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NCCA, Bournemouth University

NCCA, Bournemouth University. Prof. Peter Comninos. Starting point. Interreg 2 Seas Cluster Initiative: Evaluation, validation and dissemination of results from various 2 Seas projects relating to creative digital solutions Aim:

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NCCA, Bournemouth University

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  1. NCCA, Bournemouth University Prof. Peter Comninos

  2. Starting point • Interreg 2 Seas Cluster Initiative: Evaluation, validation and dissemination of results from various 2 Seas projects relating to creative digital solutions • Aim: • To increase the use of creative digital solutions in various business sectors

  3. 4 participating 2 Seas projects • 2ST (2 Seas Trade) • 3i (Integrated, Increased, Innovations) • SHIVA (Sculpting for Healthcare through Interactive Virtual Art) • VIVID (Value Increase by Visual Design)

  4. 2 SEAS Trade

  5. The 2 Seas Trade Project (2ST) • 9 Project Partners: • Kent CountyCouncil (Lead Partner) • 4 Chambers of Commerce • VOKA West Flanders • VOKA East Flanders • Kent InvictaChamber of Commerce • Chamber of Commerce for the SW of the Netherlands • POM West Flanders • Locate in Kent • BSK-CIC • Canterbury City Council www.2seastrade.eu

  6. 2ST: Aims & Objectives • To establish a cross-border trade support network • To support SMEs in accessing business opportunities in nearby European markets • To promote the 2ST area as a place to do business

  7. 2ST Activities • 44 Business workshops (e.g. international marketing) • 87 “1-2-1” support visits to SMEs • Stand space for 44 SMES at 5 European Trade Fairs • 14 Sector-focused market visits & B2B Events • 4 ‘Doing Business’ Guides • 1 Online Trade Assessment Tool • 1069 SMEs supported by the project

  8. 2ST Key Project Results • SMEs have knowledge about export markets and are taking steps to trade internationally • SMEs have made business connections in partner regions • Distributors & commercial partners identified • New customers & clients identified • Export orders placed • SME growth in the partner regions

  9. 2ST Conclusions • SMEs appreciate support to enter new markets • A solid partnership is essential in delivering cross-border trade support • Longer-term results for companies are not yet known (exporting is a process and a journey) • Digital solutions provide big opportunities for business internationalisation • Companies are not fully tapping into digital potential • Businesses need to use digital technologies in the right way to boost exports

  10. 3i Project

  11. Project 3i & partners Triple helix cooperation : SME + Government + Academia

  12. 3i Rationale Knowledge of unmanned aircraft in Europe is scattered between EU-member states. Europe must benefit from the global growth of new business in unmanned aircraft products and services. Maritime security organizations in Channel and North Sea area search for more effective intelligence systems.

  13. 3i Actions Research on UAV usage & technology Build of prototype UAV system Demonstration of capabilities Communication

  14. 3i Positive Results • Triple helix cooperation (SME + Government + Academia) • Concrete and tangible results ( joint UAS prototype ) • Focus: 3i is ‘one joint activity’ • Complementary scope of supply (no overlap) • Maximum cross border cooperation (many dependencies in design, build, demo actions) • All partners active throughout • Flexible approach. When some partners faced problems (e.g. internal reorganisation, new regulations), other partners were able to take over tasks • Sustainable project result: The prototype system will remain available after project completion.

  15. 3i Conclusions and reflections • Integrated team challenges: • More dependencies (technical interfaces) • Complexity (member state differences, quality and delay risk) • Quality of project is determined by the weakest link in chain • Intensive project management (technical, partner, financial, quality) • New technology: need for new regulations • Project partners with complementary knowledge are able to work on one single goal

  16. SHIVA

  17. Virtual Sculpting and 3D Printing as Accessible Digital Solutions

  18. The SHIVA Project: Introduction • Virtual sculpting • 3D printing • For rehabilitation patients • To help healing process • For severely disabled children • For artistic expression

  19. SHIVA Project Outputs: Metamorphosis and Totem

  20. SHIVA Project: 3D Printing

  21. Technological Lessons Learnt User Interface is the Key • Completely reconfigurable GUI (took 70% of effort) • Individual user profile • Eye-gaze and brain-wave interfaces are possible • Accessible full scale modeller is possible • 3D printers need “3D Print” button

  22. Organizational Lessons Learnt Communication is the Key • Understand each partner's discipline • Takes time • The 'Blank Canvas' effect • Definitions of 'prototype' software • Difference between bug and feature • Managing expectations • Balance between research activities and artefact delivery • Development / testing time balance

  23. Available Digital Solutions • Accessible User Interface API • Configurable for using mouse, switches, eye-gaze • Modelling API (provided by Uformia, Norway, as in-kind contribution) • Real-time Rendering on GPU • 3D Printing

  24. Value Increase by Visual Design (VIVID)

  25. VIVID Partners

  26. Why VIVID? • Common issues found in partner regions • Brain-drain of graduates of the Visual Design institutions. • Reinforce knowledge exchange and validation • High-level educational institutions but not enough jobs opportunities • Knowledge-exchange and exchange on festival programming could be improved

  27. VIVID Actions Overall target: realise a cross border virtual network on visual design with 9 partners • Method of realisation: • Knowledge / research resulting in creating new visual design products • Stimulate creative entrepreneurship: create employment opportunities in partner regions both in existing trade and industry, and incubators • Showcase visual applications in conferences, festivals • to trade and industry

  28. VIVID Results and Process • Results: • 16 Visual design applications for heritage sector, training and education • Continuous learning pipeline including games (over 10.000 youngsters involved) • 2 incubators • 34 internships, 17 permanent jobs, 2 business start ups • Visual design network in Breda with regular exchange with trade and industry • Process: • Visual Design has been introduced to trade and industry • Sustainable network with 9 partners has been set up (declaration of intent)

  29. VIVID Conclusions • 1. Intensive project management (20% of partners undertake 80% of activity) • 2. Resistance of trade and industry to accept Visual Design as a medium for growth • 3. Knowledge institutions have a target to train and deliver high-quality • graduates but have no control as to how industry uses them • 4. Complexity due to considerable cultural and economic differences between • member states • 5. Governments should facilitate and stimulate, not get involved in the development of content • 6. Manage expectations (results differ from those expected in advance) • Accept it, especially with 9 partners, 30 projects and partners from different • backgrounds

  30. DIGISOL • Digisol is the result of 4 cooperating projects • Explanation actions of phase 1 by Lead Partner Breda

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