working environments. Companies can experiment with ‘factories of the future’ settings that place the human being at the core of the overall workplace design thanks to smart organizational models and latest digital technologies. Particular emphasis is laid on garment assembly, often still performed by means of old machinery and low-cost manual labor. Apropos of this, coaching activities focus on innovative workplaces for garment assembly that allow to scale-up the production while maintaining a dynamic collaboration among team members. T&C companies involved can test flexible workplace schemes in which a team production approach replaces a traditional assembly line batch production, for instance by combining different types of sewing machines into an island configuration according to the work to be done.

Digital Archives Curation provides T&C companies with a full-fledged digital workflow that allows to turn the untapped knowledge contained in historical archives into source of inspiration for the design of contemporary and iconic collections. Recognizing that textile archives are often under-exploited yet expensive assets, the service puts at the fingertips of T&C companies two main opportunities. One the one hand, archive-owning companies can valorize in-house the digitized catalogues while, on the other hand, digitized catalogues can be made available to external fashion designers and digital artists in search for genuine inspiration. In the former case, in particular, a multi-disciplinary team of photographers, archivers, textile designers, and experts in heritage marketing work with archive-owning companies to retrace and communicate company history in order to make it a key attribute of brand uniqueness.

Open Source Fashion is a service that combines the digital fabrication paradigm with distributed manufacturing principles. It results into an online marketplace globally accessible where customers keen on experimentation can explore a variety of garments realized by emerging designers from all over the world. All products – fully accessible in a digital format – are ‘open source’ and sold ready for use, assembly or fabrication, giving people the possibility to produce them on-demand in next-door Fab Lab. A model in this vein allows fashion consumers to customize quality products – thus overcoming the ingrained S, M, L and XL

19

Structured actions to equip people with knowledge, know-how, and skills required in particular T&Crelated occupations or needed to reinvent a career.

20

Building and reinforcement of meaningful relationships within the community gravitating around the Lab.

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universal standards – and to manufacture them on a proximity basis while resorting to local ecosustainable suppliers for raw materials.

My Yorkshire Wardrobe is an online service that provides a customized range of clothing to (initially) men and women living (or working) in a particular region, such as Yorkshire, which was chosen as initial ‘test bed’. The service combines ‘closet sharing’ and ‘predictive offering’ principles21 to offer an intelligent, interactive system capable of capturing information cumulatively collected on clients’ consumption patterns and their range of activities. Thanks to connection to personal calendars and crawling of social media platforms, the system can increasingly suggest personalized clothing combinations to suit specific events and personal styling preferences. Clothes provided ‘as a service’ are sourced from local manufacturers, especially short runs producers, which are particularly reactive in quickly processing the information received and acting accordingly. As a result, thanks to monthly rent packages, customers no longer need to shop for or launder their garments.

Felt the Future is a service targeting T&C stakeholders – especially small workshops and fashion designers – that are keen on experimenting with felt to develop timeless products.

Recognizing felting as an ancient craft that enjoys an endless variety of forms and uses, inhouse experts with know-how in the felting process organize hands-on programs held in physical spaces equipped with production equipment. Participants can become acquainted with the art of felting, its multiple techniques, and opportunities for new business generation: the origins of felt, felt industrial processes, frugal tools, circular economy principles for the recovery of industrial felt waste, and creation of fashion startups are just some of the themes that can be packaged into bite-sized training courses or ad-hoc consultancy activities. Moreover, incubation programs are offered to those who are in need of a continuous support to get through initial hurdles in starting up a new felt-based business.

Laser Cutting as a Service makes available laser cutting facilities on an as-needed basis to those (e.g., SMEs, startups, independents, design students and fashion students) that cannot afford the very high cost of buying machinery. As a result, machines capable of cutting and engraving many materials – including leather, rubber, and fabric – and complementary software suites (e.g., CAD) are provided ‘as a service’, thus zeroing the initial lump sum payed by customers, and weeding out the burden to maintain machinery over time and deal with the inevitable obsolescence. Skilled in-house technicians contribute by means of training courses on principles and applications related to laser, which help professionals of every kind to get the most out of their experience in the digital fabrication space.

