For Russian manufacturers of microelectronics, the destruction of the established markets for proprietary solutions is perhaps the only chance to overcome the gap in the scale of activity with foreign competitors.

IN digital economy accessibility information technologies loses its differentiation. Information technologies will penetrate into all spheres of activity in all countries.

Subjectivity issues become key: does the country participate in the development of technologies, using digitalization in the interests of its economy and security, or does it become a passive object of digitalization - a consumer of technologies and a supplier of raw materials and labor resources.

Russia is now closer to the second option, which significantly increases the dependence of the national economy on technological leaders. Digitalization in the current concept leads to income polarization - an increase in the economies of countries that develop and control technologies, and a reduction in the economies of resource-rich countries.

The main challenge for Russia is the transition from passive consumption to an active role in the creation and development of technologies. The main barrier on this path is the widespread use of closed protected (proprietary) solutions of foreign corporations. In fact, Russia is now a prisoner of these technologies. It is more convenient for Russian customers to use the solutions of foreign corporations, paying right holders intellectual property technological rent. What is often called technology transfer is in fact a form of dependence, when Russian companies can only use the technology, but do not have the opportunity to independently develop it and control the constituent processes.

The use of closed secure technologies developed by Russian companies, no way out. The factor of political risks is decreasing, but at the same time, the risks of technological conservation and “feudalization” of the market are increasing. The lag behind the advanced world level increases, and when the gap becomes unacceptable, customers switch to using foreign technologies. At first it happens in the form of temporary exceptions, then the number of exceptions grows and turns into a system process. This is most clearly manifested in the use of foreign electronic components by military-industrial complex enterprises.

The solution to the problem is the transition from the use of closed proprietary technologies to the sharing and development of open technologies, freely distributed or commercially available. This solution is not only for Russia, but for all countries facing the problem of technological independence.

Commercialization in this model is provided through services for the development and implementation of technologies and related services. The reduction in the level of profitability compared to the closed product model will not lead to a decrease in the dynamics of development, as it is offset by the involvement of a significantly wider range of companies and specialists from different countries in the process of improving technology. This is a restart of globalization in a new paradigm: instead of the primitive division of labor between countries that has exhausted itself, there is a joint development and use of technologies.

We see that in software development (SW) these principles are already widely used. It is believed that the balance between proprietary and free software has already been established, that the share of free software is not growing, but this balance is mobile. Free software developer ecosystems keep industry leaders on their toes, preventing them from jacking up rent levels from controlled markets and providing customers with a decent alternative.

Sometimes open technologies destroy the market for proprietary solutions at the redistribution of one level and at the same time create the prerequisites for oligopolization or monopolization at another redistribution. This happened, for example, in the 1980s with the introduction of the open architecture of IBM-PC computers. Open technology has allowed the formation of a huge ecosystem of developers and manufacturers of computers and components. On this wave, another monopoly of proprietary solutions of the Wintel standard rose - Windows OS plus x86 Intel processors.

Now an ecosystem of 450 processor companies, united around the British ARM, is breaking Intel's monopoly in the market for processor architectures. ARM offers a more open licensing model for the use of its processor cores and at the same time begins to dominate the IP market, where the share of ARM licenses already reaches 40%. And on the other front against Intel dominance, TSMC offers manufacturing resources collective use and makes advanced semiconductor technologies available to a wide range of developers. By bringing together more than 450 customers, like ARM, TSMC enjoys a high and stable level of utilization.

With an increase in the number of customers, they are picking up the pace of investment and technological development and already occupy more than 60% of the world market for foundries - contract manufacturers of semiconductors. And in each case, a new, narrower division of labor is formed: instead of the vertically integrated closed model of Intel, there is a division into developers of IP cores and blocks, foundry and chip developers, who act as integrators of basic technologies in the new division of labor.

For Russian developers and manufacturers of microelectronics, the destruction of the established markets for proprietary solutions may be the only chance to bridge the gap in the scale of activity. Yielding to foreign competitors by three orders of magnitude, it is impossible to compete according to the established minimum price rules. It is necessary to propose other rules - not the sale of closed solutions, but an invitation to participate in the ownership and development of technologies.

