Digital Ecosystems supporting growth and SMEs F. Nachira European Commission DG-INFSO - Unit “ICT for Business” Head of Sector “Technologies for Digital

Digital Ecosystems supporting growth and SMEs

Digital Ecosystems supporting growth and SMEs

F. NachiraEuropean Commission DG-INFSO - Unit “ICT for Business”

Head of Sector “Technologies for Digital Ecosystems“

F. NachiraEuropean Commission DG-INFSO - Unit “ICT for Business”

Head of Sector “Technologies for Digital Ecosystems“

2004Introduction

2004Introduction

How ICT could support business and SMEs, preserving local development and values ?

Which research ? Which synergies with other actions ?

How ICT could support business and SMEs, preserving local development and values ?

Which research ? Which synergies with other actions ?

Creative Commons License - Attribution-NonCommercial-ShareAlike 1.0. Creative Commons Licensehttp:// creativecommons.org/licenses/by-nc-sa/1.0/

Digital Ecosystems for SMEs and local growth F. Nachira - June 2004

Structure of the presentation

Structure of the presentation• Local and global challenges: networking for s&e

development

• Lisbon Strategy, eEurope: ICT and knowledge

• Regional Clusters: from Industrial Districts to Business

Ecosystems

• Digital Ecosystem concept

• How to implement?

• DBE : building a Digital Ecosystem infrastructure

• A network of local Digital Ecosystems

• A different future for local growth and SMEs ?

Digital Ecosystems for SMEs and local growth F.Nachira - June 2004

SMEs: AdvantagesSMEs: Advantages• SMEs are highly focused• niche products - specialized services• SMEs very often depend on large enterprises• solution partners - component providers - service partners• SMEs can play a role as innovators• their best chance to stay competitive• no large bureaucracies to overcome• SMEs could be strong through synergies• find the right partners - learn how to network and cooperate

SMEs: Disadvantages• limited specialised resources (knowledge)• no R&D dept., no legal dept, • difficult to cope with complexity and globalisation• global value chain, access to knowledge


SMEs software users (i.e. non-IT product/service providers): • From a limited environment to a global competition, + interrelations• From a well-defined business relationships to dynamic fuzzy

relationship• un-known partner => on-demand access to services• affordable applications not available for SMEs• taylored applications fitting with local conditions not available• limited adoption of IT => minor increase of productivity

SMEs sw providers: - From a limited environment to a global competition, - Rapid evolution of standards- Sw is part of an environment, interoperability, sw more and more complex- Difficult to compete with large global corporations with dominant positions

SMEs sw providers: - From a limited environment to a global competition, - Rapid evolution of standards- Sw is part of an environment, interoperability, sw more and more complex- Difficult to compete with large global corporations with dominant positions

GlobalizationGlobalization => decline of European SMEs?

=> decline of European SMEs?

SMEs new difficulties: increased complexity an d role of knowledgeA) more R&D, innovation neededB) the value is extracted by immaterial (it’s now an asset in the balance)Creation, distribution, use, exchange of knowledge for purpose of value creationattempt to limit diffusion of information=> drm, patents,copyrights,secrecy clauses -------------> risk of foreigner oligopoly of immaterial means of production

SMEs new difficulties: increased complexity an d role of knowledgeA) more R&D, innovation neededB) the value is extracted by immaterial (it’s now an asset in the balance)Creation, distribution, use, exchange of knowledge for purpose of value creationattempt to limit diffusion of information=> drm, patents,copyrights,secrecy clauses -------------> risk of foreigner oligopoly of immaterial means of production


Role of ITCRole of ITCThe adoption and use of ITC is one of the major factor of productivity

gain• Internet creates new opportunity of business (services, content …) … but his usage allows:• to increase the productivity• in all sectors• in all kind of business

• the access to the global market • the access and sharing of knowledge and skills• the development of networked organisationsHalf of productivity gain in US during last 5 years

depends on ICT adoption Half of productivity gain in US during last 5 years

depends on ICT adoption


Models of Clusters

*source: G-Nike 2002

Growth Node*Industrial District*

Business Ecosystem


Models of Clusters (1)Models of Clusters (1)Industrial district [Alfred Marshall 1922]:Business structure dominated by small, locally owned firms- Scale economies relatively low- Substantial intra-district trade among buyers and suppliers- Key investment decisions made locally- Long-term contracts and commitments between local buyers and suppliers- Low degrees of co-operation or linkage with firms external to the district- Labour market internal to the district, highly flexible- Workers committed to district, rather than to firms- High rates of labour in-migration, lower levels of out-migration- Evolution of unique local cultural identity, bonds- Specialised sources of finance, technical expertise, business services available in district (outs)proximity, innovation and competition, enterpreneurship, social capital, specialised workforce, tacit knowledge, ...

