Preface: From idea to action

In her role as programme manager at Fonds Soziokultur, Silvia supported the participants across all three phases of the Techlab, from the application process and exploration phase to the daily management of the programme over two years.

The idea for Techlab: Socioculture emerged from the observation that the socio-cultural field has enormous potential – in community building, participation, and social connection – yet its impact could grow even further through digital transformation or the use of technology. We saw a growing need for cross-sector collaboration, innovative methods, skills to strengthen professionalism within the field, and financial sustainability.

Rather than creating a classic funding line focused on digital tools, we designed the Techlab as a learning and experimentation space. Our aim was to enable organisations to reflect on their own identity, test new working approaches, and build alliances beyond their usual networks.

What happens when socio-culture meets space technology?
This question inspired a unique partnership between Fonds Soziokultur, the European Space Agency (ESA), and the German Space Agency at DLR (German Aerospace Centre). Together we set out to explore how culture, supported by technology, can help make our world more connected, more sustainable, and more socially inclusive.
When applied to the cultural sector, technology can feel abstract or unfamiliar, so we shaped the programme to focus on accessibility and clarity. The goal was to make participation as easy as possible – inviting organisations simply to think about an idea or offer/service they wished to develop, and then consider the possible role of technology within it.
We created clear entry points at the application stage: from info sessions to guides explaining the programme’s aims, eligibility, and process. Most importantly, we emphasised the open and experimental character of the Techlab. Organisations were encouraged to stay flexible and curious – understanding that, after exchanges with consultants and experts, their projects might evolve in unexpected directions. Flexibility was built into the programme design: it was okay to experiment, to fail, and to learn along the way.
One-year journey
Twelve socio-cultural organisations were selected to take part in the Techlab by a panel of representatives from the jury of Fonds Soziokultur and other experts. The participating organisations committed to a one-year journey to explore how digital and space-based technologies can open new perspectives for culture and society.
To accompany them on this journey, we worked with a team of experienced consultants from different fields of expertise in non-profit and for-profit sectors – economy, space technology, service design, sustainability, accessibility, communications and cooperation. The consultants supported participants through all stages of development, helping them define their challenges, sharpen their strategies, and build meaningful partnerships across sectors.
The journey unfolded in three phases and was informed by methodologies from business development and design thinking – not as external models, but as approaches that aligned with the innovative and process-oriented nature of our cultural practice:
Product Definition: Identifying the core idea or vision of the organisation and understanding the community needs.
Exploration: Testing ideas and prototypes and learning through experimentation.
Partnerships: Building lasting connections across sectors, with a focus on developing sustainable collaborations and identifying potential financial partners.
Impact of the Techlab
At the end of the programme, we evaluated the results and found that the Techlab had proved to be a catalyst for both strategic development and cross-sector networking for the participants.
Sharpening strategic profile: The programme provided space for reflecting on an organisation’s identity and mission. Many teams took the opportunity to question and refine their positioning, and to communicate their profile more consciously to the outside world.
Developing targeted outreach and cross-sector competence: The consulting process supported the development of cross-sector thinking – for example, in target group-specific communication or in collaboration with agents outside the socio-cultural field. This led to the initiation of new communication strategies and formats for cooperation.
Building sustainable partnerships: Solid connections were established beyond the immediate cultural scene – for instance, with ministries, private companies, public authorities, universities – including potential partners for financial and structural support.

The greatest value of the Techlab lay not in the final product, but in the deliberate challenge presented to participants – encouraging them to push beyond their own sector, experiment, take risks, and engage in cross-sectoral thinking and collaboration within a supportive environment.

The programme fostered new methods, fresh perspectives, and strategic growth, helping the socio-cultural field see itself as an active participant in creating social impact through technology. It encouraged organisations to think strategically and communicate their social and cultural value more clearly.

Looking ahead, the focus is on continuation and scaling, in order to implement it into our existing funding schemes. We want to consolidate learnings, share best practices, continue to sharpen the output and impact of socio-cultural work, and create new opportunities for collaboration. The programme has shown that socio-culture can drive innovation when given the right conditions – time, trust, and space to experiment.