Maria Eugenia Beltrán (INMARK) EARLY ADOPTERS WORKSHOP Jun 22 nd , 2010

Semantic Technologies for the Enterprise: Adding Value to RTD

Maria Eugenia Beltrán (INMARK) EARLY ADOPTERS WORKSHOP

Jun 22nd, 2010

The Business of SemanticsThe Business of Semantics

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Summary of Value-IT activitiesSummary of Value-IT activities

The Value-IT Project is a resource for you – it is designed to help suppliers meet the Demand in the market

Our work is yielding both data and techniques to generate business activity

Our Task: Demand Analysis• What apps does the industry want?• What’s are the barriers?• What are the hot opportunities?

Our Task: Demand Analysis• What apps does the industry want?• What’s are the barriers?• What are the hot opportunities?

Our Task: Roadmap and Awareness• Roadmap: Map Supply and Demand Together now and in the future• Raising awareness among industry players

Our Task: Roadmap and Awareness• Roadmap: Map Supply and Demand Together now and in the future• Raising awareness among industry players

1. Roadmap: Map Supply and Demand Together now and in the future

2. Raising awareness

Our Method: Strategic analysis• What categorizes the market and its opportunities?• How do we communicate this simply?

Our Method: Strategic analysis• What categorizes the market and its opportunities?• How do we communicate this simply?

Outcome: Business Development• Bridging the language gap between Demand / Supply, Executives and IT• Where do we focus our efforts? On what companies, what applications?

Outcome: Business Development• Bridging the language gap between Demand / Supply, Executives and IT• Where do we focus our efforts? On what companies, what applications?

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3 4

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General need to accelerate EU innovation impact producing socio-economically relevant RTD results foster integration of ongoing RTD efforts

Specific need and opportunity to foster market transformation for STE

development of business oriented solutions implement more integrated - multidisciplinary and cooperative - approaches

BackgroundBackground

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To identify key needs, expectations and constraints for innovation where STE based applications could provide advanced while mature and usable technological solutions. To identify and rank “fertile” market segments To raise awareness among decision makers in targeted industries To promote dialogue between STE suppliers and future users To identify channels and activities aimed at maximising the impact of STE on businesses, accelerating take-up of STE solutions

ObjectivesObjectives

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Better understanding of paths, channels, allies and opponents for “crossing the chasm” Better chances for improving socio-economic relevance of future RTD STE players in better shape for travelling along the

Research > Innovation > Business > Profit trails.

Source: based on the Crossing the Chasm Curve – Moore 1991

Expected ImpactExpected Impact

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Industries High Economic Value Data Volume/Complexity Sizeable International Markets Sophisticated ICT base

Applied RTD Players STE Vendors Integrators Embedders ICT Catalysts & Multipliers

DEMANDDEMAND

SUPPLYSUPPLY

Target GroupTarget Group

Obtain 50 in-depth interviews & 625 quantitative interviews

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Demand Analysis:Demand Analysis:The Research ProcessThe Research Process

INDUSTRY SECTOR % COUNTRY %

Energy & Utilities 10% France 16%

Financial Services 10% Germany 16%

Information and Communication Technologies 10% Italy 16%

Life Sciences 15% Spain 16%

Manufacturing 35% UK 16%

Media & Entertainment 10% Rest of Europe 20%

Total 100% Total 100%

Rest of Europe included: Austria, Belgium, Portugal, Czech Republic, Poland and Netherlands.


Awareness – Awareness – Good & Bad NewsGood & Bad News

0%

10%

20%

30%

40%

50%

60%

70%

80%

DE ES FR IT UK ROE

Total

0%

10%

20%

30%

40%

50%

60%

Energy Finance ICT LifeSci Mfg Media Other

Total

High Awareness and increasing

General lack of awareness about the STE applicability in the Enterprise

There is not a clear view of how it could be implemented in their companies

Yes, have heard about Semantic Technology (41%)Yes, have heard about Semantic Technology (41%)


Applications PriorityApplications Priority

“Most companies already have solutions implemented for

needs”

Top for +60%

Priority Enterprise Needs :

Interoperability Searching/linking info. Collaboration

Biggest gap:

Decision support KM


Key Findings Key Findings

Variations by Company Size & Geography

Application priorities vary considerably according geography

No single application is ranked a top priority in all countries

Application priorities are consistent across company sizes

Small Co. high on knowledge management and business intelligence

Large Co. high on decision support and interoperability The need/implementation gap higher in large companies for

business intelligence, knowledge management, managing “big data”, and R&D applications.