Makers Playground provides emerging T&C professionals (e.g., independents, recently established entrepreneurs, fashion school students) with access to a fully-equipped learning lab on digital fabrication. The offering is framed around three elements lying at the core of the maker movement: traditional lectures (e.g., 3D modeling, additive manufacturing, recycling, hacking), hands-on training with equipment (e.g., laser cutters, 3D printers, computer numerical control machines), and entrepreneurial education (e.g., business modeling, business planning,

21

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/WP4_Primer.pdf

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fundraising strategies for startups). In view of the price sensitiveness characterizing part of the target customers, an entry-level startup package entails virtual incubation only, which comprises digital fabrication training and business mentoring. More demanding customers may opt for the access to dedicated co-working spaces, which results in a physical incubation program.

Responsible Production is a service performed by production-oriented Labs interested in turning waste into new compelling clothing and fashion products according to circular economy principles. Inputs come from local T&C manufacturers producing abundant waste materials, which can reduce – thanks to this initiative – costs incurred for disposal while mitigating their environmental footprint. Once collected such inputs, the service turns them into a fullymanufactured product reality thanks to a vertically integrated process: emerging fashion designers take care of planning and developing clothing and fashion ranges while in-house facilities handle all production operations. Resulting recycled products – which are the ultimate output of the service – are then distributed via retail or wholesale channels. What is peculiar is that the commitment to sustainability goes beyond the environmental sphere: social issues are also addressed thanks to the inclusion of most vulnerable worker groups, especially the ones with disabilities.

Waste Not (formerly known as ‘Waste Neutralization’) is a business support service providing matchmaking mechanisms that connect T&C manufacturers trapped in complex waste disposal with a wealth of entities active in recycling and reuse. A similar model, especially suitable for local scale implementation in T&C districts, operationalizes circular reuse of various textile materials through reverse logistics: the service provider moves goods from their typical final destination for capturing untapped value through restorative and regenerative practices performed by other companies. This happens with (1) recycling companies, even far from the textile sector (e.g., insulation, papermaking); (2) charities and NGOs, which can get raw materials for free and transform them how they wish; (3) conscious consumers, who are served through eco-retailers of recycled and reused products.

TCBL Trends (formerly known as ‘Fashion Trends Prognosis’) is a service that democratizes the access to pricey ‘what’s next in fashion’ subscriptions. The Lab acting as service provider subscribes to premium international fashion trend services (e.g., WGSN, Fashion Snoops, Carlin) giving fashion designers the opportunity to access such resources any time they feel necessary in the premises of the Lab. In addition, a team of in-house experts runs training workshops on a monthly basis to provide fashion designers with fresh perspectives and seasonal trend guidance in womenswear, menswear, kidswear and underwear. This one-of-akind service puts fashion designers – especially emerging ones – in the position to get the inspiration they need (e.g., colors, materials, styles) in an affordable manner: the ‘fractionalization’ approach allows them to enjoy the full benefits of a premium subscription while splitting the cost with other like-minded professionals.

Fabricademy is a new-generation textile academy based on distributed, shared and open education. It is made up of transdisciplinary courses that focus on the development of new technologies applied to the textile industry in its broad range of applications, from the fashion realm to the wearable market. By combining the knowledge of traditional craftsmanship with an in-depth comprehension of the latest discoveries, Fabricademy equips students and professionals with a unique blend of skills concerning new ways of designing, prototyping and 11

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producing. From the organizational standpoint, Fabricademy hinges on a decentralized education model in which students learn together in local workgroups, supported by high-caliber trainers and mentors to whom they are connected globally through content sharing and videos for interactive classes.

TCBL Café (formerly known as ‘Sewing Festival’) deals with the serial organization of public events that gather people from every walk of life interested in sewing, knitting, and embroidery.

Building on the make-do-and-mend trend and taking inspiration from sewing cafés popping up across Europe, TCBL Café intends to establish a social and collective setting for promoting the art of sewing through a learning-by-doing approach facilitated by a nice and friendly atmosphere.

Variations can be theme-based (e.g., a common project), designer-based (e.g., when designer's models are offered), or territorial-based (e.g., developing a traditional design, material or skill).

A service in this vein is developed by Labs acting as hosting organizations (e.g., haberdashery retailers), which are remunerated by sales of materials and DIY sewing kits, not to mention visibility and reputation.

