Saturday, April 18, 2015

TV Drama Presentation: The Sopranos

TV Drama Presentation: The Sopranos


Media Studies presentation on TV Drama, The Sopranos by Elan Crocker




Transcript

  • 1. Media Studies TV Presentation
  • 2. About the Sopranos  Crime Drama  Production company: HBO, Brillstein Entertainment Partners, The Entertainment Park  Associated with: Warner Bros.  6 seasons (1999-2007) season 6 split in 2  American based (New Jersey)
  • 3. Viewing Figures Season Originally Aired Season Seaso Premie n r Finale Season Averag e Time Slot 1 Jan. 10, 1999-Apr. 4, 1999 3.45 5.22 3.46 21:00 2 Jan. 16, 2000-Apr. 9, 2000 7.64 8.97 6.62 21:00 3 Mar. 4, 2001-May 20, 2001 11.26 9.46 8.87 21:00 4 Sep. 15, 2002-Dec. 8, 2002 13.43 12.48 10.99 21:00 5 Mar. 7, 2004-Jun. 6, 2004 12.14 10.98 9.80 21:00 6 (part1) Mar. 12, 2006-Jun. 4,2006 9.47 8.90 8.60 21:00 6 (part 2) 7.66 11.90 8.23 21:00 Apr. 8, 2007-Jun. 10, 2007 *views in millions
  • 4.  You can watch The Sopranos on your TV on Sky Atlantic in the later hours of the evening between 11pm-4am  You can also buy the box set or individual DVD’s to watch at home at anytime that’s convenient.
  • 5. Episode Log  S1 E1 – The Sopranos  Writer: David Chase Chase Director: David  S1 E2 – 46 Long  Writer: David Chase Attias Director: Daniel  S1 E3 – Denial, Anger, Acceptance  Writers: David Chase and Mark Saraceni Director: Nick Gomez
  • 6. Storyline  The Sopranos: An innovative look at the life of Mafia Caop, Tony Sopranos, by first person with additions perspectives are conveyed by the intimate conversation of Tony and his psychiatrist Dr. Melfi. We see Tony throughout his day, at home, at work and in therapy. Moments of dark humor scatter the aggressive drama, language and violence.  The Sopranos: Tony is depressed, goes to counselor meeting, given pills and feels happy but really its all because of his meeting with Dr. Melfi. Nightmares of losing his family, associated with ducks. Tries to persuade mum to live in old age home but she doesn’t want to, she begins to think that he wants to get rid of her and die, but this is under the influence of venge-seeking Uncle Junior.
  • 7. Storyline  46 Long: Tony first sends men to find his sons science teachers stolen new car. Meanwhile, Tony’s men have made two unsuccessful hijacks on trucks as they find out they belong to Tony’s uncle. Tony is still going to counselor were she can see he is sad and angry towards his mum after he has just put her into a home and they are now not speaking to each other. This is after she has been suffering from the same symptoms Tony had been suffering from before he collapsed.  Denial, Anger Acceptance: Tony’s good friend, Jackie, has developed cancer and this affects Tony badly and how he sees things such as paintings with secret messages. Meanwhile, Carmella has found out that he’s slept with her friend Charmaine pre-marriage. Also, his ‘second son’ Christopher has given ‘speed’ or Chrystal Meth to Meadow instead of her searching elsewhere that would seriously harm her. A Hassid seeks Tony’s help to get son-in-law to divorce daughter and 25% family business. He doesn’t give in, Tony tortures him and is accused as a ‘golum’ and Dr. Melfi calls him Frankenstein. Uncle Junior gives orders to threaten to kill Christopher, but to murder Brendan.
  • 8. Camera Angles  The camera angles were used very well to the extent that they alone captured my attention. Firstly, the title sequence is filmed brilliantly, as Tony drives to his house, we see the World Trade Centers in the view of his side mirror (which was subsequently taken down post-9/11 attacks) as well as the New Jersey turnpike sign and the smoke from his cigar in the midst of the sun. Also, the directors have taken our point of view, as in certain ‘secretive’ scenes there is a low and/or high camera angle to suggest that people around are trying to get a look to see what’s going on, trying to listen to the private conversation. They have also taken away the cliché of the camera looking over a characters shoulder during speech. Instead, they have opted for a boulder approach and put the centre of attention dead in the middle which caught my attention immediately. To keep the audiences attention, they alternate between close and wide shots to make it full of suspense and tension and to keep you on your toes.
  • 9. Editing Techniques  There were never too many times that I was amazed at the editing. The shots were broken down and edited like I would do on Final Cut Pro, but then again we have to respect how they managed in times where technology wasn’t as advanced or efficient as now. However, what really stood out for me every time was the title sequence. A white ‘Andale Mono’ font would come in left and exit right across the bottom of the screen as to not get in the way of the images of New Jersey. Personally, I believe this was really effective because it was very important in showing how this mobster show wasn’t casted in the lights of New York but the industrial New Jersey.
  • 10. Tony Soprano  Tony Soprano: Played by James Gandolfini, is the De facto Boss of the DiMeo family, head of New Jersey’s most powerful criminal organization. His objective is to keep it functional and secretive. He is married to Carmela and has two kids. His uncle and mother are very distant from him, coincidentally since his father died, and they even unsuccessfully plot to kill him. He publicly presents himself as a waste management consultant and uses his nephew, Christopher, as a buffer in order to keep him undetected by the FBI. Tony goes to a psychiatrist to answer his questions about his sudden panic-attack, however, he becomes accustomed to going there as it makes him feel happier getting stuff off his chest and clearing up his problems. He is the anti-hero of the show as his sheer cold-blooded streak overpowers that of the man who only wants the best for those who he cares for.
  • 11. Dr, Jennifer Melfi  An Italian-American, she is considered to be the person closest to truly understanding Tony Soprano as he constantly seeks her help to deal with his problems, fears and dreams. She is there to deal with Tony’s problems whether he likes it or not, because he does. They also have a secretive burning passion for one another, but how Tony trusts Melfi isn’t the same vice-versa as she, too, struggles with alcoholism herself, while also having an unknown son called Jason.
  • 12. Carmela Soprano  Married to Tony Soprano, is considered to be a greedy and materialistic housewife, who’s greed fuels Tony’s murderous activities. However, she also works to create a semblance, the outward appearance, of legitimacy for her family. Even though he tells her bits here and there, Tony’s work and constant infidelity risks their marriage by strain and causes periods of separation. She sees herself as a Roman Catholic but does things to defy it such as attempting to sleep with her priest. She cares for them, yet it jealous of her children and regrets seeing them gain the independence she is struggling to achieve.
  • 13. Christopher Moltisanti  Considered as a son to his uncle Tony and the person he trusts most in his organization, and even goes as far as choosing him to be his successor, even though he is prone to the basic mistake. However, like Tony, was prone to violent and impulsive behavior as well as being a heroin and alcohol addict. He is seen as sort of a fan favorite due to his enigma, guilt of murder from the first episode and the care he has for those close to him. He is also adds humor to his dialogue on top of showing: maturity; arrogance; ignorance and earnestness. In a story of murderers, criminals and bad guys, Christopher somehow comes out as a hero.
  • 14. Reference to Episodes  (S1 E1) The Sopranos: This was my favorite episode because of the contrasts in the scenes of Tony when he is with the psychiatrist with silence compared to his flashbacks and present self where a good rhythmic soundtrack is being played throughout to show his enthusiasm and the beat to his life. Also, this was the first time I had met the characters, learnt of them, and I was able to experience what other characters might have been feeling through the camera angles and the way it makes you feel like you’re there with them. For example, when Tony feints, the camera starts shaking and you fall with him.  (S1 E3) Denial, Ager, Acceptance: I preferred this episode over ‘46 Long’ for the sheer purpose of the final scene in which Brendan is killed. This is the first proper murder that you see the thought process behind it and it imagery used is fantastic. After he is shot, the camera never shows Brendan’s face but only what happens around him. It is also full of suspense and drama as secretes are revealed, friends are dying and drugs are being passed around. We also see for the first time how Tony is reacting to his new reputation of being a monster.
  • 15. Links to clips  Chase: http://www.youtube.com/watch?v=4TR1O6O5FqY  Bridge scene: http://www.youtube.com/watch?v=uae2iykOAOs  Brendan death: http://www.youtube.com/watch?v=fsflEWIf4tg
  • 16. Themes and Representation  Love, death, desire and dreams. In my opinion, these are the main themes that come to mind when thinking of The Sopranos as well as the subtle hatred, depression, anxiety and failed endings.  The characters are presented to us in a way for the audience to really empathize and sympathize with them as each of the characters suffer from realistic, real life issues. From Meadow to Livia, Tony’s mum, they all suffer a degree of the unknown.  We all are seeing signs human weakness, shown by Christophers nightmares of his first murder, Tony’s attitude towards psychiatrist paintings and the ironic incidence of the counselor suffering from addiction.  Relationships are exposed: husband and wife; mother and daughter; mother and priest; uncle and nephew; friend and friend and etc… Everyone is against each other in a messy world orbiting around the Sopranos. The audience can only react by offering feelings of sympathy and empathy as some of these events are common in real life too.
  • 17. Recognition  The Sopranos has been credited with the significant impact of the shape of the American television industry. It has been characterized by critics as one of the most influential artistic works of the decade (‘99-’07) and is credited with allowing other drama series with similar mature content to receive mainstream recognition. It is also often cited as one of the television series that helped turn serial television into a legitimate art form on the same level of feature films, literature and theatre.