Industrial district [Alfred Marshall 1922]:Business structure dominated by small, locally owned firms- Scale economies relatively low- Substantial intra-district trade among buyers and suppliers- Key investment decisions made locally- Long-term contracts and commitments between local buyers and suppliers- Low degrees of co-operation or linkage with firms external to the district- Labour market internal to the district, highly flexible- Workers committed to district, rather than to firms- High rates of labour in-migration, lower levels of out-migration- Evolution of unique local cultural identity, bonds- Specialised sources of finance, technical expertise, business services available in district (outs)proximity, innovation and competition, enterpreneurship, social capital, specialised workforce, tacit knowledge, ...

Industrial district, Italian Variant [Markusen, Alberti 1996]:- Hi-degree of cooperation among competitor firms to share risk,stabilise market,share innovation- Strong trade assoc.: provide shared infrastructure, mangmt training, marketing,tech./financ.help- Strong local government role in regulating and promoting core industries

Industrial district, Italian Variant [Markusen, Alberti 1996]:- Hi-degree of cooperation among competitor firms to share risk,stabilise market,share innovation- Strong trade assoc.: provide shared infrastructure, mangmt training, marketing,tech./financ.help- Strong local government role in regulating and promoting core industries


Models of Clusters (2)Models of Clusters (2)Growth Node [O’Callagan 2000]:an evolution of the cluster concept - emphasises the external networking dimension, knowledge transfer, social learning- hi performing geo-cluster of organisations and institutions- networked to other clusters- potentially supported by ICT

Growth Node [O’Callagan 2000]:an evolution of the cluster concept - emphasises the external networking dimension, knowledge transfer, social learning- hi performing geo-cluster of organisations and institutions- networked to other clusters- potentially supported by ICTBusiness Ecosystem [2002]:“an economic community supported by a foundation of interacting organisations and individuals” “distinct identity + adaptation to environment” with dynamic relationsdepends on global networking- sw+hw ICT infrastructure essential element includes: services, knowledge, business

Business Ecosystem [2002]:“an economic community supported by a foundation of interacting organisations and individuals” “distinct identity + adaptation to environment” with dynamic relationsdepends on global networking- sw+hw ICT infrastructure essential element includes: services, knowledge, business


Evolution of e-adoptionEvolution of e-adoption

more complexity in organisationsEu

rop

e is u

sed

to c

op

e w

ith

com

ple

xit

y a

nd

div

ers

ity

SM

Es a

re

dyn

am

ic a

nd

flexib

le


ICT support for networked business

ICT support for networked business

To facilitate the emergence of future

business forms designed to exploit the

opportunities and manage the challenges posed by the socio-economic and technical revolutions of

the 21st century.

To facilitate the emergence of future

business forms designed to exploit the

opportunities and manage the challenges posed by the socio-economic and technical revolutions of

the 21st century.

Future business, more competitive, innovative, agile and value creating,

will require new technologies, applications

and services to enable them to work as

networked knowledge-based businesses.

Future business, more competitive, innovative, agile and value creating,

will require new technologies, applications

and services to enable them to work as

networked knowledge-based businesses.

develop ICTs supporting organisational networking, process integration, and sharing of resources that enable networked organisations (private and public) to build faster and more effective partnerships and alliances

re-engineer and integrate business processes, share efficiently knowledge and experiences and develop value added products and services for networked organisations


Lisbon GoalsLisbon Goals

“EU: Largestknowledge-

basedeconomy by

2010”

“EU: Largestknowledge-

basedeconomy by

2010”

The Lisbon PerspectiveThe Lisbon Perspective

EnlargementEnlargement

Candidate countries

were full partners in FP5

Candidate countries

were full partners in FP5

ERA: EuropeanResearch Area

ERA: EuropeanResearch Area

FP6, Eureka, COST, national RTD programmes

FP6, Eureka, COST, national RTD programmes… towards a

‘single market for research &

innovation’

… towards a ‘single market for research &

innovation’

Broadband access, e-business, e-government,

security, skills, e-health, ...