For the state, such a change in approach is an opportunity to move from subsidized financing of the industry to investment financing, to solve the problems of “going into the sand” of funds allocated for R&D.

State recent years generously finances R&D in the field of electronics, but current projects do not aim to create open technologies, destroy world monopolies and oligopolies, or develop large ecosystems. The current approach, when the bet is placed on closed Russian solutions that replace closed foreign solutions, is based on the backlog and subsidized dependence of the industry on the budget. This approach does not make it possible to accelerate research and development by involving a wide range of both Russian and foreign companies in projects, and does not allow including the interest of large private investors.

In the closed model of financing state R&D, the customer and the contractor chosen by him give themselves an assessment of the effectiveness and efficiency of projects, and both of them are interested in "covering" each other. The clan nature of relations is being formed.

In the open model, this assessment is given by the community of developers using the created technologies. The expansion of the relevant technological ecosystems is becoming the main and very clear criterion for evaluating projects, as it characterizes both entering the markets and attracting private investment.

The formation of ecosystems depends not only on the state, but primarily on the willingness of companies to work in the community, combining competition and cooperation, based on open, respectful relationships. Building such relationships is perhaps the most important technology that Russia's electronics industry lacks.

3 D-visualization confidently occupies a leading position in the ratings of the most promising information technologies. Why is this segment of solutions strengthening and expanding its position, what is the catalyst for demand, what new trends are emerging in today's difficult environment? We talked about this with Sergei Astakhov, leader of the Interactive Data Visualization Platform Consortium (IDVP), the finalist of the competition "The best information and analytical tools - 2016".

What are the driving factors of the interactive data visualization market are key today? What trends can be identified?

The demand driver for analytical tools, paradoxically, is the complex economic situation. During a crisis, managers need to quickly receive accurate, objective information about the state of the business. Another driver of the market is an avalanche-like growth in the volume of data, which requires new approaches to working with information.

Today there is a need for technologies that have the ability to process large amounts of data, interactive infographics and have an interactive interface. Users have realized that data visualization and “live” interaction with them can the best way help to understand the meaning of these data.

For these tasks, a unique Russian development Interactive Data Visualization Platform (IDVP) is a technological platform for online data visualization and analysis. This management tool is based on functional modeling technologies for analyzing situations using spatial three-dimensional infographics. A platform is used to solve managerial, economic and financial and economic tasks.

When analytics providers talk about customer data, they often talk about data problems. But if we take the ideal case, when the client's data is in exemplary order, how can one distinguish important data from unimportant data that directly affects his business processes from secondary ones?

The most "important" data is obtained from systems that use sensors and meters, such as industrial control systems, pipeline management systems, energy generation, etc., or from systems that automate operational activities - banking, payment, logistics systems etc., where the role of the human factor is minimized or information is tied to "live" money.

Actually, we still know two ways to improve the quality of data: either to minimize the human factor - to obtain data through objective technical means, or to tie information to money.

For example, in the Medical Information System Monitoring Center, the availability of doctors is measured automatically at the time of the patient's appointment, without the human factor.

The completeness of the input of resources into the system is also controlled simply - a doctor will not be able to receive a salary if he is not included in the system and does not work in it every day. While the accounting department existed separately from the Monitoring Center, there were more employees in polyclinics than there were appointments. When they were united, everything quickly returned to normal.

Therefore, the creation of a new generation analytical solution is practically meaningless apart from the reorganization of the grassroots system, as a rule, both management and information.

How do you recognize vulnerable points in your client's business processes? For CEO it is important to have an understanding of the past, present and forecast of the development of his business, to be aware of current performance and efficiency indicators. How do you deal with it?

In our work, we focus on three main principles.

  1. wow effect- the quality of graphics, animation and the speed of the application make the work at least not boring. All elements are designed for high-quality display on large screens, and for executives on mobile devices or PCs.
  2. situational analysis- the ability to quickly localize the problem on control objects, for example, according to the principle of a traffic light or a specific image.
  3. The ability to not only localize the problem, but also reveal everything possible reasons its appearance, thereby pushing to solve the problem.