Priority Need - Priority Need - InteroperabilityInteroperability

Approaches to Knowledge IntegrationApproaches to Knowledge Integration

Most common Building interoperable databases - 50% mature projects

1/3 mapping business processes 1/4 mature initiative SOA (16% no SOA)

Rules Engines & Tagging for knowledge is uncommon (80% no projects)

Enterprise InteroperabilityEnterprise Interoperability 64% have implemented interoperability solutions

Half already share knowledge extensively across the Enterprise

9% who rate interoperability as a strong need have no implementations


Priority Need - Priority Need - InteroperabilityInteroperability

Interaction between departments – Comparison

3%

13%

14%

52%

18%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

`

Poor

Just enough to function

Some better than other

Reasonably good interaction

Very good information flow among departments and processes

2%

11%

16%

59%

12%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

`

3%

12%

18%

54%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

`

SmallBusinesses

Medium Companies

Large Companies

60% rate interoperability as a strong need

39% need interaction among many departments different geo-locations

Data Interaction between departments


Priority Need – Priority Need – Search & LinkingSearch & Linking

Most mature applications

71% have deployed some kind of search and linking solution

56% rated it as a strong need - Only 7% as not important at all

6% who rate search and linking as a strong need have no implementations

No main differences by company size

By geography – Italy rated the importance much lower than average but has highest reported cross-Enterprise knowledge sharing

Media & Entertainment reported gap twice of the average

Life Sciences companies, are more likely to have solutions for this need

STEs will need to add value to the systems that already exist rather than attempting to replace them


Priority Need – Priority Need – CollaborationCollaboration

Companies of all sizes rate collaboration as a strong need

55% rate collaboration as a strong need

11% rate collaboration as not important at all

44% look toward consumer-oriented applications, such as Web 2.0, for

innovation in collaborative systems

Gap = 9% who rate collaboration as a strong need have no implementation

France and Italy considered Collaboration more important need

Germany and the UK considered Collaboration less important need


Priority Need – Priority Need – Biggest GapsBiggest Gaps

49% it is a strong need

47% have implemented solutions

14% rate it as not important at all

Larger give more value than smaller

Gap= 15%

48% it is a strong need

46% have KM implementations

12% rate it as not important at all

All sizes rate KM similarly

Gap= 14%

DECISION SUPPORTDECISION SUPPORT KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT


Applications PriorityApplications Priority

“Most companies already have solutions implemented for

needs”

Top for +60%

Priority Enterprise Needs :

Interoperability Searching/linking info. Collaboration

Biggest gap:

Decision support KM


Capabilities MapCapabilities Map

Interoperability of heterogeneous data sources or services (x axis): Data are tagged, according to their meaning, in a machine-processable way

Conceptualisation of raw data (y axis): Data is upgraded to conceptual level allowing extended capabilities: artificial intelligence, new information inference, consistency checking, natural language understanding or generation, etc.

18Not Diverse Business Contexts Diverse Business Contexts

Marketing

R&D

Accounting

Sales, France

Sales, UK

CRM

Financial Systemand processes

Marketing terms

Sales Process (UK)

Sales Process (France)

Supply Chain (SAP)

Supplier, China

Accounting

1 office, Financial Database

Global Manufacturing

Company:Diverse Knowledge

Resources and Business

Processes

Local Accounting Firm:

Single Knowledge Resource and Business Process

Corporate IT activitiesCorporate IT activitiesin Business Contextsin Business Contexts

Certain firms require applications to bridge diverse business contexts


Utilities ProcessUtilities Process

4.2 Procure materials and services (10216)

4.2.1 Develop sourcing strategies (10277)

Level 3: Processes

Level 2: Process Group

Level 1: Process Category

Need for Inter-operabilty

Need for “intelligence”

Level 4: Activities

Low-Medium

4.2.2 Select suppliers and develop/maintain contracts (10278)

Low Medium

Medium

4.1 Plan for and acquire necessary resources

(Supply Chain Planning) (10215)

4 Deliver Products and Services (10005)

4.1.3 Create materials plan (10223)

4.1.4 Create and manage master production schedule (10224)

Low-Medium

Low-Medium

Medium

Medium

4.4 Deliver service to customer (10218)

4.4.1 Confirm specific service requirements for

individual customer (10320)

4.4.4 Ensure quality of service (10323)

MediumLow-

Medium

Medium High


Where in the capability map?Where in the capability map?