Broadband access, e-business, e-government,

security, skills, e-health, ...

Other policiesOther policiesSingle market, single currency, security of

Europeans, sustainable development, ...

Single market, single currency, security of

Europeans, sustainable development, ...

e-europee-europe

Digital Ecosystems for SMEs and local growth

F. Nachira - March 2004

eEurope 2005eEurope 2005The victious circle to be broken:

weak network infrastructure unavailability of on-line services

Eeurope is based on two parallel actions which reinforce each other developing a virtuous circle

The first group services, applications and digital content

•has the goal to develop modern on-line services (of e-government, e-learning, e-health)• and of services for favouring a dynamic e-business environment The second group is composed of catalysts

aiming at creating:–affordable broadband–infrastructure for information security

The victious circle to be broken: weak network infrastructure unavailability of on-line services

Eeurope is based on two parallel actions which reinforce each other developing a virtuous circle

The first group services, applications and digital content

•has the goal to develop modern on-line services (of e-government, e-learning, e-health)• and of services for favouring a dynamic e-business environment The second group is composed of catalysts

aiming at creating:–affordable broadband–infrastructure for information security


Business Ecosystems

local conditions

Business Ecosystems

local conditionsTechnical

Infrastructure

Business & Financial

Conditions

Human Capital andPractices

EffectiveGovernance


Which ICT technology ?Which ICT technology ?•“… the actual slowly changing network of

organizations will be replaced by more fluid, amorphous and often transitory structures based in alliances, partnership and collaborations”.

•“…building a community that share business, knowledge and infrastructure”

•“To support this scenario, which envisages the aggregation of services and organizations, is required a further stage in ITC technology adoptions which exploits the dynamic interaction (with cooperation and competition) of several players in order to produce systemic results in terms of innovation and economic development.”

From “ Towards a Network of digital business ecosystems fostering the local development ” (EC, Discussion paper, 2002)


(Digital Ecosystems)A technical infrastructure supporting

Business Ecosystems

(Digital Ecosystems)A technical infrastructure supporting

Business Ecosystems

Computing& Telecom.

Infrastructure

Business &Organisational

Models

Science &Computing

Community


How to deal with the complexity?

How to deal with the complexity?

No easy answer, no short-term solution

long-term process, but intermediate results

Paradigm shift :machine model => living organism model building a machine => nurturing players and conditions

Paradigm shift :machine model => living organism model building a machine => nurturing players and conditions

Players

Small organisations

R.O. Univ.

P.A. Gov.

Cooperative effort : among local actors (gov, biz, uni-res) among EU regions

Cooperative effort : among local actors (gov, biz, uni-res) among EU regions

Digital Ecosystems for regional development F. Nachira - June 2004

Advantages of new paradigmsAdvantages of new paradigms

• How turn weakness in advantages

• Opens your mind: abandoning un-necessary constrains you discover new opportunities

• Examples of this approach• Intell. Manufacturing System programme (establish. Next generation manufact. Sys) 91-00 => holonic systems concept• Cybesyn project (apply principles of cybernetics for effective democracy) S.Beer Chile 70-73 => autopoietic systems• Visionary approach + intermediate tangible results•


Lessons from the living worldLessons from the living world

• Is built on composition and complex hierarchies

• No central control, no plans defined in advance

• Fault tolerant:No central point of failure, just viability concept

• Diversity and autonomy (recursive)

• Just adaptationto the local conditions

• Selection and evolution

• But you need an infrastructure supporting the life (composed of living organisms too - rec. concept), and a critical mass of individuals and biodiversity (bootstrap problem)

© ecosystems


Dynamic composability for evolution

Dynamic composability for evolution

• A digital component is made by components which:

• are distributed

• should change for allowing evolution

• all elements could switch and change (sw, modality of usage, protocols)

• Reusability of existing initiatives (web services, GRID services, semantic web) protocols

• => adaptation to local conditions


What is a Digital Ecosystem ? What is a Digital Ecosystem ?

