Applied Research for the Creative Industries - Andrew Bud - The Media Institute
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Transcript of Applied Research for the Creative Industries - Andrew Bud - The Media Institute
© 2010 The Media InstituteThe Media InstituteThe Media InstituteThe Media Institute
The Media Institute
Applied Research for the Creative Industries
14th July 2011
Andrew BudAndrew Bud
DirectorDirector
© 2010 The Media InstituteThe Media InstituteThe Media InstituteThe Media Institute
Overview
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.33
Mission
• Contribute to national economic growth and employment….
• By increasing the international competitiveness of the huge London and UK media industry…
• Addressing the challenges of the digital discontinuity…
• Through applied research into technology and social sciences…
• Conducted by world-class Universities in London…
• Working together in multi-disciplinary teams in a single building…
• Supported by Government…
• To accelerate innovation and create employment
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.44
Target Sectors
We target our research at three main sectors:
• Content Creation – creative flair
• TV and film production, including studios and news gathering
• Video games
• Computer generated graphics and post-production
• Music
• Advertising
• Content Publishing and Presentation – commercial skills
• Music Labels, online streaming services, games publishing
• Book Publishers
• Social media
• Distribution platforms – telco and OTT
• Distribution Networks – telecommunications innovation
• Satellite and cable networks
• Broadband and mobile networks
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.55
Leveraging the Digital Discontinuity
• The media industry in the UK has the opportunity to use the digital
discontinuity to:
• Reduce the cost of creating new content - dramatically.
• Lower cost results in better risk profiles, easier financing and more scope for the
realisation of creative ideas.
• Create entirely new types, styles and genres of content.
• Video games, CGI and social networking are recent examples of content owing
their entire existence to recent technology.
• Revolutionise its business model.
• Digital disrupts the economics of every facet of the media industry, and its
business model is being transformed. Examples are digital cinema, IP video
streaming and download, peer-to-peer, mobile applications and e-books
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A New Approach
• The digital discontinuity creates opportunities for creative industries worldwide…
• …if they are equipped to capture the opportunity
• To do so they need to:
• Be aware of the potential impact of technology
• Explore the changes technology could effect directly and indirectly
• Experiment with new ways of creating, delivering and valuing
• Derisk opportunities to unlock major investments
• They need pre-competitive applied research into technology and economic/legal questions
• In general they don’t have it…
• …and can’t afford to do it alone
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.77
Areas of Focus
• The Institute will succeed by focusing on a number of themes that are crucial to the industry
• Research will focus on the following areas:
• Creation and capture of content and information
• Presentation, user interfaces and multi-channel consumption
• Characterisation, discovery and choice of intelligent information
• Service delivery and distribution
• Rights, privacy and authenticity
• Business models, behavioural economics and innovation
• Multi-language, multi-culture
• Examples of possible research topics for each area are in the appendix.
• Industry-led Illustrations of how the Institute’s mission are expressed
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.88
Attraction for Universities and Staff
• Exciting, relevant work
• Industry-focus is a huge plus
• Increases quality of research and hence related government funding
• Additional flow of industry funding for research
• Access to advanced facilities
• Multi-disciplinary, multi-institutional collaboration is exciting
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.99
Impact and Benefits for Companies
• Delivers applied research and advanced development to help companies:
• Be aware of the potential impact of technology
• Explore the changes technology could effect directly and indirectly
• Experiment and prototype new ways of creating, delivering and valuing content
• Establish strong defensive IPR positions early
• De-risk opportunities to unlock major investments
• Key benefits of undertaking work at the Institute will be:• Flexible, easy access to a deep pool of outstanding academic expertise
• Low transaction costs in establishing and operating relationship with relevant
academic teams - single contract, single relationship, single point of contact
• Professionally managed projects and IPR reduce outcome risks
• Low day rates reduce project cost
• Access to complete, growing pool of IPR, most of it financed by public purse,
delivers highly leveraged outcomes
• Potential to share risk by participation with other partners
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.1010
Management
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.1111
Management Strategy
• The Institute will be managed to a small number of key metrics
to ensure focus:
• Industrial revenue and concentration – to manage market relevance
without becoming captive to a small number of dominant stakeholders
• IPR licensing base – to measure economic impact of industry work
• Services utilisation – to ensure that resources are being effectively
exploited by industry
• Total revenue, P&L, cashflow – to ensure targets for growth
and viability are met
• The Institute will concentrate on fostering a culture of creative, industry-
focused innovation, which takes pride in making business better by being
clever. Cross-disciplinary teamwork will be strongly encouraged.
