industry

Projets

Digital Games for Empowerment & Inclusion

11 Janvier 2012

The Digital Agenda for Europe aims at the overall objective of having everyone connected and empowered, which poses special challenges towards disadvantaged parts of the population, to be included. In this respect, research shows that the digital games industry is expected to grow in the future. Developing a Digital Games industry can contribute offering a key instrument to fulfill these opportunities and addressing the key challenges set out in the Digital Agenda for Europe.

Within a scenario of rapidly increasing convergence of digital technologies and integration of media services, the role of the creative content industry is expected to increase accordingly and the video games software industry plays a major role. In this general context, Digital Games use the platforms and techniques of the videogame industry to create products and services and have a potential to further education, health, public policy, government or corporate training, and strategic communication objectives.

 

Digital Games with useful objectives going beyond the simple fun of playing may serve social purposes like inclusion, health, skilling, learning and other public services, where their action complements more classical approaches. Because of their ludic dynamics, they are usually very welcome to different kind of public (not only youngsters) and this is their strength.

 

Considering that the video games industry is going through a period of change, including significant transformation in the value chain, Digital ‘Serious’ Games thus offer opportunities not only for the existing actors but also to new entrants with expertise in training, simulation, healthcare and social inclusion.

 

Objectives

The aim of the exploratory study is to better understand:

  • what are the industrial, market, social opportunities and limitations of Digital Games for users' empowerment and as a tool for socio-economic inclusion of people at risk of exclusion (such as youth at risk, migrants, elderly, unemployed, low-educated);
  • what are the technological, market, implementation, adoption and policy challenges of creating this potential and if and how policy actions could address the challenges identified.

 

Activities

The research will carry out the following activities:

1. Analysis of the State of Play of Digital Games for Empowerment and Inclusion

This analysis will specifically look at exploring the supply side, including various typologies of digital games, technological platforms; current knowledge of market diffusion and adoption; the state of the art of research and existing practice, as well as identifying the key actors involved in the domain. The goal of this analysis will be to define key (technological, research, policy, industry/market, social, economic) opportunities and challenges of putting Digital Games at the service of empowerment and social inclusion purposes, and to gather evidence of impact in this domain.

2. Vision Development

Building on the consolidated version of the Report of the State of Play, on the opportunities and key challenges identified, through a consultation process among EC policy officers, a common vision of the possible future application of Digital Games for Empowerment and Inclusion will be defined.

3. Development of a Roadmap for Action through Stakeholders' Consultation A multi-stakeholders consultation will be organized to enable a broader dialogue and engage stakeholders, validate the vision defined, identify stakeholders actions and build consensus on possible EC research and policy options to support the vision.

 

This study is co-funded by the Information Society Unit of the JRC-IPTS and DG INFSO ICT for Inclusion Unit. The JRC-IPTS conducts the study in collaboration with selected external experts in the domain of Digital Games and ICT for Social Inclusion.

 

JRC-IPTS is looking for examples of successful initiatives from across the world on the use of Digital Games for Empowerment and Inclusion, and for the participation of experts from research and practice in the development of the vision and roadmap. Please contact the Project Leader and the Scientific Coordinator if you wish to contribute to the future of Digital Games for Empowerment and Inclusion.

Nouvelles

Digital Agenda: First meeting of EU Media Futures Forum

12 Décembre 2011

European Commission Vice-President Neelie Kroes has established a group to debate how to improve the policy framework for European media industries, chaired by Christian van Thillo, CEO of De Persgroep. The first of five group debates will take place today focussing on the impacts of the digital revolution on European media industries, and will provide input designed to foster pluralist media sector and quality journalism in spite of recent declining revenues.

Neelie Kroes said: "I want out-of-the box thinking. I want to know what the Commission can do to facilitate media's contribution to our democracy and economic growth. The digital revolution is turning media upside down: how can we use the digital Single Market and other tools to capture the potential of this new dynamic?"

 

The Commission will be looking for Forum members to foster debate throughout 2012, by bringing ambitious personal thinking to the Forum rather than homogenised industry or company views.

The Forum draws on the knowledge and experience of more than 20 personalities from the publishing, broadcasting, advertising, telecommunications, equipment manufacturers, social media and online industries. Members of the European Parliament and representatives of the Council of Ministers have a standing invitation to participate in this Forum

 

EU Media Futures Forum topics

The debate on the futures of media industries in Europe will address questions such as:

1) What are the big trends in the media industry in Europe and globally?

2) What is the impact of these trends on business models, competition, pluralism and content creation in Europe?

3) What are the main opportunities and barriers in creating a digital media content market in Europe? What needs to be done to attain or overcome them?

4) How can the European media industries best benefit from the technological developments to enhance their competitiveness globally?

5) What are the conditions for sustainable business models that can deliver quality journalism?