THE DIGITAL ECOSYSTEM

• is a pervasive “digital environment”

• which supports the business ecosystems

• which is populated by “digital components”

• which evolves and adapt to local conditions with the evolution of the components

THE SOFT SUPPORT INFRASTRUCTURE, WHICH OFFERS AND TRANSPORTS

SERVICES & INFORMATION (knowledge)EMPOWERING THE NETWORKING


What is a Digital Component ?What is a Digital Component ?

DIGITAL COMPONENT

•could be: software components, applications, services, knowledge, business processes and models, training modules, contractual frameworks, law ...

•.... and hopefully a mixture of that

AN USEFUL IDEA, EXPRESSED BY THE LANGUAGE

(formal or natural), LAUNCHED ON THE NET,

WHICH CAN BE PROCESSED (by computers and/or humans)


Advantages for SMEs of the digital ecosystem

paradigm

Advantages for SMEs of the digital ecosystem

paradigm

•

SMEs (dynamic, adaptable, flexible, rooted at local level)

• Advantages of the approach

•Reducing treshold for market entrance•Reducing the relevance of the marketing•Possibility to provide only a component•Provision of ethnocentric solutions•Afford together the complexity

“It is not the strongest of species that survive, nor the most intelligent,

but the one most adaptable to changes.”













Digital Business Ecosystems F.Nachira - Catania, Feb 2004

Example of use of Digital EcosystemTourism Sector

Digital Business Ecosystem Open-source infrastructure “Commons”

DynamicdigitalServices(multiple revenue models)

DBE

Plane ticket

Tour Restaurant

Hotel

Car rental


MarketMarket

SME 1SME 1 SME 2SME 2

SME 3SME 3

Sale digital DBE servicesSale digital DBE services

“Meta-market”“Meta-market”

DBEDBE

(SW Producer)(SW Producer)(SW User)(SW User)

SME 1SME 1 SME 2SME 2software services

support oforganisations

software servicessupport of

organisationsDBE

ServiceDBE

Service

The three-layers impactThe three-layers impact

P.DiniLSEP.DiniLSE


What it does mean ?What it does mean ?

1 – ICT adoption for SME users. If successful, the DBE will increasethe efficiency of business transactions and processes:

DBE as software that mediates a market

1 – ICT adoption for SME users. If successful, the DBE will increasethe efficiency of business transactions and processes:

DBE as software that mediates a market

2 – SME SW Producers. If successful, the DBE will increase themarket for software services and applications:

DBE as software that mediates a “meta-market”

2 – SME SW Producers. If successful, the DBE will increase themarket for software services and applications:

DBE as software that mediates a “meta-market”

Digital Ecosystems for SMEs and local growth F. Nachira - March 2004

The Digital Ecosystem policy has two main goals:

1 - To facilitate ICT adoption on the part of European SMEs

2 - To support European SME software producers

The Digital Ecosystem policy has two main goals:

1 - To facilitate ICT adoption on the part of European SMEs

2 - To support European SME software producers

Strategic goals of Digital ecosystemsStrategic goals of Digital ecosystems

Digital divides(N/S; am.regions;LE/SMEs; …)

Digital divides(N/S; am.regions;LE/SMEs; …)

Cultural, social & economic problemCultural, social & economic problem

SW that adapts to SMEs rather than SMEs that adapt to SWSW that adapts to SMEs rather than SMEs that adapt to SW

Give equal opportunities of access to Markets, business networks, supply chains,

automatic service composition, …

Give equal opportunities of access to Markets, business networks, supply chains,

automatic service composition, …


Socio-Economic Context:The Business EcosystemSocio-Economic Context:The Business Ecosystem

P.DiniLSEP.DiniLSE

ICTscatalyse

improve

improve

Growth

Market & internalefficiency

Cooperation &innovation networks

improve

lead to

New value systems& business models

encourage

supportsPolicy

supportsBiologyenhances

“Commons”

Open SourceOpen standards

formalise

justify

regulate

supports


History 0f digital ecosystem conceptHistory 0f digital ecosystem concept

September 2002

Discussion Paper: “Towards a network of digital business ecosystems fostering local development”

End 2002 Large interest from Scientific Community

October2002

Brainstorming on “Digital business ecosystems” concept

April2003

Three independent FP6 IP proposals submitted

November2003

Start of selected proposal: DBE

June 2004Two regions joined to the initiative on their own (in addition of initial 3)