The development of any analytical solution - Monitoring Center, on the IDVP platform begins with the definition of a case, by analogy with a business case, which includes various indicators that characterize the problem being solved and show the client how to solve it.

Then, when the case is formed and the indicators for solving the problem are selected, we invent and develop three-dimensional interactive visual images that form the “phenomenon space”. Directly for data visualization, a special program is responsible - "3D player", which is assembled under the control of the platform individually for each user.

IDVP supports a fairly large set of interactive analytical tools. They have the ability to scale, change position in space for better visual perception, the ability to select multiple display objects or values ​​with drill-down support directly from a chart or graph.

For example, for the “Financial Institutions Monitoring Center”, we used the concept of a visual graphical interactive interface of the “cloud” of borrowers, which is easy and convenient to work with. The size of the ball in the cloud encodes information about the amount of loans received by the borrower, and the color - information about the number of identified problems with the borrower. A specialist can click on the borrower he is interested in and see a diagram of his financial relations with counterparties in various sections, relationships and types.

The Smart Warehouse Monitoring Center application uses a three-dimensional visual representation of the warehouse and a line graph with an interactive scale.

In fact, this is a digital snapshot of the warehouse business, in which answers to production problems are presented in an intuitive way - for example, why do long queues of cars form in a warehouse for loading and unloading?

How does the approach to information analysis in classical analytical tools differ from your solution?

Despite the generally accepted positioning of analytical systems, traditionally their user is a trained analyst, twisting the "cubes" of data and looking for patterns in them. It uses tables, graphs, charts, and more to analyze data.

We chose another user for ourselves - this is, first of all, a top manager, business owner, industry leader, who is constantly in a limited time frame. For him, the acceptance rate management decisions often critical. At the same time, modern busy man Increasingly, they want to perceive information in the form of three-dimensional interactive infographics, which allows them to analyze the maximum amount of information with a minimum of time, quickly capture the essence of the problem, various trends of change and assess possible risks. He is accustomed to exist in three-dimensional space.

Therefore, in our developments, we focus on those areas that allow us to quickly and efficiently bring the situation to managers on complex industry cases. with large amounts of raw data. Among them are the following:

New methods of interactive visual work with large arrays of operational and strategic information - the technology provides a clear perception of existing problems and possible ways their solutions through visual images. The screen simultaneously examines many aspects that affect the problem, it is easier to understand information, management, financial and economic processes, their interconnection and interdependence is visible.

Introduction of gamification elements is a new level of user interaction that makes the process of data analysis interesting, informative and memorable. Accordingly, the level and quality of information possession increases.

Using new 3D analytical tools, not used in traditional BI systems due to the impossibility of obtaining a normal result on browser platforms, such as sledge flow charts, many-to-many relationship diagrams, etc.

Take a look at the interface examples of our analytical systems for yourself. I think that everything will become clear without further ado.

COMPANY SPECIAL PROJECTIDVP

The digital age for business means a multitude of dynamic and rapidly developing digital platforms. One can argue for a long time and enthusiastically about what a “platform” is and how revolutionary “digitalization” is for the economy itself. One can also enthusiastically and reproachfully ask questions of visionaries and scientists, demanding that they formalize and explain a new future for centuries to come. However, it is already quite obvious that it looks like some kind of actively interacting network of various kinds and different levels separate automated information systems that are open to mass physical users and smart devices. In the global world of high-speed information exchange, directly or indirectly, economic entities create, use and manage such systems are digital platforms.

Business creates its own and participates in the creation of third-party digital platforms as an economic entity interacting with consumers, suppliers, competitors, regulators. Through the platforms, a business model is implemented that fulfills the selected mission and / or strategic goals. This is extremely important for the formation and maintenance of a competitive advantage, for ensuring one's own integrity and significance as a separate entity in economic relations, as well as for controlling and coordinating internal development.

Business integrates its own and third-party digital platforms for the involvement and use of objects (resources), the execution of processes (functions) and the implementation of individual target areas(needs). Such end-to-end or deep integration of multiple platforms allows you to design and implement business models in the most efficient way. The level of competencies is constantly increasing due to reusable systems, elements and patterns. Transactions are optimized on the basis of high-tech network distributed specialized and implemented solutions.

