We suggest a more integrated model of the arthouse sector including production, distribution and exhibition within the same company. In the same way that traditional theatre companies combine the private revenue model with strong public support, these reinvented cinema companies would have an integrated model across the value chain. This could reduce the risk of cinemas by diversifying their incomes, create more value for them as cultural temples and foster a better connection with the audience.  

This initiative can be combined with an innovation programme to expand the impact of isolated existing best practices such as:
- Encouraging shorter theatrical windows (initiate more day-and-date releases)
- Invest in the audience experience beyond the film (consistent event-driven models)
- Position cinemas as local hubs for communities and neighborhoods (cultural value & protection)
- Favour digital audience communication and smarter usage of audience data

We suggest creating a Pan-European Talent Agency that gives fundamental importance to talent management and career development; securing IP and spearheading early development and packaging of content; creating savvy digital marketing and events - all working together in an integrated way. The group could be backed by a number of European sales companies, funders, producers, distributors, streamers and exhibitors under the same umbrella, even bringing together existing agencies. Financing could come from a mix of private and public investors. The company could employ up to 30 people coming from different backgrounds and industry sectors, who would take ownership and fees from successful content. The agency could initially participate in the creation of 30-40 projects per year.

We suggest shifting the focus from project financing to company financing across Europe in local, regional, national and Pan-EU funding. This funding could draw on existing funding and resources, re-imagined as more aligned with start-up funding models, and also add in new compulsory funding from the streamers. Therefore audiovisual companies would receive a mix of grants and investment for their activities for periods of two to five years, including development and production financing; innovation; audience building activities; hiring new staff; training; experimenting with new business streams; and general company expansion. Companies could also be encouraged to create clusters with other outfits of mixed backgrounds and specialties to boost new business models. Through the new funding and collaborations, companies could develop new ways to reach audiences, develop new technologies, and embrace the forward thinking seen in start-ups. Thinking about longer-term investments and strategies would reduce bureaucracy derived from project-to-project, short-term tactics.

This could be combined with isolated existing best-practices with proven success such as:

- Extra funding for companies working with new talents, working in inclusive ways that better reflect a diverse society
- Extra points for innovation and initiatives that further develop the market and not just stick to the status quo

We suggest strengthening and modernizing the European industry’s approach to data, via the European Audiovisual Observatory or other research groups, analytics companies, think tanks or universities, to reinforce the importance of current data as a key and central element of the audiovisual industry’s era of innovation. New data projects will need consistent funding and the right teams to undertake new research that has the audience in the center, can use big data and next-generation ethical and transparent algorithms in order to understand new patterns of audiovisual consumption in real time. This study team would include a group of legal and political facilitators including several stakeholders from the public and private sectors who can ensure this data is widely shared and continually updated; eliminating the current data gap. Some funding regulations could be updated so that only companies who contribute their data to such a project can access public funding. The data provided by the companies can be complemented by frequent surveys, tests and dialogue with the audience.

We suggest crafting an agenda of 10 points like the above-mentioned initiatives that can significantly foster innovation in the film industry by 2025. A team of 10-20 experts will manage this agenda, focusing on re-negotiating the existing barriers, reluctance, laws and political limits that are holding back innovation. The team’s goal will be to turn these 10 points into tangible and real actions by 2025, renewing the film audiovisual sectors across Europe. Although they would represent the diversity of Europe, this group shouldn’t become a bureaucratic committee, but instead serve as a dynamic group able to break through difficulties and find creative and unprecedented solutions.