A Game of Thrones

A Game of Thrones


Scaling agility is a challenge with many aspects. With scaling agility we have to leave the happy kingdom of development and have to stand more or less exhausting battles with organizational change, communication in all areas of the value chain from marketing over product management to operation.

Unluckily there is an additional and unneeded world of war as well – and we, the agile community are the cause and delivering the weapons. These are the different frameworks and approaches out there on the market about how to scale. Just to throw some names in: Agility Path, SAFe, DAD, Less, the-new-deal – and I am sure you will find more when surfing through sources on the internet.

This is a game of thrones. Unluckily for the organization that strive to improve this is unsettling, a source of doubt and a crowd of smart consultants as a white guard.

Is there a chance for the never-ending summer or is winter coming?
Published in: Technology



A Game of Thrones from Bosnia Agile

Transcript

  • 1. SARAJEVO, 27.10.2014 RAINER GRAU A Game of Thrones …or: is the agile winter coming?
  • 2. © Zühlke 2014 A Game of Thrones…is the agile winter coming? A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 3
  • 3. © Zühlke 2014 When the methodology game plays… A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Source: http://scrumorakel.de/blog/index.php?/archives/45-A-critical-view-on-SAFe.html Source: http://www.hackerchick.com/2012/01/kanban-is-the-new-scrum.html/ Source: http://www.netobjectives.com/blogs/right-way-do-scrum/ 27.10.2014 Slide 4
  • 4. © Zühlke 2014 Wars about methodologies are dead end roads If you encounter methodology fights… •Check the source carefully •Prove if somebody wants to create a hype •Mark it as the wrong messages and react Typically that fighting helps selling something like •15.3 kg agility, free shipping included… •We make dummies lean in 7 days… A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland The seven kingdoms fight against each other instead against the foe 27.10.2014 Slide 5
  • 5. © Zühlke 2014 What’s it all about ?! A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 6
  • 6. © Zühlke 2014 A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Become a Warden of The Realm So… 27.10.2014 Slide 7 Agility Black Brother
  • 7. © Zühlke 2014 Care for core values and principles A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 8
  • 8. © Zühlke 2014 Take an economic view •Create more customer value with less resources, i.e. avoid waste •Do not make your customer wait •The Fast is the new Big •Establish the ability to move and change the organization quickly and effectively while in control of risks A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Think as the Master of Coin 27.10.2014 Slide 9
  • 9. © Zühlke 2014 Optimize the whole •Focus, focus, focus …and once again: focus !! •Local optimization creates a sub-optimal system •Continuously adapt and improve •Experiment (as well with methods & techniques) •Balance standardization versus diversity –Standardization: the most successful way to improve productivity –Diversity: the most important factor beside slack time to foster an innovative mindset A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Act as Grand Maesterand Warden of the Realm 27.10.2014 Slide 10
  • 10. © Zühlke 2014 Be a hunter and farmer A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 11
  • 11. © Zühlke 2014 Copy / paste … and adapt A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 12
  • 12. © Zühlke 2014 My favorite copy and paste resources * •Queuing Theory •Cadence and Synchronization •Decentralized Control •Complex Systems Theory •Management 3.0 and Leadership •Beyond Budgeting Principles •User Experience •Analytics A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Share knowledge, meet peers, read booksand blogs * To get my concrete favorite copy/paste resources: write an email to rgr@zuehlke.comwith subject “copy/paste resources” 27.10.2014 Slide 13
  • 13. © Zühlke 2014 Experiment •Experimenting is nothing evil, it is NOT try and error •Experiment while creating customer value •Learn what to use, when and how –dance with the system* •Learn about the system and the options of control •Share your experience in a neutral and positive way The method and technique never is the fault, The combination of method and context determines success or failure A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Every single method, technique has its context of success * from Jurgen Appelo: Management 3.0, ISBN-13: 978-0321712479 27.10.2014 Slide 14
  • 14. © Zühlke 2014 Rich and thriving kingdoms*… A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Dean Leffingwell Ken Schwaber(scrum.org) CraigLarman,BasVodde Scott Ambler 27.10.2014 Slide 15 * in respect of knowledge, wisdom and experience…
  • 15. © Zühlke 2014 Agility Path Creator: Ken Schwaber, Scrum.org A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 16
  • 16. © Zühlke 2014 Core elements of Agility Path •Start where your are and establish a continuous improvement process •Address leadership and change management •Assess the agile capabilities of the organization •Measure improvement regularly A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland plan do check act 27.10.2014 Slide 17
  • 17. © Zühlke 2014 Regularly asses the organizational “Agility Index” A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 18
  • 18. © Zühlke 2014 Large Enterprise Scaled Scrum (LESS) Authors: Craig Larman, Bas Vodde A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 19
  • 19. © Zühlke 2014 Core elements of LESS •Foundation: the Lean Thinking House •Build upon a pyramid of values, principles and good practices •Establish feature teams •Establish communities of practice •Identify requirements areas •Build organization around teams •Collect good practices from many sources A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Goal Agile Foundation Respect for people Product Development 14 Principles(Toyota DevSys) Continuous Improvement The Lean Thinking House 27.10.2014 Slide 20
  • 20. © Zühlke 2014 Feature teams and requirements areas -------------- ------------ --------------- ---------------------- ----------- ---------- -------- ------------- --- ----------------- ----------- potentiallyshippablecomponentincrement A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ---------------------- ----------- ---------- -------- ------------- --- ----------------- ----------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ---------------------- ----------- ---------- -------- ------------- --- ----------------- ----------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- -------------- ------------ --------------- ------------------- --- ----------- ---------- -------- ------------- --- ----------------- ---------- Area Product Owner Area Product Owner Area Product Owner -------------- ------------ --------------- ---------------------- ----------- ---------- -------- ------------- --- ----------------- ----------- Product Owner 27.10.2014 Slide 21
  • 21. © Zühlke 2014 Build communities of practice (CoP) Virtual team with common interest –A technology, discipline, functional aspect –Requirements engineering, testing, architecture, Java, automation, Ux, … •Informal approach to functional learning •Avoids matrix organizations •Self-organized and no line management (CoPcoordinator principle) Very close to Jurgen Appelo’sideas of guildes •See –http://de.slideshare.net/jurgenappelo/business-guilds –http://www.goodreads.com/author_blog_posts/3361949-business-guilds A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 22
  • 22. © Zühlke 2014 Scaled Agile Framework (SAFe) Creator: Dean Leffingwell, et. al. ® 2014, Scaled Agile Inc. A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 23
  • 23. © Zühlke 2014 Core elements of SAFe •Portfolio level elements –Budgeting of programs based on business themes and epics –Kanban process using business und architectural epics •Program level elements –Prioritization using features within a program backlog –Dependency of teams is explicitly managed –Elaborated Scrum of Scrum ceremonies –Release-train as time-box on program •Team level elements –A SAFeScrumXPvariant of Scrum –With many good practices pointed at A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Differentiating three the levels: portfolio, program, team 27.10.2014 Slide 24
  • 24. © Zühlke 2014 A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 25
  • 25. © Zühlke 2014 Disciplined Agile Delivery (DAD) Creator: Scott Ambler and Mark Lines, the DAD community A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 26
  • 26. © Zühlke 2014 Core elements of DAD •Lean SW development following ideas of Poppendieckand Reinertsen •Architecture based: Enterprise architecture is first class citizen •Explicitly addresses DevOpschallenge •People based: life long learning and continuous improvement •Agile modeling based on UML •Surrounding life cycle model with phases •Solution based: deliver value in form of customer solutions •Hybrid of Scrum and XP A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland see http://disciplinedagiledelivery.wordpress.com/introduction-to-dad/ 27.10.2014 Slide 27
  • 27. © Zühlke 2014 A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland Iteration Layer Concept Micro-Increment Copyright: 2012 Scott Ambler & Associates Iteration Lifecycle Project Lifecycle Iteration Shippable Build Project Plan Iteration Plan Work Item Days Weeks Months Personal Focus Team Focus Stakeholder Focus Inception Elaboration Construction Transition Value Risk 27.10.2014 Slide 28
  • 28. © Zühlke 2014 So walking through the Realm… A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 29
  • 29. © Zühlke 2014 What I like took with me walking The Realm Agility Path LESS SAFe DAD +Start where you are +Continuous improvement +Measure capabilities +Address Change +Foster Transparency +Improve the whole Suitable for organizations with sound agile mindset Applicable in non-SW domains +Clear scaling structure +Requirement areas as knowledge areas for teams +Build communities of practices (guilds) +Collect and build up good practices Suitable for organizations with sound agile mindset +Rich blueprint with good guidance +Reuses common accepted and known concepts like Scrum & Kanban +Those guys are hunter and farmer rich blueprint (if used as such) Suitable for agile starters who require more guidance +Inspect & adapt +Based on good SWE practices +Enterprise aware +Architecture aware +DevOpsaware +People aware Valuable for organization with RUP history Scalable for small and large organizations A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 30
  • 30. © Zühlke 2014 But even more important Optimize the whole •What about a combination of elements in all these approaches… •Classical methods and techniques are not per-se evil !! •Methods an techniques are neutral –such as a knife •Kanban against Scrum is like Lannistersagainst Starks •Be a warden of the agility realm Playing the Game of Thronesends as… The Realmloses while The Othersare the foe A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 Slide 31
  • 31. © Zühlke 2014 A Game of Thrones | Rainer Grau, Director & Partner Zühlke Switzerland 27.10.2014 So hey, agile community: Please do NOT play the… Slide 32
  • 32. Thank You
  • 33. © Zühlke 2014

Novel VLSI Design & Verification Strategies for Advanced Wireless Technologies

Novel VLSI Design & Verification Strategies for Advanced Wireless Technologies


This whitepaper proposes novel VLSI design and verification strategies for 4G LTE /5G LTE-Advanced wireless technologies to meet the challenges like time-to-market in emerging wireless market in the telecom vertical.
Published in: Business