TCBL Hackathon consists in an invention marathon that gathers T&C bright minds for a weekend of problem solving and fun. Such a service allows seekers (e.g., businesses trapped in silos, old guard of manufacturers with outdated equipment) to access fresh thinking as well as actionable and cost-effective manufacturing solutions. This is done by inviting solvers (e.g., research labs, designers, subject-matter-experts, freelancers) to participate in themed hackathons having a specific focus communicated beforehand. In lengthy sessions over a weekend – often stretching through the night – solvers come up with new ideas and co-create prototypes in a burst of hacking, making, learning and networking. Such a service can be provided as ‘Hackathon as a Service’ (i.e., entirely funded by a specific solution seeker with the purpose of attracting knowledgeable solvers) or through sponsorship fees coming from various backers to stimulate the discovery of new manufacturing opportunities.

The analysis of these services through the lens of the maturity model developed for TCBL services is summarized in Table 3. The evaluation herein reported factors-in both initial selfassessments performed by Lab leaders and subsequent crosschecks from subject-matter TCBL advisors.

Table 3 – TCBL Lab services examined by means of the maturity model

Service name

Target beneficiaries

Fit with Lab types

Market readiness index

Other TCBL Labs developing/providing the service22

Workplace of the Future

•

Industry

• •

Making Place

2

•

Palermo Place Lab

Digital Archives Curation

• •

Industry Labs

•

Design

3

• •

Lottozero Textile Lab Lanificio Paoletti

22

This column refers to the integration into TCBL ecosystem.

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• • • •

Industry Community Labs Community

• •

Design Making

3

•

TextileLab Amsterdam

• • •

Design Making Place

1

Felt the Future

•

Industry

• •

Design Place

2

•

ETRI Place Lab

Laser Cutting as a Service

• • •

Industry Community Labs

• • •

Design Making Place

2

•

WeMake

Makers Playground

• •

Industry Community

• •

Design Making

2

•

WeMake

Responsible Production

• •

Industry Community

• • •

Design Making Place

1

•

Athens Make Lab

Waste Not

• • • • • • • •

Industry Community Labs Industry Community Labs Community Labs

•

Place

3

•

ETRI Place Lab

•

Design

3

•

TCoE Design Lab

• •

Design Making

4

•

WeMake

TCBL Café

•

Community

•

Place

3

• • •

TCoE Make Lab Hisa Sadezi Druzbe Lab.Zen2

TCBL Hackathon

• • •

Industry Community Labs

•

Making

1

Open Source Fashion My Yorkshire Wardrobe

TCBL Trends

Fabricademy

Taking a helicopter view, it is worthy of notice that – apart from two cases related to endeavors that are still in their infancy – all services included in the portfolio have already activated replicability mechanisms towards other Labs that are part of the TCBL ecosystem. After proving the market relevance for the 'service champion', Lab services have been tested in other places, either by taking inspiration from the original service concept for independent delivery (e.g., TCoE Make Lab and Hisa Sadezi Druzbe inaugurating their own TCBL Café) or connecting to the ‘champion’ for accessing the original service (e.g., WeMake as official node of Fabricademy).

Along the lines set in Y2, TCBL Lab services have been codified by means of the TCBL Service Design Tool23. Visuals are reported in the Appendix, to which the reader is referred for all details.

23

http://www.ismb.it/sites/default/files/Documenti/Research_Docs/TCBL_ServiceConcepts_Annex.pdf

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4 CONCLUDING REMARKS Looking at the TCBL post-grant scenario – when TCBL exploitation will be fully rolled-out as self-sustainable initiative – the role of Labs as proximity touchpoints with enterprises and local communities will become even more essential.

Not only Labs will continue to be the active, physical context in which creative exploration of new models takes place in an open spirit of mutual exchange, but also they will be the centerpiece of the overall TCBL scalability strategy. To make a leap in the capacity of TCBL ecosystem to meet the demand for innovation, each Lab should be in the position to act as frontend for (almost) all TCBL offerings by connecting local demand with a decentralized supply coming from diversified angles of Europe.

To turn this ambitious vision into reality, as explained in Annex 224, the outcomes of TCBL Business Cases will result into three business model practices (i.e., re-connecting, restructuring, re-framing), which have been shaped with the intent to formalize business model journeys that TCBL wants to boost for European T&C companies. Each business model journey will be associated to enabling offerings provided by various nodes of the TCBL ecosystem. Such offerings comprise consultancy services provided by TCBL advisors, platform services – especially the ones accessible through SSO – and, needless to say, Lab services.

