1 / 33

WP4 Industry and Stakeholder Engagement

WP4 Industry and Stakeholder Engagement. Carmen Padrón & Lydia Montandon (Atos). Atos UPS SGI COVUNI Playgen. CYNTELIX POLIMI ETH. INESC-ID ORT UNOTT BIBA AAU. Content. WP Objectives Achievements Year 2 (each task a deliverable) T4.1 - D4.2 Market and Value Chain Analysis - v2

michael-middleton
Télécharger la présentation

WP4 Industry and Stakeholder Engagement

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. WP4 Industry and Stakeholder Engagement Carmen Padrón & Lydia Montandon (Atos) Atos UPS SGI COVUNI Playgen CYNTELIX POLIMI ETH INESC-ID ORT UNOTT BIBA AAU

  2. Content • WP Objectives • Achievements Year 2 (each task a deliverable) • T4.1 - D4.2 Market and Value Chain Analysis - v2 • T4.2 - D4.6 Technology Transfer - v2 • T4.3 - D4.12 University-Business Exchanges - v1 • T4.4 - D4.9 Business modelling and implementation - v1 • T4.5 - D4.19 Stakeholders community report - v2 • Next steps Year 3

  3. WP4 Objectives • Build at EU level a rational and systematic corpus of: • Knowledge • Tools • Practices • Communication channels • Sustainable community of stakeholders • To support: • Business exploitation • Technology transfer

  4. D4.2 Market and Value Chain Analysis 2

  5. D4.2 Market and Value Chain Analysis Big v. small company Estimated position along value chain Sector/s of operation Estimated % of dedication to SG development • Methodology • Starting point • Hypothesis • How to find data? • Which criteria / indicators to use? • Difficulties

  6. D4.2 Market and Value Chain Analysis • Geographical segmentation seems not particularly relevant • ‘Education’ sector seems to be by far the most addressed, followed by ‘Corporate’ • ‘Specialisation‘ seems to be a characteristic of Corporate, Games for Good and Healthcare • Overlap of ‘Advertising’ with ‘Corporate’ (same type of customers) • The Serious Games Market • How to make a market breakdown? • Preliminary observations

  7. D4.2 Market and Value Chain Analysis Emerging trends & evolution Observe Companies Inform Business Modelling • The Value Chain of Serious Games

  8. D4.2 Market and Value Chain Analysis Language / Culture Business Model / Value Chain … • Conclusive remarks • Experts’ insights • Market in evolution • Definitions • Open issues > Next steps • More companies to validate initial findings • More details in some aspects • Gather more info about customers • Cooperation with other GaLA activities… > win-win

  9. D4.6 Annual Report on Technology Transfer 2

  10. D4.6 Technology Transfer • Refined TT model • Difference between • Technology Transfer • Knowledge Transfer • Importance of informal • KT > precondition to TT • Researcher’s motivation TT Tangible / Precise KT Informal / Tacit • Gopalakrishnan & Santoro, 2004

  11. D4.6 Technology Transfer • Definition of KPIs for TT of Serious Games • Compare TT success actions in Serious Games sector • Measurable variables & recommendations • Collection of Case Studies on Serious Games Transfer • Identify key factors for success • & barriers in organizations 11 Successful + 2 failure Case Studies to obtain direct information about the challenges, facilitators, best practices and problems on TT activities

  12. D4.6 Technology Transfer • Next Steps • Survey to researchers to better understand • Success ratio for TT in SG´s and SVW´s in Europe • Motivation factors • Barrier factors • Understanding of different barriers from Organization Type and Country • Interview to Research Organization successful in TT • Interview to Research Organization that never practice TT Develop a Technology Transfer process

  13. D4.12 Report on the University-Businessexchanges 1

  14. D4.12. Report on University- Business exchanges Definition of Internship guidelines 1st experience of internship program at VIMMI Research group at INESC-ID Next steps to foster the GALA mobility program

  15. Definitions of Internship guidelines Mobility program general organization: • Participants: • Origin Institution: University or College (supervisor) • Host Institution: Company or Research organization (mentor) • Intern: students from Origin institution working for Host institution • Internship plan: • Description of host institution and internship goals • Description of work, tasks to perform, proposed schedule • Internship Management: • Selection of interns • Allocation of mentors and supervisors • Intern work assignments (responsibilities, available resources) • Periodic evaluation/ Performance review • Compensation • Termination policies

  16. Internship experience at VIMMI Research group at INESC-ID 5 projects to develop SG were carried out within the VIMMI summer internship • Participants: • Origin Institution: VIMMI Research group at INESC-ID* • Host Institutions: StanCompany, Hospital São Francisco Xavier, LeYa , L2F Spoken Language Systems Lab at INESC-ID, CalousteGulbenkian Foundation • Intern: 5 students (Information Systems and Computer Engineering, Electrical and Computer Engineering, Architecture)* • Internships were ruled by the defined guidelines • Positive feedback from involved parts • Evaluation results of SG developed to be published in relevant international conferences

  17. Mobility Program next steps • Refine internship guidelines • Web page for Internship program promotion in GALA website: (SG Job market section) • Internship offers • Internship Guidelines • Results • Dissemination of the program: • Annual show-case event with results of internships • Annual award to best SG developed within the program