Transcript

  • 1. NovelVLSIDesign&VerificationStrategiesfor AdvancedWirelessTechnologies
  • 2.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. Abstract Abbreviations Markettrend/Challenges Solution BestPractices CommonIssues ConclusionConclusion Reference AuthorInfo 3 3 4 4 9 9 99 10 10 TableofContents
  • 3.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. RecentlytherehasbeenanincreaseintheusageofVLSIsolutionslikeFPGA/ASICinwirelesssystems,replac- ingtheearlierusedDSPprocessors.NowmostoftheLayer1-PHYLayerisgettingdoneinFPGAtomeetthe highbandwidth/throughputrequirements.ThisisbecauseDSPsavailableinthemarketarenotabletomeet thecomplexityandtiming.AlsotheonlychoiceforDigitalIFProcessingFunctionisFPGAssincehighsampling rateprocessingisnotpossibleinDSPs.Inthiswhitepaper,weproposenovelVLSIdesignandverification strategiesfor4GLTE/5GLTE-Awirelesstechnologiestomeetthechallengesliketime-to-marketinemerging wirelessmarketinthetelecom vertical. Sl.No 1 2 3 4 5 6 77 8 9 10 11 12 13 1414 15 16 17 18 VLSI FPGA ASIC DSP LTE LTE-ALTE-A OFDMA MIMO FFT/iFFT FEC SV DigitalIF BFMBFM GMAC RTL TTI BTS IO VeryLargeScaleIntegration FieldProgrammableGateArray ApplicationSpecificIntegratedCircuit DigitalSignalProcessors/Processing LongTerm Evolution LTE-AdvancedLTE-Advanced OrthogonalFrequencyDivisionMultipleAccess MultipleInputMultipleOutput FastFourierTransform/InverseFastFourierTransform ForwardErrorCorrection System Verilog Digitalintermediatefrequency BusFunctionalModelBusFunctionalModel GigaMultiplyAccumulates RegisterTransferLevel TransmissionTimeInterval Basetransceiverstation InputandOutput FullFormAcronyms Abstract Abbreviations NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |3
  • 4.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. VLSIsolutionslikeFPGA/ASICcontinuetogainmomentum byfastreplacingtheearlierDSPprocessorsin wirelesssystems.Thisisbecausehigh-endFPGAssupportalargenumberofembeddedDSPblocksleading tooperationsatGMACswhoseorderofmagnitudearegreaterthantheperformanceofDSPsavailableinthe market.ThecurrentleadingFPGAvendorsareXilinxandAltera.Forexample,Altera-StratixVGS(5SGSD8) serieshave695KLogicElements,1050KRegisters,2567–M20KMemoryBlocksandvariableprecisionDSP blockssupportingupto3,926-18x18multiplierswhichisequivalentto1,963DSPBlocks.Withthis,wecan configureconfiguretonativelysupportsignalprocessingwithprecisionrangefrom 9x9to36x36includingfloat- ing-pointimplementations[1] .Xilinx–Vertex7serieshave2millionlogicgates,85MbblockRAMand3,600DSP blocks[2] . Also,mostoftheLayer1-PHYLayerisgettingdoneinFPGAduetotheinabilityoftheavailableDSPstomeet thehighbandwidth/throughputrequirements.FPGAsaremoresuitableforDigitalIFProcessingFunctionas wellsincethehighsamplingrateprocessingisnotwellsupportedbytheDSPs.Thiswhitepaperproposes novelVLSIdesignandverificationstrategiesfor4GLTE/5GLTE-Awirelesstechnologiestomeetthechallenges liketimetomarketinemergingwirelessmarketintelecom vertical. Timetomarketisakeyparameterwhichdeterminesthesuccessof4GLTE/5GLTE-Advancedwirelesstech- nologiessystemsduetodemandingmarketcompulsionslikeshortlife-spanofsmartphones,tabletsand otherdeviceswhichusethesewirelesstechnologies.ThesewirelesstechnologiesarebasedonMIMO-OFDMA system[3] andoptimalHW/SW partitioningforsuchMIMO-OFDMAsystem[4] .TheHW portionofMIMO-OFDMA needstobeimplementedonFPGA/ASICsusingVLSIdesign,developmentandverificationtechniques.The gatecomplexityofthesedesignsisveryhighoftheorderof10Milliongates.Inthiswhitepaper,wepropose somesomenovelVLSIdesign&verificationstrategiestomeetthetimetomarketrequirementforsuchhighcom- plexityMIMO-OFDMAbasednextgenerationwirelesssystemsaslistedbelow. Adoptingsystem leveldesignmethodology,insteadofbehavioralleveldesignmethodologyto developFPGAprototype(proto) AdoptingadvancedverificationtechniquesinPre-Silicon(Pre-Si)verificationinsteadofsimpleFile I/Obasedtechnique FPGAprototypinginparalleltoASICdevelopment Post-siliconvalidationonFPGAprotoinparalleltoPre-Siverification Markettrend/Challenges Solution NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |4
  • 5.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. Thetraditionaldesignmethodologytoimplementthedigitalsignalprocessing(DSP)blocksinFPGA/ASIC isbyusingbehaviorallevelofRTLcoding,whichisverytimeconsumingprocesstodeveloptheDSPblocks. ItalsorequireshighlyskilledDSPexpertsanddesignengineersforimplementation.Eventhiscoding methodologyactuallyevolvedfrom,switchlevelgateleveldataflow behaviorallevelabstractionof hardwaredescriptionlanguage(HDL)developmentasdesigncomplexitybecamemorecomplexinthe orderof10/100/1000/10000gatesrespectively.Asperthecurrentindustrytrends,behaviorallevelofRTL codingcodingusedasthegatecomplexityismorethan10,000gateswhichisgenerallyreferredtoasVLSIdesign. However,4G/5Gwirelesstechnologynecessitatesveryhighdesigncomplexityoftheorderof10Million gates,hencetodevelopthesesystem onemorelevelofabstractioni.e.system levelofabstractionis requiredintermsoftimetomarket,easytodesign,verificationandvalidation. 