The most important assessment criteria: is this feasible within the time span of 1 year? And is it in line with the keywords generated in previous cross-pollination phases? The project members could also suggest ideas that were outside the expertise of the current partners, but that could be achieved by attracting new ones. The precondition was that the current partners would still be able to contribute to some (if not all) parts of the project. To get a grip on the larger project, the partners divided it into smaller chuncks. To these subprojects they then assigned relevant partners, who had the choice to either accept or refuse. In the latter scenario, a competitor could be asked to join the team. Of course, the initial partners had certain veto rights towards competitors. If the subproject expanded beyond the market of a member, same-industry players could be invited. But the industry playing field was strictly outlined. For example, if an existing member only operated in Belgium, a German player could be added to focus only on the German market.
In two half-day draft sessions, Jan Van Hecke and his partners determined workable ideas. They relied on their open-mindedness and focused on solutions for existing problems. This was how practical details like channels, resources, partners... became more concrete. For instance, the partners wanted to be able to customize the room every couple of days. After all, patients would leave relatively quickly or even die. A possible solution came in the form of a video wall. Instead of personalizing their room with pictures and drawings, inhabitants would be able to upload different backgrounds directly on the video wall.