London is the creative pillars of the world that injects its sense of innovation into rapidly adapting competitive markets. It has the concrete understanding that it is more important for cities to attract knowledge, espouse and spread innovation, than it is to create new ideas and products through invention and discovery . This is not to say that this efficient outsourcing has disturbed the preservation of regional innovation clusters. On the contrary it has delightfully proved to be mutually beneficiary for the different the production and maintenance of innovation ‘ecoystems’ – “Self contained factories of knowledge creation and exploitation”. Brick Lane is an exceptional example of the ‘ecosystem’ in effect, with its international ‘brand’ renounced talent expended in every nook and cranny of the areas as well as the people that inhabit the creative hot spot.
Brick Lane has survived by its ability to keep one step ahead of the curve. This constant reinvention has provided for the blend of economic activity that has shaped a difficulty copied local social network. Brick Lane geographically is a small area in East London nestled in between the City and the East End. The area has been gently kissed with subtle changes over a long period of time, emerging into what it is now. Beyond that of a single product or lifetime, Brick Lane has maintained its essence through the tells of time provoking others to tickle there enthusiasm for creativity and feed into the necessary nurturing of the area as a effective creative hub.
The area surrounding Brick Lane is a key component in its citywide interaction and interchange of ideas and practices . The ripples of the highly concentrated innovation in the Brick Lane can be seen throughout the rest of London. Alongside the micro economy there is also considerable land and property development . Larger firms are having a growing say in the area which could in tern destabilize the microenterprises atmosphere of Brick Lane . In the past Brick Lane has drawn on its self-employed entrepreneurial behavior as being one of its most prize characteristics. The cultural and creative firms share ‘symbolic capital’ with the associated independent shops. Larger companies struggle with cutting edge ingenuity and will not support the self-employed entrepreneur market that is instilled in the attractive Brick Lane appeal.
As Brick Lane has developed the attention of the international world the work environment has shifted into a more ‘corporate creative culture’ . It has developed and is effectively analogized through three analytical categories of knowledge sourcing – access, anchoring and diffusion. These analytical knowledge sources will help dissect Brick Lanes innovational impact on the rest of London;
Access channels are defined as the “ability to connect and link to international networks of knowledge and innovation” . In the case study of Brick Lane migration networks are important potential source of information, expertise and trade. In their very nature they are international, bringing ‘foreign’ knowledge with them thus mingling the knowledge from their original country with their other experiences. “Innovation may be enabled by the interaction of an idea or product between two places: or as a result of such ideas changing when they are translated to a new environment” . But these international relationships do not necessarily perpetuate a positive response. Linkages to home countries have propagated friction between the local people thus reduced the opportunities for further innovation.
Anchor channels are regarded as the “ability to identify and domesticate external knowledge from people, institutions and firms” The Tower Hamlet strategy (that governs over