Pan European Networks - Horizon 2020 - page 65

H O R I Z O N 2 0 2 0 P R O J E C T S : P O R TA L
I S S U E S I X
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I T E A A R T E M I S C O - S U M M I T 2 0 1 5
exploitation is the key element of ITEA’s
success. We have understood how to create
major new developments in the SiSS sector and
such ambitions make ITEA unique; it is a
business success for the participating countries
and companies.
What are the main goals of ITEA 3
in 2015?
Whilst we will never set priorities at a project
level, we want to be accepted and recognised
as a worldwide leader in software innovation –
this is a big challenge and we are working
towards it. We want to make our international
customer and end user workshop series a real
working instrument to create consortia in
advance of project generation, for example in
smart cities.
Our biggest challenge for the coming year will
be to understand what the nature of digital ITEA
is. We are telling the whole world that the future
is global and digital, and, whilst we have some
understanding of how to become global, we
need to understand what becoming digital
means. Until now, ITEA has been a fully
analogue undertaking.
ITEA has a collective workforce of about 3,000
people, and we generate around 70 ideas a
year. A digital ITEA will have a workforce of
around three million people worldwide, with
experts in our main domains. We are now
talking about 70,000 ideas in a truly digital
world. We need to understand how to organise
and finance a digital ITEA, and at the closing
ceremony of Co-summit 2015, I will give the
ITEA community this task.
Next year we will discuss digital ITEA in further
detail, but three years from now, we must
understand and have an opinion on how to
manage, organise and finance a digital ITEA.
This is our great future.
Rudolf Haggenmüller
Chairman, ITEA
B R OW S E
H O R I Z O N
2 0 2 0
includes 12 partners from France and Turkey and focuses on Cloud-based
composition, distribution and usage of training content in an open
educational online course on tablet computers. This has been running
since January, and it would never have happened in a top-down approach
to research. There was not a long discussion at the beginning of the
project, because it was obvious that we needed such a development.
How do you balance the interests of individual private
companies and encouraging closer collaboration?
This can be best illustrated by two extreme examples initiated by
Daimler. In the ‘From System Modelling to S/W running on the Vehicle’
project, or MODELISAR, Daimler announced it wanted to create a ‘global
standard’. The project, which ran from 2008-2011, saw Daimler state:
‘We can now simulate every part of a car, but the question of whether
parts fit together has no answer. We want to have a functional mock-
up interface (FMI).’ Such a breakthrough, a standard FMI, is now used
by Toyota and Volkswagen, amongst others – essentially everybody, as
there is no competition.
The other extreme example is AVANTI, which is focused on speeding up
production processes and is based on simulation. Half of experts believe
that production can be virtually simulated and run under the control of
the system – they can play with commissioning, how quickly they can
put in some components, and how they can let it go to the assembly
line. Of course, the partners in the project want to gain a competitive
advantage for at least a certain period of time.
How are you promoting the benefits of working with
ITEA to potential new collaborators?
Every ITEA project has a concrete impact and fast exploitation, with part
of the results entering the market during the project’s lifetime. Of course,
after the project has been completed, the story continues, but fast
ITEA 3 is firmly
setting its sights on
a digital future
© BenjaminNelan
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