1.System LevelDesignMethodology 1.1TraditionalDesignMethodology ForhighlycomplexsystemslikeBaseStations(BTS)for4G/5Gdevelopmentsystem,before goingtothe ASICchipsetdevelopment,FPGAprototypingisnecessaryforproofofconcept.CurrentleadingFPGA vendors,bothXilinxandAltera,provideaplatform forsystem leveldesign. Altera-Altera-Qsys&MegacoreGUItool[1] ,haveDSP&IOinterfacefunctionlikeFFT/iFFT,FECblocks,Filters,CPRI, Ethernet,DMA,RAM/ROM,FIFO,Arbiter,SerDes,PLLetc.Basicallyallthesystem designcomponentsare availableintheAlteratoolitselfandthesecomponentsareeasilyinterconnectedwithAlteraproperty interfacelikeAvalon® –ST(streaming)andMM (MemoryMapped)interface.Byproperlyconfiguringand interfacingthesereadymadeblocks(GUIbaseddraganddrop)inQsysdesignsystem console,wecan easilybuildourownsystem andthiskindofdesignmethodologyisreferredassystem leveldesignmeth- odology.odology.SomeDSPblockslikeTurbo/LDPCdecodersmaynotbeavailableintheAltera-Qsyslibrary,for thisblockwecangeneratethedesignandtestbenchHDLcodeoutputfrom MATLABHDLCoder™tool whichneedstobeusedinconjunctionwithMATLABSimulinktool.WecanmanuallywritetheHDL wrapperandintegratewithQsyscomponentwhichisverylesstimeconsumingprocess. Xilinx-Vivado™[2] ,designsuiteprovidesthecompleteSOCdesignplatform.Mostofthesystem design modulesareavailableintheXilinxSmartCore™andLogiCORE™IPtoolitself.RTLcodeofDSPblockslike turboencoder/decodercanbegeneratedfrom theVivadoHigh-LevelSynthesis(HLS)tool,whichconverts theC/C++/System CdesigntoRTLdesign.EventhoughtheRTLcodeobtainedfrom thetool,itwillbe betteroptimizedthanhandwrittenHDLcode.VivadoIPIntegratortoolprovidesGUIbasedplugandplay componentswhichisinterconnectedbyAXIinterface,apartfrom thatFPGAitselfhavetheARMprocessor whichwillprovidemoreelegantsolutions. 1.2System LevelDesignMethodology NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |5
  • 6.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. Thebenefitsofsystem leveldesignmethodologyare: Hencethesystem leveldesignmethodologyiswellpredictableandthebestengineeringapproachfor highlycomplexsystemslike 4G/5Gtechnologiesastheabovebenefitsleadtoquicktimetomarketsolu- tions. Reductioninthedesigncycletimedrastically Reductioninthedesignengineerheadcount Theseblocksareverifiedandvalidated,hencelowrisk QuickFPGAprototyping,whichisproofofconceptforanynewsystem designidea/approach. Lowcostproduct 2.AdvancedPre-SiVerificationStrategies TheinputtestvectorsandexpectedoutputtestvectorsaregeneratedbyusingDSPalgorithmsreference Matlab/Cmodel.BitaccuracycheckerinSystem VerilogcomparestheRTLblockoutputVsexpectedresult andthisissimpleverificationmethodology.Thisstrategymaynotbeenoughtotestallthecornercases andstresstestingofhighlycomplexsystem like4G/5Gwirelesssystems. Figure1:TraditionVerificationStrategy 2.1TraditionalVerificationStrategy-FileI/OMethod NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |6
  • 7.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. InthisstrategyCmodeloftheDSPalgorithm needstobeintegratedwithSystem VerilogbyusingDPI (DirectProgrammingInterface)techniqueortheMATLABmodeloftheDSPalgorithm needstobeinte- gratedwithEDAsimulatorlinktool.Withthismethodology,wecangeneratethetestvectorontheflyand wecanperform theconstrainedrandom unit/integration/regressionverificationmoreefficiently.Wecan alsoverifythemagnitudeandphaseplotsagainsttheMATLABmodelautomatically.Aspartoftheregres- sionverificationforfilters,functionaltestingisdonewiththefollowingtypeofinputvectors,impulse(for latencyandgroupdelay),sine,stepforgain,multitoneandrandom vectors. Figure2:AdvancedVerificationStrategy 2.2AdvancedVerificationStrategyusingC/MATLABreferencemodel FPGAprototypeplatform isproofofconceptfortheideaanditisusefulforfunctionalvalidationhowever withlower/reducedthroughputlevelsinceFPGAdesignrunsatlowerclockfrequencycomparedtoASIC. TheadvantagesofFPGAproto-typingare: DUT Checker (SV) TestInput Generation (SV) SVWrapper (DP) CCode RealTimeWorkshop (MatlabtoCconversion) (Embedded)Matlab FixedPointToolbox SignalProcessing Toolbox System VerilogTest Environment ReferenceModel (CCode) 3.FPGAPrototyping NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |7
