BILL O’GORMAN School of Business, Waterford Institute of Technology, Ireland
Progressing the EU Digital Agenda in regions: A collaborative engagement engagement between industry, government and higher education in regions — the eDIGIREGION story
Implementing the EU Digital Agenda in regions is not possible without the cooperative and collaborative engagement of relevant regional stakeholders in the process. This presentation brings the audience through the eDIGIREGION stakeholder engagement process and explains how to design and implement stakeholder collaborative processes in order to develop region specific Join Action Plans (JAPs).  The presentation also describes how to create and develop an inter-regional JAP (iJAP). The presentation concludes with articulating five iActions currently being implemented by four diverse collaborative European regions as part of their iJAP.

TOMAŽ SAVŠEK TPV company – Development supplier in the automotive industry, Novo mesto, Slovenia
Evolution of the automotive industry through the digitalisation
The speaker will present his understanding and views on topical area of digitalisation of industry and introduction of smart factories. He will start from the guidelines DigitAgenda 2016, which was prepared by the Strategic Council of Chamber of Commerce and Industry of Slovenia and from the objectives of Industry 4.0. He will present the role of digitization in the product development process and in the process of the development production process in advanced pre-development supplier in the automotive industry. He will conclude his presentation with some good practices and experiences gained in the process of business digitization and realization of smart factory concept through complete automation solutions for internal logistics.

PAVLE BOŠKOSKI Department of Systems and Control, Jožef Stefan Institute, Slovenia
Towards digital transformation: Implementation experience
Digital transformation is a paradigm shift in the way how one company conducts daily operations. Implementation should result into significant increase of the company’s potential. However, when performed partially or improperly, it can have disruptive negative effect. The focus of the talk is to present the lessons learned from implementation of particular steps of digital transformation at several local companies. The topics cover transformation of maintenance, quality control and business analytics segments of the production process. More importantly, the goal is to emphasize the obstacles during implementation that predominantly stem from inflexible personnel, availability of experts and integration of legacy systems. Finally, an overview of the implemented fully operational systems will be presented that were build in accordance to the principles of Industry 4.0.

MARKUS ABEL Ambrosys company – Society for management of complex systems, Potsdam, Germany
Machine learning for the control of complex systems
Linear control strategies are simple and well-working ways to control  the behaviour of simple dynamical systems. For systems with many degrees of freedom and complex behaviour such a simple approach may not work or is not applicable due to intrinsic dynamical properties of the systems. We developed an automatized way to control complex systems using machine learning methods. The main idea is to formulate the determination of the control law as an optimization problem. The optimization is found with respect to the objectives set, e.g. minimal energy, best fit, simplest law. As machine learning method we use a genetic programming based symbolic regression. A generic implementation is found at

NADJA DAMIJ Newcastle Business School, Northumbria University, Newcastle, UK
Toward intellectual property rights management
Maximizing the value from innovation, in particular through Intellectual Property Rights (IPR), is a key element of Intellectual property rights (business process) management (IPRM). We take a “Robin Hood” approach, taking (learning) from the big companies to offer to smaller ones. The beauty of intangible assets is that through their use and knowledge sharing the bigger companies are not weakened as a consequence. The adopted interdisciplinary approach provides a conceptual framework and constructs for IPR management (IPRM), derived from practical and enriched by theoretical insights. This monograph builds upon case studies and interviews with key IP executives from major multinational R&D investor firms.