 

For more information

Digital Agenda website: http://ec.europa.eu/digital-agenda

The Media Task force website:

http://ec.europa.eu/information_society/media_taskforce/index_en.htm

The audiovisual and media policies website:

http://ec.europa.eu/avpolicy/index_en.htm

Neelie Kroes' website: http://ec.europa.eu/commission_2010-2014/kroes/

Follow Neelie Kroes on Twitter: http://twitter.com/neeliekroeseu

 

Annex

Members attending first meeting

Chairman, Christian van Thillo, CEO of De Persgroep

Annet Aris, Adjunct Professor of Strategy, INSEAD

Nicolas Gaudemet, Vice-President Strategy, Customer Research & International Development, Orange Content & Digital Services

Emmanuel Gabla, Member of the Conseil Supérieur de l'Audiovisuel, France

Patrick Grueter, Vice-President, Disney

Jesper Hermansen, Deputy Permanent Secretary of the Danish Ministry of Culture

Paul Hofheinz, President, The Lisbon Council

Lauri Kivinen, CEO, Yleisradio Oy (YLE)

Rhys Nölke, Vice-President Business Development, RTL Group

Prof. Caroline Pauwels, Director of the Center for Studies on Media, Information and Telecommunication, Free University Brussels

James Powell, Executive Vice-President and CTO, Thomson Reuters

Dominik Skoczek, Director, Intellectual Property and Media Department, Polish Ministry of Culture and National Heritage

Sir Martin Sorrell, CEO, WPP Group

Rob de Spa, Director of Content and Editorial Development, Wegener Media

Prof. Ed Steinmueller, Science and Technology Policy Research, University of Sussex

Xavier Vidal-Folch, Deputy Director, El Pais

Marc de Vries, CEO, Hyves

Piotr Walter, Vice-President and Deputy CEO, TVN S.A.

Dr. Andreas Wiele, Member of the Board and President BILD Group and Magazines, Axel Springer

 

Confirmed as Forum Members but not attending first meeting:

Matt Brittin, Vice-President Northern and Central Europe, Google

Oscar Bronner, Editor-in-chief, Der Standard

Julien Codorniou, Head of Platform Partnerships, Facebook

Ruud Hendriks, Independent consultant

Erkki Ormala, Vice-President Technology Policy, Nokia

Gavin Patterson, CEO, BT Retail

David Ripert, Vice-President Content, Dailymotion

Articles

eLearning: advantages and disadvantages

15 juin 2011

Time and money savings, mass training, each day, e-learning attracts new companies for their professional training needs, thanks to persuasive arguments. This is illustrated by the market's turnover of 144 million euros in 2010, a 25% increase over the previous year (source: Féfaur). A considerable progression underpinning the success of remote training and predicting a great future for this learning method.

 

Though the e-learning system possesses many assets, it also has its limits. In particular, e-learning is faced with the reticence of certain companies and employees faced with an innovative and unfamiliar learning method. The following table lists the advantages and disadvantages of e-learning from the point of view of the 3 parties involved in e-learning: the learner, the company and the trainer.

 
 

From the learner's point of view

 
Advantages
- Learner actively involved in his/her e-learning
- Interactivity and attractiveness of e-learning content
- Flexibility and adaptability according to availability (time, location) 
- Training at own pace, independently of other learners 
- Self-assessment during and at end of course 
- Personal progress monitoring during e-learning course and appraisal of results obtained thanks to tracking 
 
Disadvantages 
- Command of computer tools, reticence in face of new technologies
- Autonomous self-management as no imposed training framework
- Management of motivation and involvement in e-learning, concentration effort
- No direct contacts with trainer (except in the case of blended learning)
 
 

From the company's point of view

 
Advantages
- "Mass" training (unlimited number of learners) 
- Savings relative to classroom-based training indirect costs (travel, accommodation, etc.) 
- Flexibility and adaptability according to learner availability (time, location)
- Customization and adjustment of training courses to predefined skills and teaching goals 
- Low logistical constraints (no room booking, employee travel, accommodation, etc.) 
- Precise course reporting and automated results analysis thanks to tracking 
- Durable and updatable teaching materials 
 
Disadvantages 
- Companies sometimes ill-informed and hesitant with respect to new technologies
- No control over motivation, involvement and course management by learners
- Investment in computer hardware and software 
- e-learning content occasionally difficult to design for training in highly specific fields (to be checked)
- Change management to implement within the training department
 
 

From the trainer's point of view

 
Advantages 
- Prerequisites for assessing learner levels 
- Training performed on interactive and attractive tools for both trainer and learners 
- Flexibility and adaptability according to availability (time, location) 
- Learner monitoring from the platform (tracking) 
 
Disadvantages
- No direct contacts with learner (except in the case of blended learning)
- Transformation of the "knowing" role into that of "conductor"
- Transition of predominantly oral to written communication