  • 8.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. FPGAprototypingplatform helpfultovalidatethedriver-software. Real/actualdatacanbeinjectedintothedesign,bywhichwecanidentifythemetastabilityissues, simulationandsynthesismismatch. RealHardware(CPRIandSerDes)canbevalidatedintheFPGAwhichwillbringupthefunctional modelissues,ifany. WeWecantestallpossiblerandom patterntestsequencegenerationinperiodicinterval(dai- ly/weekly)tovalidateallthefeaturesoftheSOC. Memorysize Functionalvalidationunderextremethermalconditionsbyintensivelyheating TimingandVoltageparametervalidation Signalintegritytesttovalidatethecriticalsignalslikereset,clock,controlsignals,etc., ATPG(AutomaticTestPatternGeneration)whichwillinjectthetestvectorsintothechip Hardwareinterfacetestlikeboarddiagnostictest-sanitycheck,poweredsignaltest FrequencyclockmargintestFrequencyclockmargintest LowVoltageVsLow/HighTemperaturetestandviceversa Eyediagram,Timingmargin,Rise/Falltime,Jitter,BER–BitErrorRatiomeasurementtest LoopbacktesttovalidatetheprotocollikeCPRI,Ethernet,etc. Poweronresettest NoiseImmunitytesttovalidatethenoisemargin 4.Post-SiliconValidation PostSiliconValidationneedstobeperformedtogetherbymanufactureranddesignteam.Inthismethod- ologywecantestallchipIOswithfullthroughput,whichwillverifyalltheDSPblocksthroughput,arbiter speedandbus/bridgefunctionality.InFPGAproto-typingwewillhavethelimitationofspeedwhichwill notbethereinpost-siliconvalidation.Wecanvalidatethefollowingfeaturesinpost-siliconvalidation: Figure3:PostSiliconValidationStrategy Chipset (FPGA/ASIC-SOC) PC (Windows/LinuxPlatform) ValidationEnvironment TestGenerationHardware (AutomaticTestingMachine) NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |8
  • 9.©2015,HCLTechnologies.ReproductionProhibited.ThisdocumentisprotectedunderCopyrightbytheAuthor,allrightsreserved. BestPractices CommonIssues Conclusion Whentheproposeddesignandverificationstrategiesareadoptedcomparedtoothertraditionalstrate- gies,therewillbedefinitebenefitsinthefollowing 1.Meetingthetiming:Itmeanssatisfyingthereal-timeprocessingrequirementsspecifiedinthe standardwhichisTTIof1msforLTE. 2.Reliability:Sincetheproposedstrategiesensurereliabilitybymorethanonemeans,likepost-silicon validationinadditiontopre-siverification,theoutcomeofthesestrategieswouldbehighlyreliable. 3.Scalability:Asthestandardsevolvemorefeatureswouldgetadoptedandduetoscalablenatureof ourproposedstrategiesitcanbeeasilyadoptedfornewerversionsofthestandards. 4.TimetoMarket:4.TimetoMarket:Alltheproposedtechniques,ifusedeffectively,willgetadefiniteadvantageintimeto marketcomparedtotraditionalstrategiesparticularlytheparallelpost-siliconvalidationonproto. Althoughtheproposedstrategieshavedefinitebenefits,someofthechallengesintheproposedsolutions maybe: TheproposedVLSIdesign,verificationandvalidationstrategyisdefinitelyagoodapproachforLTE/LTE-A Layer-1developmentascomparedtothetraditionalapproaches.Thissolutiongivesanedgeintimeto marketwiththeflexibilityandrapidprototypingcapabilities,whichisacriticalparameterin4GLTE/5G LTE-Advancedwirelesstechnologiessystemsduetotheshortlifespansofthedeviceswhichusethem.The proposedstrategyalsoprovidesadditionalbenefitsofmeetingthetiming,reliabilityandscalability. 1.Requiresachangeinmindsetoftheengineerstoadapttheproposedstrategiescomparedtotradi tionalstrategies 2.Toolcostforadoptingsomeoftheproposedstrategiesishighercomparedtotraditionalstrategies NovelVLSIDesign&VerificationStrategiesforAdvancedWirelessTechnologies |9
  • 10. Formoredetailscontact:ers.info@hcl.com Followusontwitter:http://twitter.com/hclersand Ourbloghttp://www.hcltech.com/blogs/engineering-and-rd-services Visitourwebsite:http://www.hcltech.com/engineering-rd-services Hello,I’m from HCL’sEngineeringandR&DServices.Weenabletechnologyledorganizationstogotomarketwithinnovativeproducts andsolutions.Wepatnerwithourcustomersinbuildingworldclassproductsandcreatingassociatedsolutiondeliveryecosystems to help bringmarketleadership.Wedevelop engineeringproducts,solutionsand platformsacrossAerospaceand Defense, Automotive,ConsumerElectronics,Software,Online,IndustrialManufacturing,MedicalDevices,NetworkingandTelecom,Office Automation,SemiconductorandServers&Storageforourcustomers. ThiswhitepaperispublishedbyHCLEngineeringandR&DServices. Theviewsandopinionsinthisarticleareforinformationalpurposesonlyandshouldnotbeconsideredasasubstituteforprofessional businessadvice.TheusehereinofanytrademarksisnotanassertionofownershipofsuchtrademarksbyHCLnorintendedtoimply anyassociationbetweenHCLandlawfulownersofsuchtrademarks. FormoreinformationaboutHCLEngineeringandR&DServices, Pleasevisithttp://www.hcltech.com/engineering-rd-services Copyright@ HCCopyright@ HCLTechnologies Allrightsreserved. CSaminathan HCLEngineeringandR&DServices GSangeet HCLEngineeringandR&DServices DrGVRangaraj HCLEngineeringandR&DServices Reference AuthorInfo 1.AlteraFPGAandTools-http://www.altera.com 2.XilinxFPGAandTools-http://www.xilinx.com 3.3GPPLTEStandards:TS36.201,TS36.211&TS36.212 http://www.3gpp.org/ftp/Specs/html-info/36201.htm http://www.3gpp.org/ftp/Specs/html-info/36211.htm http://www.3gpp.org/ftp/Specs/html-info/36212.htm 4.Altera’sWhitepaperonDSP-FPGASystemPartitioningforMIMO-OFDMAWirelessBasestations,October20074.Altera’sWhitepaperonDSP-FPGASystemPartitioningforMIMO-OFDMAWirelessBasestations,October2007 AdoptingthePairwiseTestDesignTechniquetoOptimizePrinterDriverTestCoverage |10