Business regulates its own and third-party digital platforms, presenting requirements (demand) and choosing the most useful of them. Formal and informal regulation supports practical and valuable platforms that are actively used to implement their own demanded business models. The regulation of digital platforms adds value to businesses and the economy as a whole and provides clear conditions in the markets.

The listed business activities for the production, combination and impact on digital platforms make us pay attention to the issues of their joint sustainable functioning. At the same time, unrelenting competition on all fronts and intense cross-professional and social relationships, transforming into something new on the basis of a whole network of connected information automated systems, give rise to problems of varying degrees of complexity. One way or another, but some of the practically significant problematic issues that arise, business is forced to solve today with the means and tools that are available to it. The greater part is subject to a certain understanding, theoretical and technological study.

One of the options, if not the only one, that can systematically unravel the whole tangle of intricate problems and lay a solid foundation for confident interaction of digital platforms from different vendors is digital ecosystems. It makes sense to consider not the contextual task-by-task linking of individual automated systems (applications, services, platforms), but perspective formation favorable climate for their emergence and rapid joint development. In a sense, a broad understanding infrastructure the digital economy here becomes identical to the ecosystem of digital platforms.

A managed ecosystem of digital platforms significantly increases the complexity, quantity and quality of the problems being solved, which inevitably accompany an active transition to a new economy and the large-scale use of automated systems. Key issues addressed at the ecosystem level include, for example, the following nine.

1. Inadequate data technologies

By developing its own internal functions and competencies for collecting, processing and storing data, each digital platform has every chance of losing competition to others due to a strong “running ahead” or “lagging behind”. It can even be forcibly excluded from the interaction system, since at a certain point in time it will not provide support for the corresponding rules for the exchange of data packets both at the level of formats and at the level of meanings. And no matter what technologies are preferred within the platform, the forms and formats of external information exchange will always be essential.

The ecosystem allows you to enter standards and requirements for data that are actively exchanged by digital platforms, technical and economic parameters, as well as monitor the status and potential of automated systems in the global network.

2. Underutilization of digital analytics

The digital platform is capable and authorized to implement its own methods and models of analysis of the target subject area for which it was created and used. However, there are general principles and techniques for analyzing digital data, which are largely mandatory. For example, for each digital platform, constant analytics on security, overload, user conversion, function stability, operations with external systems, etc. is extremely important. Moreover, the basic analytical functionality within the specified standards should be available to the digital platform itself (its owner) and external auditor, regulator.

The ecosystem can not only impose mandatory requirements for the analytical component of each digital platform, but also supply ready-made unified algorithms, templates, and comparative indicators. This eliminates the problem of underestimation or misuse of models, technologies and digital data analysis tools.

3. Poor quality of platform elements

Maintaining the required quality of data and automated models, technologies and products, as well as interaction interfaces is a separate big task for any digital platform. It is quite difficult, costly and often unprofessional to ensure the quality of all the listed elements on your own. It is also important to understand and compare the quality of your own digital platform with others involved in active transactional interaction. This is especially true for significant deeply integrated external digital platforms.

Within the ecosystem, it is not only possible, but also mandatory for use in automated information systems, special services (agents, providers) to check and control the quality of outgoing and incoming digital data, the quality of the object model used, the quality of the tools and functionality used in general, as well as the quality of interfaces opened for interaction.

4. Integration errors

The digital platform not only consists of separate internal components, but also has to intensively interact with third-party systems, technological and functional modules, digital data packages, etc. Moreover, the platform can use third-party components or entire automated systems quite strongly and deeply. It can make heavy use of other digital platforms and participate in a variety of automated models that implement complex transactional schemes. In addition, such integration should exist and develop steadily in dynamics, when the platform itself or its individual and external components can change independently or even be replaced by others. It is rather difficult to avoid significant errors both at the stage of designing integrated systems and their initial testing, and in subsequent operation.

The ecosystem of digital platforms significantly reduces integration errors and risks, because it is able to offer uniform integration schemes and patterns, standardized interfaces, unified and predictable architecture and behavior logic, etc.

