The renewed discussion on resilience refers to the complexity and inherent weaknesses of socioeconomic structures, the adverse effects of which were amplified during therecent pandemic. Not surprisingly, resilience is now about transformation rather than about „returning to normal after a crisis“. It is a long-term ambition and opportunity for proactivelearning, the ability to self-correct and innovate.

Building resilience means both to understand and learn from problems faced in the past but also to reinforce those partsthat have proved resilient. The game industry is a perfect model for which one can provide resilience both ways: it has proven to be resilient in the face of a crisis wheremobility was limited, with increased revenues, but its „weakness“ has to be strengthened, with the need of young creative talents which are fragile when communication andmobility are obstructed.

Solutions for the game industry as piloted in BSG-Go! will work as well for other industries, in particular CCI. Communication is key: how cancommunication practices be improved to ensure a positive impact in business activities and relations? Anticipatory learning is key: how can young talents understand thestrength and opportunities of their creative and technological competences to e.g. take on responsibilities for SDG or engage

• Prof. Susanne Brandhorst (Projektleitung)
• Prof. Thomas Bremer (Projektleitung)

• Tony Lou Pravemann (Projektmitarbeiter_in)

EU

• BGZ Berliner Gesellschaft für internationale Zusammenarbeit mbH, DE
• Dania Academy, DK
• Game Habitat, SE
• Invest Stockholm, SE
• medianet berlinbrandenburg e. V., DE
• Metropolia University of Applied Sciences, FI
• Public Institution Lithuanian Centre, LT
• Sankt Kors Fastighets AB, SE
• Science City Skelleftea AB, SE
• Tartu Science Park Foundation, EE
• The Royal Danish Academy, DK
• Vitruvio Foundation, PL

EFRE-INTERREG