Etude sur la communication digitale des sociétés du CAC 40 : mutants ou transformers ?

Etude sur la communication digitale des sociétés du CAC 40 : mutants ou transformers ?


L’objet de l’étude est d’identifier les meilleures pratiques de publication en ligne des contenus d’information des entreprises, à travers ce qu’elles ont de plus visible : leur newsroom. 




Transcript

  • 1. de l’étude est d’identifier les meilleures pratiques de publication en ligne des contenus d’information des entreprises, à travers ce qu’elles ont de plus visible : leur newsroom.
  • 2. 40entreprises du CAC Une étude approfondie des newsrooms des 40 entreprises du CAC, concentrée sur la distribution en ligne, notamment mobile, des contenus d’information destinés aux influenceurs (presse et autres parties prenantes). Réalisée du 26 février au 7 Mars 2015 par des professionnels des RP, des journalistes et les développeurs de Wiztopic, coordonnés par François Bourboulon, ancien rédacteur en chef des Echos.fr avec l’aimable soutien de plusieurs dircom. 3 grands axes d’analyse Une équation multi-critères autour de 3 grands axes d’analyse : 1. La richesse des contenus 2. L’accessibilité, notamment mobile, et l’indexation de ces contenus 3. La dimension sociale A noter qu’aucun critère subjectif tel que le design ou le « style » des contenus n’a été pris en compte. La méthodologie de l’étude
  • 3. TOP 20 Un focus sur le top 20 : l’objectif est de repérer et promouvoir les meilleures pratiques, pas de décerner des bons et mauvais points. Un indicateur barométrique Cette étude est d'abord un indicateur barométrique, la situation évoluant aussi vite que la prise de conscience actuelle des enjeux de distribution digitale de l’information par les directions de communication. La méthodologie de l’étude
  • 4. La méthodologie de l’étude Les critères d’analyse L’étude est basée sur 3 piliers dans 4 catégories. Vous trouverez le détail des critères en annexe.
  • 5. Les principaux enseignements On constate une grande richesse de contenus d’information produits par les grandes entreprises françaises. Les dircom ont compris, pour la plupart, la nécessité de disposer d’une newsroom efficace pour devenir une ressource utile et incontournable pour les médias et autres parties prenantes. Certaines entreprises publient de véritables flux d’information qui font de leur newsroom des médias à part entière. Au delà de la production, on perçoit des efforts d’optimisation de la distribution digitale de ces contenus de plus en plus nombreux et richmedia. En revanche, la distribution mobile ne semble pas être la priorité de nombreuses newsrooms. C’est dans leur dimension sociale que le potentiel des newsrooms est le plus contrasté et la marge de progression la plus forte.
  • 6. Le top 20 des newsrooms du CAC
  • 7. Le top 20 des newsrooms du CAC Cliquer pour tweeter ce contenu
  • 8. Le top 20 des newsrooms du CAC
  • 9. Les principaux enseignements Les newsrooms d’Airbus Group, Safran et Orange illustrent toutes les meilleures pratiques, tant en termes de richesse, d’indexation et de diversité des contenus que dans leur dimension sociale. Les leaders du classement sont d’abord des acteurs industriels (Airbus Group, Safran, Technip, Alcatel-Lucent et Schneider Electric). Tous les secteurs sont représentés dans les best practices, de l’industrie aux services, en passant par la banque et les biens de consommation. Les banques comme Crédit Agricole et BNP Paribas sont bien situées. Les marques grand-public sont présentes (Orange et dans une moindre mesure Renault, Danone et Kering) mais pas mieux représentées que les autres secteurs.
  • 10. Focus dircom
  • 11. Focus dircom Plusieurs critères ont été pris en compte en matière d’accessibilité de l’équipe communication : une adresse mail directe, des n° de téléphone accessibles, des contacts nominatifs, la présence visible des directeurs de la communication. A ce sujet, bon nombre de dircom des entreprises du CAC 40 ont choisi d’être très présents et facilement accessibles depuis leur newsroom. C’est la cas de Rainer Ohler d’Airbus Group, Christophe Bélorgeot de Technip ou Chrystel Lerouge chez Capgemini. D’autres ont choisi de présenter le dircom mais c’est l’équipe RP qui est en contact. C’est le cas de Valeo avec Fabienne de Brébisson ou Pernod-Ricard avec Olivier Cavil. D’autres newsrooms ont favorisé la mise en avant des contacts RP, comme Air Liquide, Axa, ou Solvay.
  • 12. Richesse des contenus Diversité des sujets et formats
  • 13. 10 newsrooms se retrouvent dans un mouchoir de poche Pour la plupart, elles combinent plusieurs facteurs déterminants : • Leurs contenus vont bien au-delà des traditionnels communiqués et dossiers de presse, ils sont riches en thématiques diversifiées; • Outre du texte, elles proposent des formats de contenus multiples : vidéos, photos, infographies; • On observe toutefois peu de transcripts de vidéo ou d’images disponibles dans toutes les tailles et formats utiles aux médias. Richesse des contenus Diversité des sujets et formats
  • 14. Richesse des contenus Proposition de porte-parole et experts
  • 15. Richesse des contenus Proposition de porte-paroles et experts 7 acteurs dominent ce classement ex aequo, avec notamment deux banques, Crédit Agricole et BNP Paribas. Leurs newsrooms offrent de nombreux modes de contact : email, téléphone, etc. Les contacts presse sont clairement identifiés. Des porte-parole internes et des experts sectoriels sont mis à disposition des médias et influenceurs.
  • 16. Accessibilité et indexation des contenus L’accessibilité
  • 17. Richesse des contenus L’accessibilité Parmi les leaders de ce classement, on retrouve les 5 newsrooms les plus accessibles : Orange, Capgemini, le Crédit Agricole, Safran et Solvay. Ces newsrooms sont tout d’abord bien conçues pour la mobilité. Elles sont bien mises en avant sur le site corporate de l’entreprise. Elles disposent pour la plupart de médiathèques ouvertes et accessibles. Autre critère important, elles sont optimisées pour des visiteurs malvoyants.
  • 18. Accessibilité et indexation des contenus Indexation
  • 19. Richesse des contenus Indexation Les newsrooms des entreprises leaders de ce classement sont bien optimisées pour le référencement naturel. Non seulement elles ont été optimisées mais aussi chaque contenu a fait l’objet d’efforts d’indexation. Au-delà des contenus en format texte, pour certaines newsrooms, chaque image et chaque vidéo dispose d’une page dédiée et indexée. Ces newsrooms disposent aussi de moteurs de recherche spécifiques. Et une bonne stratégie de tagging permet une navigation par thématiques entre les contenus proposés. Pour résumer, leur score global de « qualité » Google est satisfaisant.
  • 20. Accessibilité et indexation des contenus Tagging et Navigation
  • 21. Accessibilité et indexation des contenus Tagging et Navigation Les newsrooms des entreprises leaders de ce classement, telles que L’Oréal, Alstom ou Total, ont accordé un soin particulier à la navigation au sein de leurs contenus. Leur bonne stratégie de tagging permet une navigation par thématiques entre les contenus proposés.
  • 22. La distribution sociale des newsrooms
  • 23. La distribution sociale des newsroom Le potentiel social des newsrooms des entreprises du CAC 40 est très divers. Certaines ont bien compris l’intérêt et la portée des réseaux sociaux, d’autres moins. Capgemini et Schneider Electric sont exemplaires en la matière. Leurs newsrooms tirent parti des fonctionnalités sociales les plus avancées. Vient ensuite un groupe compact avec Saint-Gobain, Airbus Group, Alcatel-Lucent et Kering. Leurs contenus sont faciles à partager. Leurs comptes sociaux sont accessibles depuis leurs newsrooms. On retrouve pour certaines un compte Twitter spécifique, des pages Linkedin et Facebook et parfois même un compte Google + ou Viadeo. Les contenus de ces newsrooms sont présents sur Youtube, parfois Dailymotion et Vimeo. Ils sont plus rarement publiés sur Slideshare.
  • 24. raphael@wiztopic.com Connected Content www.wiztopic.com
  • 25. La richesse des contenus Diversité des sujets, dossiers de fonds et thématiques, agendas, proposition de porte-parole internes et d’experts sectoriels Mise en avant de l’équipe de com Diversité des formats (texte/html, photos, vidéos, infographies) L’accessibilité et l’indexation des contenus Accès smartphones et tablettes Mise en avant sur les sites corporate, accès ouvert ou fermé aux newsrooms et à des médiathèques Multi-linguisme Accès facilité pour les malvoyants Qualité de l’indexation de la newsrooms et de chaque contenu (texte, image, vidéo), nombre de contenus accessibles via les moteurs sur l’url de la newsroom, score global de qualité de Google Présence d’un moteur spécifique, Optimisation de la navigation interne entre les contenus, linking thématique La puissance du dispositif de distribution sociale des contenus Optimisation du partage de chaque contenu Accès à des comptes sociaux spécifiques via la newsroom twitter, Linkedin, facebook, Youtube, Slideshare, puis Viadeo, Google+, Dailymotion, Vimeo, Pinterest, Instagram, Annexe