All in all, Labs will represent the key structural component of TCBL exploitation, taking into account both service commercialization and service delivery. This evidence brings to the fore a pressing need for a fine-grained codification of available services and an EU-wide map of who does what and where. Along these lines, incremental next steps for Y4 can be as follows: •

• • • •

Reinforcement of the capacity building action in the field of new service design (e.g., additional workshops and ‘crash courses’ upon request, 1-to-1 innovation advisory to Lab leaders).

Further expansion of the portfolio in view of new Labs entering the TCBL space as well as new Lab projects turning into services.

Mapping of Lab services with respect to business model practices.

Update of the analysis conducted in Y3 apropos of the maturity model in order to reflect the progress yielded by Y4.

Evaluation of uptake of Lab services (e.g., innovation accounting).

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DOCUMENT INFORMATION REVISION HISTORY This document is Annex 1 to TCBL Deliverable 6.10, “Value Exchange and Governance Framework Version 3”. Authors: Michele Osella (ISMB), Elisa Pautasso (ISMB), Jesse Marsh (PRATO), Thanos Contargyris (MIRTEC).

This Annex is written by Michele Osella and Elisa Pautasso.

STATEMENT OF ORIGINALITY This deliverable contains original unpublished work except where clearly indicated otherwise.

Acknowledgement of previously published material and of the work of others has been made through appropriate citation, quotation or both.

COPYRIGHT This work is licensed by the TCBL Consortium under a Creative Commons Attribution-ShareAlike 4.0 International License, 2015-2016. For details, see http://creativecommons.org/licenses/by-sa/4.0/ The TCBL Consortium, consisting of: Municipality of Prato (PRATO) Italy; German Institutes for Textile and Fiber Research - Center for Management Research (DITF) Germany; Istituto Superiore Mario Boella (ISMB) Italy; Skillaware (SKILL) Italy; Oxford Brookes University (OBU) UK; imec (IMEC) Belgium; Tavistock Institute (TAVI) UK; Materials Industrial Research & Technology Center S.A. (MIRTEC) Greece; Waag Society (WAAG) Netherlands; Huddersfield & District Textile Training Company Ltd (TCOE) UK; eZavod (eZAVOD) Slovenia; Consorzio Arca (ARCA) Italy; Unioncamere del Veneto (UCV) Italy; Hellenic Clothing Industry Association (HCIA) Greece; Sanjotec - Centro Empresarial e Tecnológico (SANJO) Portugal; Reginnova NE (Reginnova) Romania, Centexbel (CTB) Belgium, Institut Français de la Mode (IFM) France, IAAC (FabTextiles) Spain, Cleviria (Cleviria) Italy, and Sqetch (Sqetch) Netherlands.

DISCLAIMER All information included in this document is subject to change without notice. The Members of the TCBL Consortium make no warranty of any kind with regard to this document, including, but not limited to, the implied warranties of merchantability and fitness for a particular purpose. The Members of the TCBL Consortium shall not be held liable for errors contained herein or direct, indirect, special, incidental or consequential damages in connection with the furnishing, performance, or use of this material.

ACKNOWLEDGEMENTS The TCBL project has received funding from the European Union's Horizon 2020 Programme for research, technology development, and innovation under Grant Agreement n.646133.

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APPENDIX – TCBL SERVICE PORTFOLIO VISUALS

Figure 1 – Visual service concept ‘Workplace of the Future’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 2 – Visual service concept ‘Digital Archives Curation’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 3 – Visual service concept ‘Open Source Fashion’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 4 – Visual service concept ‘My Yorkshire Wardrobe’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 5 – Visual service concept ‘Felt the Future’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 6 – Visual service concept ‘Laser Cutting as a Service’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 7 – Visual service concept ‘Makers Playground’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 8 – Visual service concept ‘Responsible Production’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 9 – Visual service concept ‘Waste Not’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 10 – Visual service concept ‘TCBL Trends’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 11 – Visual service concept ‘Fabricademy’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 12 – Visual service concept ‘TCBL Café’

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TCBL Lab Service Portfolio

646133 - TCBL Textile & Clothing Business Labs

Figure 13 – Visual service concept ‘TCBL Hackathon’

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