Research Aspects Research Aspects The transposition of behaviours and architectures from natural to digital and to economic systems requires the focusing and integration of R&D from several disciplines, ranging from fundamental science to computer science and to social science. Research should develop the basic theories and technologies needed for structuring and for the bottom-up spontaneous deployment and evolution of digital ecosystemsSome non-exhaustive examples are:In fundamental science-Models and Complex system theory, simulation and optimisation, fitness landscape mechanisms: how to transpose from living organisms mechanisms like adaptation, selection, evolution, autonomy, viability; how to develop concepts and operational models for the self-organisations of digital components.-Formal languages and models: how to express the genetic structure of the digital components (digital genotype); how to include environmental influence in the expression of the digital genotype into instantiated software components (digital phenotype); how to make semi-formal knowledge computable, such as revenue model languages, business needs, contracts and legal constraints.In network architectures-Network architecture: how to leverage P2P technologies to enable a spontaneous evolution of a non-centric, fault-tolerant, secure and self-healing pervasive architecture; how to realise Internet-enabled shared and distributed semantics.-Interoperability and system orchestration: how to dynamically integrate highly decoupled service components; how to allow services to interoperate without prior co-ordination and adaptation.-Business model languages: how to create platform-independent protocols and languages expressing Platform-Independent Models taking into account ontology mapping.-Knowledge sharing and management: how to realise a non-centric pervasive fault-tolerant knowledge sharing with introspection capabilities.In socio-economic and organisational models-Business model and license interoperability: how to compose components with different license and revenue models.-Policy and growth models: how to identify sustainable growth models and business ecosystem co-operation at wide geographical levels.Constituency building: -how to promote self-organising cross-cultural dynamic communities; how to spin-off viable and self-sustaining local digital ecosystems.

The transposition of behaviours and architectures from natural to digital and to economic systems requires the focusing and integration of R&D from several disciplines, ranging from fundamental science to computer science and to social science. Research should develop the basic theories and technologies needed for structuring and for the bottom-up spontaneous deployment and evolution of digital ecosystemsSome non-exhaustive examples are:In fundamental science-Models and Complex system theory, simulation and optimisation, fitness landscape mechanisms: how to transpose from living organisms mechanisms like adaptation, selection, evolution, autonomy, viability; how to develop concepts and operational models for the self-organisations of digital components.-Formal languages and models: how to express the genetic structure of the digital components (digital genotype); how to include environmental influence in the expression of the digital genotype into instantiated software components (digital phenotype); how to make semi-formal knowledge computable, such as revenue model languages, business needs, contracts and legal constraints.In network architectures-Network architecture: how to leverage P2P technologies to enable a spontaneous evolution of a non-centric, fault-tolerant, secure and self-healing pervasive architecture; how to realise Internet-enabled shared and distributed semantics.-Interoperability and system orchestration: how to dynamically integrate highly decoupled service components; how to allow services to interoperate without prior co-ordination and adaptation.-Business model languages: how to create platform-independent protocols and languages expressing Platform-Independent Models taking into account ontology mapping.-Knowledge sharing and management: how to realise a non-centric pervasive fault-tolerant knowledge sharing with introspection capabilities.In socio-economic and organisational models-Business model and license interoperability: how to compose components with different license and revenue models.-Policy and growth models: how to identify sustainable growth models and business ecosystem co-operation at wide geographical levels.Constituency building: -how to promote self-organising cross-cultural dynamic communities; how to spin-off viable and self-sustaining local digital ecosystems.


DBE

Network of local “knowledge areas” (innov. centers)


DBE - Digital Business EcosystemFP6 Integrated Project 50795320 partners from 9 EU countriesTotal initial EU funding 10.5 M€Duration 3 years, started: 1 November 2003

- Project Manager: Andrea Nicolai – T6 - [email protected] - Project Coordinator: Jonathan Sage – IBM - [email protected] - Scientific Coordinator: Paolo Dini – LSE - [email protected] - Technical Coordinator: Miguel Vidal – Sun - [email protected]

A digital ecosystem infrastructure adopting mechanisms

from biological theories of self-organisation and evolution addressing networked software

solutions & business models

http://www.digital-ecosystem.org

Paradigms and open-source component-based infrastructure

enabling the creation of networkedlocal digital ecosystems forSMEs competitiveness and

local development


to provide an open-source distributed environment which

- supports the spontaneous evolution, adaptation and

composition of services and software components

- also embeds business rules,

allowing SMEs that are solution and e-business service providers

to cooperate in the production of components and applications

adapted to local business needs.