Médias sociaux et directions de la communication où en est-on en 2015 ?

Médias sociaux et directions de la communication où en est-on en 2015 ?


Angie+1 est l'agence spécialiste des réseaux sociaux et de la transformation digitale du groupe Angie. Avec notre partenaire Occurrence, nous avons interrogé environ 140 décideurs de la communication afin de réaliser une étude sur la manière dont les directions de la communication pratiquent les médias sociaux. Nous avons le plaisir de vous communiquer les 10 résultats-clés de l’étude.
Published in: Social Media


 Transcript

  • 1. MÉDIAS SOCIAUX ET DIRECTIONS DE LA COMMUNICATION OÙ EN EST-ON EN
  • 2. Jack WhiteAngie+1 et Occurrence ont interrogé 140 décideurs de la communication pour avoir une vision claire de la diversité des pratiques des médias sociaux en 2015. Voici 10 choses à retenir.
  • 3. SUR UNE ÉCHELLE DE 0 À 5, COMMENT NOTEZ-VOUS L’IMPORTANCE DES MÉDIAS SOCIAUX DANS VOTRE STRATÉGIE DE COMMUNICATION ? Les médias sociaux sont considérés comme importants dans la stratégie (note de 3,4/5), mais les organisations s’estiment encore peu mûres sur le sujet (note de 2,7/5). Il y a toujours du boulot, et c’est tant mieux ! ENSEIGNEMENT N°1 MATURITÉ SUR UNE ÉCHELLE DE 0 À 5, COMMENT QUALIFIEZ-VOUS LE NIVEAU DE MATURITÉ DE VOTRE STRATÉGIE SUR LES MÉDIAS SOCIAUX ? 1% 5% 15% 34% 27% 18% 0 1 2 3 4 5 1% 1% 11% 29% 40% 15% 3% 0 1 2 3 4 5 NSP MOYENNE DE L'IMPORTANCE ACCORDÉE AUX MÉDIAS SOCIAUX 3,4 5 MOYENNE DU NIVEAU DE MATURITÉ RESSENTIE 2,7 5
  • 4. LORSQUE VOUS COMMUNIQUEZ SUR LES MÉDIAS SOCIAUX À QUI VOUS ADRESSEZ-VOUS EN PRIORITÉ ? Aux clients et prospects (BtoB) Aux collaborateurs Aux consommateurs, au grand public ou aux usagers À la communauté financière (actionnaires, experts) Aux élus Aux journalistes Aux candidats 26% 17% 17% 51%44% 35% Le premier public visé est le grand public, mais on voit bien que les médias sociaux permettent de s’adresser à une multitude de publics différents, comme les journalistes (51%) ou même la communauté financière (17%). Certains usages n’en sont encore pourtant qu’à leurs débuts : par exemple, seule une organisation sur 4 les utilise pour parler aux candidats. Le secteur public est focalisé sur la communication directe auprès des usagers, au détriment des publics intermédiaires, ce qui témoigne du retour de la « communication servicielle » de la part des institutions. ENSEIGNEMENT N°2 PUBLICS NOMBRE MOYEN DE PUBLICS VISÉS 2,8 84% 4% Autre
  • 5. QUELS SONT LES SUJETS QUE VOTRE ORGANISATION ABORDE DANS SON ANIMATION DES MÉDIAS SOCIAUX ? Trois sujets dominent la prise de parole des entreprises sur les réseaux sociaux. L’expression de sa responsabilité au sens large (RSE, citoyenneté… : 62%), la communication sur les produits et les marques (60%) et l’innovation (59%). Trop de sujets tuent la ligne éditoriale ? De plus, on sent que la guerre des talents devrait de plus en plus se jouer sur les réseaux sociaux (46%). ENSEIGNEMENT N°3 THÉMATIQUES Citoyenneté, RSE, mécénat 62% 60% 59% 46% 40% 33% 30% 9% Produits et marques Innovation, R&D Emploi et carrières Sponsoring Leadership et gouvernance Stratégie d’entreprise et résultats financiers Autre 3,4 NOMBRE MOYEN DE SUJETS ABORDÉS
  • 6. Facebook et Twitter sont, sans surprise, utilisés par la quasi-totalité de l’échantillon (respectivement 89 et 85%). Les deux réseaux sociaux rois s’imposent très naturellement, mais des réseaux pleins de potentiel comme Linkedin gagnent à être davantage utilisés (38% de l’échantillon utilise Linkedin, et seulement 2% Slideshare). Avec 4 réseaux utilisés en moyenne, la question de la cohérence et de la complémentarité est posée. ENSEIGNEMENT N°4 OUTILS 3,7 NOMBRE MOYEN DE MÉDIAS SOCIAUX UTILISÉS QUELS SONT TOUS LES MÉDIAS SOCIAUX UTILISÉS AU SEIN DE VOTRE ORGANISATION ? Facebook 89% 85% 58% 47% 38% 19% 17% 4% Twitter YouTube / autre plateforme vidéo Réseau social visuel Google + Linkedin Viadéo Wikipédia 2%Slideshare 2%Blog 6%Autre
  • 7. DIRIEZ-VOUS QUE VOTRE APPROCHE DES MÉDIAS SOCIAUX EST PLUTÔT ? Plus d’une organisation sur trois, bien que présente sur les médias sociaux, refuse les aspects conversationnels. Vouloir monologuer dans un océan conversationnel : une position tenable pour combien de temps encore ? ENSEIGNEMENT N°5 POSTURE 22% Les deux 37% Descendante ou verticale 2% NSP 39% Conversationnelle ou horizontale