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Findings: Requirements Findings: Requirements and Barriersand Barriers

Various requirements and barriers imply a tactic: how to approach the market

• Enterprise skill-sets/personnel: Essential for adoption• Addressing change-management issues and gaining buy-in: Essential for adoption

• Enterprise skill-sets/personnel: Essential for adoption• Addressing change-management issues and gaining buy-in: Essential for adoption

Essential For Adoption

• Enterprise buying habits, available channels: limiting adoption • Confidence in the technology as a category (ontologies):limiting adoption• IPR sensitivity and/or inhibitors to open data: deterrent to adoption• Hype curve sensitivity: terminology is a moderate deterrent• Security still a concern

• Enterprise buying habits, available channels: limiting adoption • Confidence in the technology as a category (ontologies):limiting adoption• IPR sensitivity and/or inhibitors to open data: deterrent to adoption• Hype curve sensitivity: terminology is a moderate deterrent• Security still a concern

Barriers to Adoption

• Confidence in the sustainability of the supply-side: STE products not to be productised and separately branded • Market messages from the supply-side: not very convincing• Many IT decision-makers have little knowledge of STEs applicability BUT want to know more

• Confidence in the sustainability of the supply-side: STE products not to be productised and separately branded • Market messages from the supply-side: not very convincing• Many IT decision-makers have little knowledge of STEs applicability BUT want to know more

Points for Improvement

Opportunity:

Consulting Services

Opportunity:

Channel Development

Opportunity:

Business Development /

Strategic Selling

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We will cover Specific Targets in the Business Development Section…

Main ConclusionsMain ConclusionsIs there a market? And if so, where?

The components of an STE market exist

There is evidence of both market growth and supplier consolidation

No Technological dominance, by particular companies or regions

All economic sectors (vertical) permeable for STE.

Functional areas being immediately addressed by STE include:

Business Intelligence, Human Resources, Marketing (indeed all

customer-facing applications), Product Development and Innovation

Drivers: Linking and relating data and content (I&K) data growth

Opportunities are likely to be progressive rather than disruptive

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We will cover Specific Targets in the Business Development Section…

STE Product Market PotentialSTE Product Market Potential

STE Product Market Potential by Vertical Sector – Base Case 2014 (millions of Euros)

Provisional estimate of product market potential, Ovum/Datamonitor

0

50

100

150

200

250

300

Man

ufac

turin

g

Retail

Fina

nce

Energ

y

LifeS

ci

Telec

oms

Med

iaOth

er

Mill

ion

s €

020406080

100120140

Supply

Cha

in

Produc

t Life

cycle

Enter

prise

Custom

er

Communic

ation

s

Reposit

ory/P

ublis

h

Data/A

pp In

tegr

ation

Proce

ss In

tegra

tion

Mill

ions

€

Total Market 2014: 260,2 millions €

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STE TechnoVision Report

Interim Demand Driven Mapping Report

A Use Case Scenarios Collection

Final Demand Driven Mapping Report

Final Roadmap Report

Final ReportFinal Report

PUBLISHEDPUBLISHED

PUBLISHEDPUBLISHED

PUBLISHEDPUBLISHED

FORESEEN SUMMER FORESEEN SUMMER 20102010

Project StatusProject Status

FORESEEN SUMMER FORESEEN SUMMER 20102010

PUBLISHEDPUBLISHED

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www.value-it.euwww.value-it.eu

Feedback WelcomeFeedback Welcome

Thanks!

Maria Eugenia Beltrán (INMARK) EARLY ADOPTERS WORKSHOP Jun 22 nd , 2010

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Transcript of Maria Eugenia Beltrán (INMARK) EARLY ADOPTERS WORKSHOP Jun 22 nd , 2010