5. Underestimating Security Issues

The need to quickly create and release a working version of a digital platform to the market sometimes leads to ignoring the obvious basic problems. One of them is security. The consequences can be very dire. And in the conditions of a whole network of interacting automated systems, even a critical error in one of them can cause very serious consequences. Not to mention the fact that the system itself, which ensures the security and stability of the platform, requires constant intensive development and attention from adequate risk management. But this burdens the platform and the business itself.

To improve security issues and offer a comprehensive solution for digital platforms should be a common ecosystem for them. And, perhaps, only within the framework of an ecosystem is it possible to combine several businesses and platforms for a unified risk management strategy.

6. Closedness and fragmentation of platforms

An attempt by a business to close or specialize a digital platform as much as possible can have the opposite effect of what is expected. Despite the useful functionality and the current target subject area, the result will not be an isolated and protected, but an incompatible and inconvenient system. Today, when the user is tempted by complex flexible solutions, it is unlikely that he will have the desire to long and difficult to attach complex. Well, unless he has super high motivation.

The ecosystem can offer developers of digital platforms ready-made rules and practices for designing conveniently interacting systems, eliminating excessive closeness and unnecessary fragmentation into extremely narrow user segments.

7. Restrictions on creation and use

Artificial barriers to the creation and use of digital platforms and their components can be exhibited not only by the solution provider. Unscrupulous competitors, especially those who claim leading positions or those who supply special solutions of a cross-platform nature, may well intervene in the full operation of a digital platform. The regulator can also behave irrationally and inappropriately to the situation by imposing bans and critical restrictions on the operation of certain digital platforms.

To avoid all this, the ecosystem must introduce clear and understandable principles for the participants of technical and market coordination of the behavior of competing and complementary digital platforms, which are supported by special automated algorithms (agents and arbitrators). Otherwise, extremely non-market actions that worsen the position of various platforms on the part of large suppliers are not ruled out.

8. Low efficiency of development and training technologies

No matter how perfect and comfortable a digital platform is initially conceived and implemented by its creators, it will in any case require development in all components. It can develop intensively - improving the functionality or extensively - expanding the boundaries of the target subject area. But if the platform is conceptually and architecturally unable to develop and learn, then it will face big problems in highly competitive digital markets. The problem of developing external consumers should not be underestimated either. They also need constant support and capacity building, no matter how simple and clear the functions and interface of the digital platform are.

The development and training of the platform itself and its external users (including connected systems) requires efficient and unified solutions. The ecosystem may well solve the problem of inefficient technologies for the development and training of its digital platforms by offering appropriate approaches, schemes, options and tools.

9. Outdated methods of regulation

The regulation of digital platforms within the framework of pre-digital (paper) technologies is not able to fully ensure their intensive emergence and further dynamic growth. Instead of a lengthy procedure for preparing, agreeing and approving mandatory regulations or voluntary standards, algorithmic regulation is required with preliminary testing and debugging of each of the introduced rules.

Clarity, predictability, relevance, equality and, most importantly, trust between automated systems and economic entities are implemented through the digitized normative mechanisms of the digital ecosystem.

Turning to the essence of the digital ecosystem, it becomes clear that the use of general and mandatory unified solutions and technologies should not be a priority for it. This is not necessarily a rigid system, but a flexible frame structure, which is designed to painlessly "stitch" digital platforms supplied by different manufacturers. The digital ecosystem is needed for mutual understanding information systems on the one hand and for the development of their subject, functional and interface specialization on the other. And if the platform wants to enter the target ecosystem and understand its other platforms, then it must comply with the specified requirements and recommendations. One of the key tasks of the digital ecosystem is the development of such a base for combining versatile platforms, including the development of low-level automated systems that supply standardized and unified data, functionality, models, tools, interfaces, etc. to the workspace. unique opportunity, while raising the level of the ecosystem itself, at the same time raising the level of each of the digital platforms that are part of it.

If we consider the digital ecosystem not only from the point of view of purely information technology, but as a targeted transformation of the economy, then it would be nice to identify three backbone layers.