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.1212
Research Personnel Model
• Academics will continue to be employed by their current university Colleges and will work on secondment to the Institute
• Pay and conditions will initially remain unaffected by secondment
• Institute HR will draw attention of host Colleges to any notabledisparities that emerge
• Seconded staff will be subject to the rules and policies of the Institute staff handbook
• Research staff may work at the Institute part-time, subject to the consent of Institute management
• Clear boundaries must be established between “in-Institute” and “ex-Institute” work, for IPR reasons
• Academic publication will be under dual-affiliate titles
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Organisation
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.1414
Facilities
• The concept of “place” is central to the Institute’s vision
• This is not a virtual centre of excellence
• “Face-time” between researchers from different institutions and different disciplines and company partners is considered vital to drive real relevant innovation
• The prestige of the “place” is crucial to attracting the best research talent, industry commitment and continuing Government support
• The Institute will occupy offices and lab space in East London Tech City, within easy reach of the industry clusters in WC/W1
• Currently forecast to use 1250m2 including public areas in 2013
• An outstation for facilities including stages, data centre and incubation may be required, in a lower-rent area on the periphery of the centre of London
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Governance
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Membership and Governance
• The Institute will be a Charity if possible
• Universities are the Members of the Institute
• They do not control it
• Members must vote 2/3 in favour to:
• Change the Objectives of the Institute or its Articles
• Raise new membership fees
• Close the Institute down
• A majority of Members must also approve independent candidates for the
Board
• The Institute is controlled by:
• The Board
• Technical Advisory Panel
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The Board
The Board of the Institute will serve as the Trustees of the charity and is
comprised of:
• Independent directors (the majority)
• 1/3 of the Board, at least two directors, elected by the Members
• The Director
• Directors serve for three years
• Directors serving when Members’ Agreement signed require no further
appointment
• Independent directors are selected by the Board itself
• Intended to be industry figures of known integrity and expertise
• Subject to veto by Members
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Technical Advisory Panel
• Board takes advice from the Technical Advisory Panel
• All members and important industry sponsors can be on the Panel
• Chief Scientist chairs the Panel
• Panel governance is TBC, and subject to Board approval
• Panel oversees
• Procedures for allocating research
• Evolution of research themes
• Assessment of academic standing of proposed new members
• Allocation of Research
• Must satisfy competition law – no carve-outs for Members
• New work subject to calls for bids and submissions from members
• Panel will establish criteria for choosing amongst bids
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Intellectual Property
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IP Policy Key Objectives
• Creation and use of IP as a cumulative asset to be managed for the benefit of the
entire UK industry – a trustee for growing know-how
• Avoid compromising existing University background IP
• Maximum freedom for Institute academics to pursue research unhindered by IPR
barriers
• Avoid fragmentation of Institute background to maximise its reuse potential
• Avoid unknowing incorporation of restricted IP into Institute output
• Availability of Institute IP for licensing, patent pool or defensive publication purposes
• Use of IP licensing procedures as a tool for monitoring the economic impact of the
Institute
• Revenues to the Institute from IP are not an objective
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IP Policies
• Institute will own all IP generated within its walls, whether financed by RC or
industry money
• All IP licensed back to University Members for research purposes
• Required University Background automatically licensed to Institute solely for
research projects
• Universities and academics must declare beforehand the licensing conditions
for commercial use of their Background
• Companies will receive commercial licenses for the work they finance – some
of them may be very powerfully structured
• Use of open-source will be rigorously managed
• Revenues from RC-funded IP licenses will be shared back to the Universities
• IP policies for commercial projects will be agreed for each project