  18. D4.9 Business modelling and implementation 1

  19. D4.9 Business modelling and implementation • Common understanding of Business Models • Terms and stakeholders • Identification of decision dimensions for business modelling of Serious Games • Analysis of current Serious Games Business Models • Based on games compiled by SIG Application Field • Interviews on Business Models with European Developer Companies • Comparison and Conclusions

  20. D4.9 Business modelling and implementation • Next Steps • Investigation of transferability of Innovative approaches from disciplines like software development, TEL • Assessment of existing Business Models for other stakeholders in the Serious Games Value Chain • Continuation of analysis of current Serious Games Business Models • Based on games compiled by the other SIG Application Fields • Questionnaire survey of European Developer Companies Guidelines for Business Modelling relevant for developers

  21. D4.19 Stakeholders community building

  22. D4.19 Stakeholders community building • Stakeholders participation in GALA communities • GALA communities facilities • Strategies to foster community building • Contents strategy- Serious Game Society membership • Community governance • Next steps

  23. Stakeholders participation in GALA There are not 4 (or 5) GALA communities but rather one GALA community that comprises a number of different sub-groups or sub-communities. Serious Games Society will ensure the sustainability of GALA efforts. Serious Game Society WP3 - AnalysisDomain WP4 – IndustryGamesCreators WP5 Academy WP6AcademyProfessors WP7IndustryGamesUsers WP1StrategicCoordination WP8 Living labs, Tools and services WP9 Dissemination Stakeholders Industry SG developers SG Users Academy Learners Teachers/ Researchers Policymakers WP2- TechnologicalTopics

  24. GALA Online communities Facilitiestooffer: • Access management: • Single sign-onforallservices/facilities • Easy and direct access to all facilities independently of entry point • Different users profiles (Clear and partial separation between buyers and sellers – curated joining) • Access facility to latest (scientific) papers/reports about SG • Access and integration with other communities/social networking websites related to SG inside or outside GaLA (Facebook, Twitter, Linkedin, specialist academic networks: List included in Section 5.4, D4.19) • Management of sections News/Events/Blogging of the Serious Games Academy • Serious Games Knowledge Management System (Catalogue) • Serious Games Job market section • Directory of SG Companies (under feasibility assessment) • SIGS dedicated and publicspacesin GALA website • Instruments toverifymotivationachievement: Statistics of visitors/contentsvisualization/ functionalityaccess, Satisfactionsurveys, Network Analysistools

  25. Strategies to foster community building If we want to attract and keep new users involved, they should find a great online space containing: great overview (mission, vision, objectives, how to get involved) great contents (papers, links to Serious Games and demos, SG catalogue, CVs, job opportunities, directory of SG companies) great opportunities to contribute (easy forms to upload information, repositories). • Overviewstrategy: Clear statementsaboutmission, vision, howtogetinvolved in SGS, the SG Academy, and the GaLA website (work in progress). • Content strategy • Disseminationstrategy( in closecollaborationwith WP9)

  26. Strategies to foster community building Contentsstrategy: • Heavy contributions(within GALA consortium): • Start with a contact list of people that are experts and passionate about serious games -really collaborative people with time allocated for this task within the GaLA consortium • Join a group of at least 50-60 people (1 or 2 per partner) with at least 4 monthly contributions. These contributions must belong to at least 4 different categories that can be chosen from the following: blog entries, uploading CV, create a job opportunity, create an entry of a serious game, create an entry of a SG enterprise, upload a paper to a repository • 10 selected contributors will do at least 4 weekly contributions • This calendar of contributions should continue at least until the end of the project (2+ years). • A moderator (the Community Manager) will check that the contribution is progressing as accorded. • Intermittentcontributionmotivation ( SeriousGamesSocietymembers): • Promote your brand in the SG community • Showcase your organization’s products and activities in the SG community • Be visible and active in the SG think tanks as an organization • Get scale discounts for the SGS publications, events and services In additiontoproposedmembershipbenefitsprovideadditionaladvantagestocontributors: • A year free membership • Earning points of free days/months of SGS membership when participant upload contributions to more than one of the contentcategories

  27. Community governance Community Manager Board

  28. Community building: Next steps TheGovernancestructurewillwork in Y3 tocarryoutactionsaccordingpresentedstrategiesto: • achievequalitycontentcontributions • increasenumber of participants • 30 partners (2 individual – invite 10 stakeholders) -> 600 stakeholdersby Y3 • encouragetofosterstakeholderparticipation and motivation

  29. WP4 metrics

  30. Year Three

  31. Next Steps - Tasks T4.1 Market and Value Chain Analysis (Atos) – continuing T4.2 Technology Transfer (BIBA) – continuing T4.3 Research – Business Exchanges (INESC-ID) – continuing T4.4 Business Modelling and Implementation (BIBA) – continuing T4.5 Industry & Stakeholders Community (Atos) – continuing

  32. Next Steps - Deliverables • Continue with work of: • D4.3 Market and value chain analyses 3 (M34) • D4.7 Annual report on technology transfer 3 (M36) • D4.10 Business modelling and implementation report 2 (M33) • D4.13 Report on the University-Business Exchanges 2 (M36) • D4.20 Stakeholders community report 3 (M32)

  33. WP4 Industry and Stakeholder Engagement Thank you! Questions?

More Related