Firstly well understood and active technological ecosystem layer. It provides new conditions (climate) for the direct growth of digital platforms as high-performance IT systems and their subsequent targeted information exchange. This is the layer in which technologies such as distributed registries, cloud storage, network protocols and identification, etc., appear and improve.

Secondly , dynamic managerial ecosystem layer. It provides new principles, knowledge and management technologies that are designed to stabilize and increase the efficiency of the digitalization process and goals. The managerial layer of the ecosystem determines the capabilities of an economic entity, which must be able to cope with the new challenges of the digital economy in the context of growing global informatization. Within this layer, flexible and project management, business modeling, risk management, predictive business analytics, joint investment, etc. are being developed.

Thirdly , changeable consumer ecosystem layer. It forms new socio-psychological aspects of consumption and cultural and historical priorities for the development of the digital economy based on a network of tightly interacting information systems. These are not technological or managerial factors that significantly affect the actions of economic entities, allowing or not allowing them to carry out certain transactions. The consumer layer of the ecosystem offers new ways and opportunities to meet needs, such as smart social consumption, consumer co-financing, responsible and shared consumption, focus on environmental and ethical products and services, etc.

Today, the digital ecosystem is an entity even less obvious for design and forecasting than the digital platform. And its embodiment and belonging can be understood and interpreted to the extent of interest and responsibility. In principle, already two interacting digital platforms can form a separate ecosystem. And one platform can successfully enter different ecosystems due to the high-quality implementation of interaction interfaces. At the same time, it is possible to create (form and maintain) both closed and open ecosystems. But still, it is obvious that the most competitive and actively developing ones will be those that are open for joining on unified and rational contracts (conditions). And, probably, ecosystems that allow meeting the specified requirements and standards with varying degrees of implementation will have an advantage. It is clear that the most influential will be the mass ones and those supported at the highest resource and information level. And if successful simple application services today can be created even by a single programmer-genius, then digital platforms are already the lot of at least medium or large businesses. But ecosystems are a task that transnational corporations, consortiums, individual states or interstate unions can do.

The competition of ecosystems is an objective process that will grow every day as the understanding of the colossal effect that the joint synergy of the development of a whole network of digital platforms gives comes. In any case, the domestic economy will not be able to sit on the sidelines. In the near future, you will have to make an important decision - to create your own competitive digital ecosystem or join a third-party one. And the question is not so much in making a decision, but in its volitional implementation. And in this regard, it is extremely important not to forget about integration, at least with our closest partners in the Eurasian Economic Union.

Any biocenosis interacts with physical and chemical factors. environment. The ecosystem combines a biocenosis and a biotope(A. Tensley). V.N. Sukachev proposed the concept - biogeocenosis. In an ecosystem, all the components of the biocenosis, including trophic levels, as well as soil, soil, water and part of the atmosphere, are combined into a single whole by flows of matter and energy.

The boundaries of ecosystems are usually just as definite or conditional. The largest ecosystem on our planet - biosphere. It distinguishes between individual biomes- croup. ecosystems occupying a landscape zone, an altitudinal belt in the mountains or an island. For the globe, several dozen bases are usually called. biomes, if necessary, the number of allocated biomes can be increased. On the scale of one continent, m.b. several hundred ecosystems have been identified different types. Within each type of distinguished ecosystems, biocenoses or phytocenoses, many options are found. Each specific biocenosis has its own individual characteristics. It is possible to single out a forest puddle ecosystem or an ecosystem on the scale of a ruminant mammal.

Circulation of matter, flows of energy and information in ecosystems. trophy. levels, food chains and networks of biocenoses are links in the flows of matter and energy that unite the subsystems of ecosystems into a single whole. The energy of the Sun basically ensures the activity of the living systems of the biosphere.

Energy sunlight and chem. transformations, extracted by photosynthetics and chemosynthetics from inorg. nature, moves from one trophy. level on other heavy losses. For example, herbivore animals do not completely eat the entire plant. mass, i.e. like predators, they usually do not completely destroy the populations of their prey. Part of the biomass of any population goes to the vital activity of organisms (growth, development, reproduction, search for food), accumulates in the body of perennial organisms, and from 1 to 10% of the amount of energy at the previous level gets to the next trophic level (accumulates in the bodies of organisms) . Energy flows in ecosystems are similar to drying up rivers and are gradually lost in the space of the ecosystem.