  • 8. DISPOSEZ-VOUS D’UN SYSTÈME DE VEILLE SUR LES MÉDIAS SOCIAUX CONCERNANT LA RÉPUTATION DE… Surprise ! Près d’une organisation sur 4 ne fait pas de veille web du tout : ni pour surveiller sa réputation, ni pour nourrir sa réflexion. La veille est pourtant la plus ancienne des pratiques de stratégie web social et, bien utilisée, elle s’avère être un véritable outil de pilotage de la stratégie. ENSEIGNEMENT N°6 VEILLE 77% AU MOINS UNE VEILLE …votre organisation en général 63% …un ou certains de vos produits ou services 51% 51% …des thématiques sociétales impactant votre activité / image
  • 9. AVEZ-VOUS MIS EN PLACE UNE STRATÉGIE D’AMBASSADEURS ? Les stratégies d’ambassadorat, qui consistent à faire porter des messages par des collaborateurs de l’entreprise sur les réseaux sociaux, se développent et existent chez 1 organisation sur 3 : un signe de maturité évident pour les entreprises concernées. Et peut-être même l’avenir de la communication corporate. ENSEIGNEMENT N°7 AMBASSADEURS Mise en place d’une stratégie d’ambassadeurs35%
  • 10. PARMI LES AFFIRMATIONS SUIVANTES, LAQUELLE REPRÉSENTE LE MIEUX L’ATTITUDE DE LA DIRECTION GÉNÉRALE DE VOTRE ORGANISATION À L’ÉGARD DE L'UTILISATION DES MÉDIAS SOCIAUX ? L’E-RÉPUTATION DE VOS DIRIGEANTS FAIT-ELLE L’OBJET D’UN PLAN D’ACTION SPÉCIFIQUE (PRÉSENCE SUR LES MÉDIAS SOCIAUX, WIKIPÉDIA, BLOG, LINKEDIN…) ? On entend beaucoup dire que les dirigeants se désintéressent des médias sociaux, mais cela semble maintenant relever de l’idée reçue. Ils sont moins de 10% dans ce cas. Pour autant, les organisations qui leur construisent des programmes d’e-réputation sur mesure sont une minorité (26%). Un champ à explorer pour les communicants ! ENSEIGNEMENT N°8 DIRIGEANTS 25% Très impliquée 66% S'y intéresse sans être directement investie 2% Contre, elle s'en méfie 7% Ne s'y intéresse pas 74% Non 26% Oui
  • 11. VOTRE ORGANISATION A-T-ELLE DÉJÀ CONNU DES SITUATIONS DE CRISE DONT L’ORIGINE ÉTAIT LE WEB ? VOTRE ORGANISATION A-T-ELLE REVU SES PROCÉDURES DE GESTION DE CRISE À L’AUNE DES MÉDIAS SOCIAUX ? Le web crée-t-il les risques, ou les amplifie-t-il ? Seule une organisation sur 4 dit avoir rencontré une situation de crise qui a émergé sur le web. Un sujet qui préoccupe quand même les directions de la communication : une sur trois a revu son organisation de crise pour parer à toute éventualité, et une sur trois estime qu’il faudrait le faire. ENSEIGNEMENT N°9 CRISE 10% Oui, une fois 32% Non, mais je pense qu’il faudrait le faire 32% Non et nous ne comptons pas le faire 36% Oui 1% NSP 16% Oui, plusieurs fois 73% Non
  • 12. 3% 18% 16% 31% 12% 8% 0 1 2 3 4 5 12% NSP SUR UNE ÉCHELLE DE 0 À 5, QUEL EST VOTRE DEGRÉ DE SATISFACTION AVEC VOTRE RÉSEAU SOCIAL INTERNE ? À QUOI SERT EN PRIORITÉ CE RÉSEAU SOCIAL INTERNE ? Les réseaux sociaux d’entreprise sont regardés de manière circonspecte : une organisation sur deux en est équipée, mais la satisfaction qu’ils apportent est jugée assez moyenne. Les objectifs assignés aux réseaux sociaux internes étant très (trop ?) nombreux(partagedes connaissances, communicationinterne, travail collaboratif…) et peu hiérarchisés, le premier chantier du RSI n’est-il pas la définition des objectifs et de KPIs clairs et mesurables ? ENSEIGNEMENT N°10 INTERNE SATISFACTION MOYENNE ATTRIBUÉE 4 NOMBRE MOYEN D’OBJECTIFS Partager des connaissances 78% 76% 76% 67% 57% 51% 2% 4% Diffuser la communication interne Favoriser le travail collaboratif Annuaire interne Favoriser l’innovation Autre NSP Créer du lien entre les collaborateurs 3,4 5
  • 13. MÉTHODOLOGIE   Enquête téléphonique réalisée entre le 9 et le 16 décembre 2014, auprès d’un échantillon de 140 décideurs de la communication (133 organisations) ayant établi une stratégie ou des actions de communication sur les médias sociaux.
  • 14. A PROPOS D’ANGIE+1 ET D’OCCURRENCE Créé en 1995 par Assaël Adary et Benoit Volatier, Occurrence est un cabinet d’études et de conseil spécialisé en communication. Son équipe accompagne les directions de communication dans le pilotage de leur stratégie et de leurs outils, notamment grâce à une gamme d’études permettant de mesurer la performance des actions de communication. Angie+1 est une agence conseil spécialisée dans les médias sociaux et la transformation digitale. Créée en 2011 au sein du groupe Angie, elle a accompagné une soixantaine de clients dans des enjeux de conversation, de réputation ou de transformation de la communication.
  • 15. POUR PLUS D'INFORMATIONS : GABRIEL MOUSSIN directeur du développement @ gmoussin@angie.fr 01 55 34 46 61 GÉRAUD TARRIDE chargé de développement @ 01 55 34 46 20 gtarride@angie.fr FRANÇOIS GUILLOT directeur associé @ fguillot@angie.fr VIRGILE JOUANNEAU directeur associé @ vjouanneau@angie.fr