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Licensing and Disclosure
• The Institute will license its IP and demand licensing accounts from
companies, to monitor the economic impact of its work
• Nominal license fees will be market-rate
• Nominal fees will be discounted
• By 100% for sponsor companies
• Where IP can be licensed to other parties, by 99% for other companies,
up to 3x the total cumulative research spend of a company in the
Institute
• For RC-funded work, there is a presumption of publication
• Institute must check work pre-publication to prevent wildcat disclosures
• For commercially funded work, publication is subject to agreement with the
sponsor at the outset
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Business Plan
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.2424
Business Model
• The Institute will receive funding directly from companiessponsoring research…
• …and will remit some to the Universities contributing staff
• The Universities will receive funding directly from the ResearchCouncils for work carried on in the Institute and…
• The Institute will receive some money from Universities for facilities and support
• The Institute seeks to receive direct Government grant via the TSB as a Technology Innovation Centre
• The Institute will rent out its facilities, teach training courses and offer consultancy to third parties
©© Media Institute 2011 TSB v1.0 14/07/2011 Media Institute 2011 TSB v1.0 14/07/2011 p.p.2525
Industrial Sales Model
• Industrial income modelled as a stream of multi-year contracts
• Revenue is recognised evenly throughout the contract period
• Launch contracts are provided by initial sponsors
• Contract sizes are gauged in line with media industry capability to sponsor
Years
Nov-11 Feb-12 May-12 Aug-12 Nov-12 Feb-13 May-13 Aug-13 Nov-13 Feb-14
Total industrial income 104,167 166,667 204,167 216,667 231,250 252,083 302,083 339,583 400,000 412,500
Sales 800,000 400,000 300,000 50,000 525,000 350,000 350,000 350,000 825,000 450,000
Contracts 6 3 2 1 4 4 3 3 4 4
Contract length
Sold (years)
C1 3 300,000
C2 3 200,000
C3 2 100,000
C4 1 100,000
C5 1 50,000
C6 1 50,000
C10 2 200,000
C11 1 100,000
C12 2 100,000
C13 2 200,000
C14 2 100,000
C15 1 50,000
C16 3 250,000
C17 2 200,000
C18 1 50,000
C19 1 25,000
C20 2 100,000
C21 2 100,000
C22 1 50,000
C23 3 100,000
C24 2 200,000
C25 2 100,000
C26 1 50,000
C27 2 200,000
C28 2 100,000
C29 1 50,000
C30 3 500,000
C31 2 250,000
C32 1 50,000
C33 1 25,000
C34 2 200,000
C35 2 100,000
C36 2 100,000
C37 1 50,000
C39 3
C40 2
C41 2
C42 1
C43 1
C44 3
C45 2
C46 2
C47 1
C48 3
C50 2
FY2011/12 FY2012/13 FY2013/14
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Financial Projections 2011-2015
2011 2012 2013 2014 2015
RC Spend Payments to Members 731,374 1,109,017 1,578,858 2,131,818
Institute Income -Maxwell 87,500 1,212,500 1,875,000 2,375,000 2,875,000 -RC from members - 146,275 221,803 315,772 426,364 -Industrial 104,167 818,750 1,293,750 2,037,500 2,735,417
-Facilities 5 167 775 979 979
COGS Payments to Universities 67,708 532,188 840,938 1,324,375 1,778,021
Institute outgoings -Staff 185,353 680,665 1,129,749 1,512,236 1,954,952
-Rent & facilities 16,905 301,875 377,344 603,750 603,750
-Other opex 30,200 74,700 112,700 141,700 153,700
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Funds Flows (2014)
Research Councils
1,578,858£
Government/TSB Universities Companies
315,772£
2,375,000£ 2,037,500£
The Media Institute
141,700£ 1,512,236£ 1,324,375£ 603,750£
Other
Universities
Facilities
Staff
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Current Status
• Seed funding from University College London
• Supported by Dean of Engineering Professor Anthony Finkelstein
• Academic Lead Professor Ingemar Cox
• External Director Andrew Bud, technology entrepreneur
• Established in form and substance
• Incorporated as not-for-profit company in August 2010
• “Media Research Partners Limited” “The Media Institute”
• Legal agreements defining the Institute now complete in settled drafts
• Own branding and website www.themediainstitute.com
• Operating a series of open networking seminars
• Offered a detailed EOI to the TSB in February 2011
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Appendix:
Example Research Topics
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Areas of Focus
• The Institute will succeed by focusing on a number of themes
that are crucial to the industry
• Research will focus on the following areas:
• Creation and capture of content and information
• Presentation, user interfaces and multi-channel consumption
• Characterisation, discovery and choice of intelligent information
• Service delivery and distribution
• Rights, privacy and authenticity
• Business models, behavioural economics and innovation
• Multi-language, multi-culture
• Examples of possible research topics for each area follow.
