luxemburg 28 january 2013 european commission – dg connect gala game and learning alliance the...

LuxemburgLuxemburg28 January 201328 January 2013

European Commission – DG CONNECT

GaLAGame and Learning Alliance

The European Network of Excellence on Serious Games

WP4 Industry and Stakeholder Engagement

Carmen Padrón & Lydia Montandon (Atos)

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AtosUPSSGICOVUNIPlaygen

INESC-IDORTUNOTTBIBAAAU

CYNTELIX

POLIMI

ETH



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



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





D4.2 Market and Value Chain Analysis 2



• Methodology– Starting point

– Hypothesis

– How to find data?

– Which criteria / indicators to use?

– Difficulties

Sector/s of operation

D4.2 Market and Value Chain Analysis

Big v. small companyEstimated position along value chain

Estimated % of dedication to SG development




• The Serious Games Market

– How to make a market breakdown?

– Preliminary observations

GaLA market sectors (2012)Education Corporate / IndustryHealthcareMilitary / GovONG / Games for GoodAdvertising / Media

• 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 Value Chain of Serious Games

Emerging trends & evolution

Observe Companies

Inform Business Modelling




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





D4.6 Annual Report on Technology Transfer 2



D4.6 Technology Transfer

• Refined TT model

– Difference between • Technology Transfer

• Knowledge Transfer

– Importance of informal

– KT > precondition to TT

– Researcher’s motivation

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Gopalakrishnan & Santoro, 2004

TTTangible / Precise

KT Informal /

Tacit




• 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

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11 Successful + 2 failure Case Studies

to obtain direct information about the challenges, facilitators, best practices and problems on TT activities




• 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

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Develop a Technology Transfer process





D4.12 Report on the University-Businessexchanges 1



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



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



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, Calouste Gulbenkian 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



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





D4.9 Business modelling and implementation 1



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

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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

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Guidelines for Business Modelling relevant for developers





D4.19 Stakeholders community building



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



Serious Game Society

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.

StakeholdersIndustrySG developersSG UsersAcademyLearnersTeachers/ ResearchersPolicy makers

WP4 – Industry Games Creators WP5 AcademyWP6 Academy ProfessorsWP7 Industry Games Users

WP3 - Analysis Domain

WP2- Technological Topics

WP1 Strategic CoordinationWP8 Living

labs,Tools and services

WP9 Dissemination



GALA Online communities

Facilities to offer:

•Access management:

– Single sign-on for all services/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 public spaces in GALA website

•Instruments to verify motivation achievement: Statistics of visitors/contents visualization/ functionality

access, Satisfaction surveys, Network Analysis tools



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).

• Overview strategy: Clear statements about mission, vision, how to get involved in SGS, the SG Academy, and the GaLA website (work in progress).

• Content strategy

• Dissemination strategy ( in close collaboration with WP9)

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Strategies to foster community building

Contents strategy:•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.

•Intermittent contribution motivation ( Serious Games Society members):

– 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 addition to proposed membership benefits provide additional advantages to contributors:

– A year free membership

– Earning points of free days/months of SGS membership when participant upload contributions to more than one of the content categories

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Community governance

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Community Manager Board



Community building: Next steps

The Governance structure will work in Y3 to carry out actions according presented strategies to:

• achieve quality content contributions• increase number of participants

– 30 partners (2 individual – invite 10 stakeholders) -> 600 stakeholders by Y3

• encourage to foster stakeholder participation and motivation

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WP4 metrics

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Goals Year 1 Year 2 Year 2 achievement Year 3 Year 4Events Attended 2 5 >4 >3

Industry stakeholders contacted > 50 200 >100 >150

Academy/Industry exchanges Definition Started

Guidelines ready/ 1 Experience

TBD TBD

Number of related EU Project exchanges 2 2

> 3 > 3

Organized events/sessions/workshops 2 2 2 1Publications in conferences 1 2 3 2





Year Three



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



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)



WP4 Industry and Stakeholder Engagement

Thank you!

Questions?

luxemburg 28 january 2013 european commission – dg connect gala game and learning alliance the...

Documents

european commission

serious games d4

serious games market

european network of

value chain analysis

value chain analysis

business modelling slide

market breakdown