Digital transformation has also reached the culture and creative sector. The most commonly known example is probably the music industry which has undergone fundamental change from records and CDs to digital formats.
The possibilities to implement digitalisation in the culture and creative sector are manifold: New tools can be developed to create products, such as a graphic program that is used to create a design or a drone that shoots a film from above. On the other hand, it is also possible to create a basis for a creative product, as is the case with computer games. Especially the software and games industry is an example of the special potential of digitalisation to interconnect the different cultural areas, such as film, video, music, text or even animation. Possibilities at distribution level range from support for existing channels (such as ordering concert tickets online) to disruptive new business models (music playing time instead of the CD as a commodity).
The culture and creative sector has apparently already understood the potential of digitalisation and used many opportunities. The added value created by originators, actors, exploiters and platforms must be re-assessed and designed along the lines of the digital structures. This is when small and medium-sized enterprises, in particular, can take on the role of innovation drivers.