• Industry-led Illustrations of how the Institute’s mission will be expressed
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Examples: Content Creation and Capture
Computer Generated Graphics for Cinema and TV
• Low-cost 3D photo-real actor and scene synthesis
Virtual world synthesis for video games and social media
• real time synthesis of 3D space
News Gathering
• Compact, portable, low-bandwidth broadcast-quality HD
Next Generation Multi-Media
• authoring of integrated text, pictures and audio-visual
Tele-presence of live events (eg. concerts)
• capture of complex environments and experiences
Virtual events and museums
• creation of complex place-like experiences
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Examples: Presentation, Cross Platform, UI
Real-time multi-format encoding
• simultaneous stream availability for mobile, tablet, PC, TV, etc.
Portable content
• containers for moving/sharing content between devices
3D gesture-based user interfaces, metaphors & widgets
• successful interaction models in a depth-enabled space
Implications of new displays, sensors and transducers
• Novel applications of paper replacement, flexible displays, tactile sensors
Multi-screen presentation
• metaphors and narrative models for experiences on several different
screens at once and on unconventional screens
Accessible interfaces
• media access devices for the old and the disabled
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Examples: Characterisation, Discovery, Choice
Interchange standards for metadata
• enabling transfer of rich metadata along the value chain
Automated extraction and generation of metadata
• essence extraction from audio and visual content
• generation of meta-data on different scales for the same content
Discovery Journeys
• determination of successful trajectories through
personalised search experiences
Storefront & Publishing Techniques
• metaphors for display and promotion of audio-visual content
• presentation of micro-modular content for easy self-packaging
• classification and self-identification of very large linked inventory sets
Advertising and Marketing
• personalisation and multi-screen presentation of advertising
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Examples: Service Delivery
End-to-End Quality of Service management
• in variable throughput/congestion networks
Architectures for multi-network delivery
• integration of different last-mile tails with selection and handover
Traffic forecasting in media-loaded networks
• impact of audio-visual media load growth on cost and performance
Future impacts of peer-to-peer
Network enabler services
• opportunities for media distributors from enabler APIs
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Examples: Rights, Privacy and Authenticity
Tracking consumption of rights-derived content
• watermarking, reporting, derivation detection
Protection algorithms for DRM and private data
Reducing the cost of managing originator rights
• legal and operational means to simplify clearance and admin
Legal frameworks for digital rights
• ways to make copyright law fit for the digital purpose
Licensing models for digital content
• models for monetising beyond copyright
Protecting privacy in a personalising world
• identification and protection of key privacies when visibility is total
• ways to safely share personalisation data with and along the value chain
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Examples: Economics and Business Models
Behavioural Economics of Digital Content
• perceptions of value, responses to costs
Game Theory of Digital Distribution
• supplier strategies in the game with consumers
Business Models for Digital Media
• acknowledging the new behaviours and dynamics of consumers
Models for Dynamic Pricing of Content
• adapting value generation to the new model of consumer behaviour
Valuing Personal Data
• models for valuation and value sharing between protagonists
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Examples: Multi-Culture, Multi-Language
• Automated subtitling and dubbing
• Synthesis of signing and avatar speakers for the deaf
• Parameterisation of gesture dialects for international UIs
© 2010 The Media InstituteThe Media InstituteThe Media InstituteThe Media Institute
The Media InstituteA world-class research centre serving a world-class industry
www.themediainst.orgwww.themediainst.org