This will allow small software providers in Europe

to leverage new distribution channels providing niche services in

local ecosystems

and extending their market reach through the DBE framework. => local ICT services => ICT adoptions => local growth

to provide an open-source distributed environment which

- supports the spontaneous evolution, adaptation and

composition of services and software components

- also embeds business rules,

allowing SMEs that are solution and e-business service providers

to cooperate in the production of components and applications

adapted to local business needs.

This will allow small software providers in Europe

to leverage new distribution channels providing niche services in

local ecosystems

and extending their market reach through the DBE framework. => local ICT services => ICT adoptions => local growth

DBE (FP6-IP) : Overall GoalsDBE (FP6-IP) : Overall Goals


DBE pilot regions (June 2004)DBE pilot regions (June 2004)

Local Ecosystemco-funded by the projectLocal Ecosystemco-funded by the project

Local Ecosystemassociated to the projectLocal Ecosystemassociated to the project

Potential future take-uplocal ecosystemsPotential future take-uplocal ecosystems

Facets of DBE Project

Knowledge base, RecommenderBML, SDL, Fitness LandscapeDynamic service composition

DBE UML profileP2P networks, Architecture

Test automation, Accounting

EvolutionSelf-organisation

Optimisation & NetworksComplex systems dynamics

Language & DNA

Business modellingRequirements gathering, User profiling

Regional CatalystsTraining & adoption

Regulatory framework

Regional policiesSocio-economic dynamics

Value systemsOrganisational forms

Open Source/Open Standards

Science

Computing

Business

Socio-economic contextBecause we are always looking foralternatives to the status quo

Because we truly want to achieveICT adoption by SMEs

Because we want to delivertechnology that works

Because we want to abstract aquantitative model of sustainabilityfrom Nature, the ultimate sustainablesystem

DE Internal and External IssuesBusiness Networks

Language

Intelligent ServiceComposition

Evolution

Integration, Implementationand Population

Technical and FinancialViability

Training andRegional Catalysts

Economic Sustainabilityand Policy Impact

Legal

Recommender algorithm

FitnessLandscape

Service Manifest meta-model

Knowledge Base, TWFM

DNA modelfor software

AccountingAutomated

Testing

RegulatoryFramework

Contract &Agreement

Memory GeneLearning

Multiple scales &Critical phenomena

Dynamics of SME networks

Dynamics ofSoftware

ComposerRecommender

SME Providersand Requirements

SME Users andDigital Ecosystem

Population

Critical Mass

PopulatedDBE Infrastructure

Regional Policies forEurope-wide DBE Adoption

BML Editor

Position paperon Open Source

Digital Ecosystems for SMEs and local growth

F. Nachira - March 2004

eEurope 2005 eEurope 2005 1. Identify and federate territory of excellence

(knowledge areas)2. Extend the thematic network

1. Identify and federate territory of excellence (knowledge areas)

2. Extend the thematic network

Exploit the value chain of : - research, - innovation, - market validation,- adoptionInstruments? All!FP6 - innovative actions - nat’l actions - regional actions - structural funds - vc - publ/priv. partnership

Exploit the value chain of : - research, - innovation, - market validation,- adoptionInstruments? All!FP6 - innovative actions - nat’l actions - regional actions - structural funds - vc - publ/priv. partnership

e.g. Italy is proposing to include a new action directed to SMEs and local growth: Digital

Territorial Ecosystems

e.g. Italy is proposing to include a new action directed to SMEs and local growth: Digital

Territorial Ecosystems


SMEs software users (non-IT product and service providers):

•to have available ethnocentric taylored software + knowlege infrastructure which make them more competitive

•to develop networked business among Europe which preserves local identity and culture

•to support sustainable local growthSw providers:

- to rebuild a competence in building software (based on SMEs and independent producers)

- to foster research and to rebuild scientific and technological leadership

- to develop new paradigms for producing software and sharing knowledge

- to develop new cooperative business models

Dream: pathfrom industrial district to digital

ecosystem

to build and provide software and solutions that evolve

and exploit / foster all local assets of European regions

ETP for 7FP ?

Documents

Digital Ecosystems supporting growth and SMEs F. Nachira European Commission DG-INFSO - Unit “ICT for Business” Head of Sector “Technologies for Digital