Interest in new uses of digital technology in the cultural sector is gaining momentum in the UK and in 2012 eight projects were funded by the new digital R&D pilot scheme administered by NESTA, the Arts Council and the AHRC. Dr Chris Bilton, Ruth Leary and Katherine Jewkes from the Centre for Cultural Policy Studies, have recently completed their study of the Happenstance Project - a series of creative technology residencies within three arts organisations; Site Gallery (Sheffield), Spike Island (Bristol) and Lighthouse (Brighton), conceived and produced by Caper. Watch the video or read on to find out more about Happenstance and our research aims.

Happenstance was designed as a research project from the outset and we were invited to follow through on some broad research aims built into the project design by Caper and the arts organisations. In relation to NESTA's objectives, these aims related to NESTA’s interest in ‘new business models’ (in particular the organisational structures, cultures and processes through which any business model must be developed and applied) and to an improved understanding of the processes of ‘R&D’ employed by digital technologists and the arts. Within this framework, objectives for each residency were left deliberately open-ended to allow for outcomes emerging from the collaboration between processes, people and technology. Emphasis was placed on practical tasks and interventions, not on strategic orientation.

Whilst digital technology can undoubtedly open up new approaches to cultural production, new forms of cultural engagement, and new business models, all of this requires a willingness on the part of cultural organisations to adopt new technologies and absorb them into their cultural DNA. The use of technology in the arts is well researched but relatively little attention has been paid to the process of technology adoption in arts organisations. Our research sought to address this gap, focusing specifically on the process by which one-off projects and technological innovations can result in – and be fuelled by – broader organisational changes in attitude, culture and organisational behaviour. We observed how such innovations could become 'embedded' into the organisation at a deeper level, for instance changing internal culture and processes, attitudes to technology and digital literacy and communication both internally and externally. The publication of our full report on NESTA's website is imminent but you can read more about the project on the Happenstance Project blog and a series of articles in the Guardian:

Innovation in arts and culture - sounding the horn for R&D

Innovation in arts and culture - making the arts 'digital by default'