The totality of organisms that live off the energy of the sun is called photobiosomes. Organisms that use chem. energy, make up chemobios.

In food objects, the energy and the content necessary for the life of biosystems are combined. However, for a better understanding of this process, it is useful to consider the flows of energy and matter separately. One of the peculiarities of the flows of matter is their partial closure (cyclicity). Biogeochemical cycles operate in ecosystems (according to Vernadsky), which unite the living part of the ecosystem (biocenosis) with inorg.

IN terrestrial ecosystems chem. in-va are extracted by plant organs from the OS and are part of their bodies. Part of the plant mass (less than 10%) is consumed by consumers, the rest (over 90%) enters detritus food chains are litter (leaves, branches, flower petals, etc.), dead wood, fallen wood, grass rags, which undergo relatively slow decomposition due to the activity of decomposers. The waste products of producers, consumers and decomposers (water, gases, inorganic and relatively simple organic substances) end up in external environment and again can be involved in the cycle of matter.

Land phytomass is updated on Wed. every 14 years. In the woods speed circulation in-in rel. lower (trees live tens and hundreds of years) than in meadow communities. Even faster cycle in-va occurs in marine ecosystems, where among the producers there is a large proportion of photosynthetic bacteria and unicellular algae with a very short life cycle. The biomass of the MO is renewed on average in 33 days, and the phytomass - in 1 day.

The information processes of ecosystems have not yet been studied enough. Each cell and multicellular organism has its own Information Systems among which nucleic acids occupy an important place. Populations have their own information systems: these are their gene pool, communication systems. Biocenoses and ecosystems include information systems of populations, and also have information systems of their own level.

The paleontologist and paleoecologist learns and reconstructs the ecosystems of past geologists. epochs, extracting and "reading" information from fossil deposits. N-r, Amer. Scientists have extracted viable bacterial spores from the stomach of a fossil fly, perfectly preserved in a piece of amber aged 40 million liters. The sample provided an opportunity to establish: the age of the find; the DNA structure of a fossil fly and bacterial spores; air bubbles in amber make it possible to clarify the composition of the atmosphere of that time.

Ecosystem productivity. Importance has a biologist. productivity eats. and skill. ecosystems, which is made up of the productivity of local populations. Productivity of producers (plants) naming. primary, consumer productivity - secondary. The newly created biomass production minus living expenses is called net production. Net primary product(NWP), expressed as the amount of plant biomass newly created per unit area per unit time. Normally air-dry biomass values ​​are used.

The NPP of tundra ecosystems is 0.1-0.5 t/ha per year; in deciduous forests temperate latitudes it varies from 0.9 up to 2, in rain forests - from 6 to 50 t/ha. Net secondary productivity (animal productivity) is less than NPP by 1 - 2 orders of magnitude.

The productivity of biocenoses depends on the amount of solar energy that comes into the ecosystem, the duration of the growing season, the availability of water and nutrients and some other factors, including anthropogenic ones.

Any unit (biosystem) that includes all co-functioning organisms (biotic community) in a given area and interacts with the physical environment in such a way that the energy flow creates well-defined biotic structures and the circulation of matter between living and non-living parts is an ecological system, or ecosystem … Ecosystems are open systems, therefore an important component of the concept is the environment at the entrance and the environment at the exit” Y. Odum.

Rice. 2.1

The most important concept - “system complexity” can be assessed at two levels:

  • complexity at the "structural level", which is determined by the number of elements of the system and the links between them (morphological complexity);
  • · complexity at the "behavioral level" - a set of system reactions to external disturbances or the degree of evolutionary dynamics (functional complexity).

It is not realistic to define what a "complex system" is at the structural level, although most biologists are intuitively convinced that all ecosystems have a morphologically complex structure. B.S. Fleishman proposed five principles for the increasing complexity of the behavior of systems, presented in the diagram and allowing us to evaluate the functional complexity:


The complexity of the behavior of systems of the first level is determined only by the laws of conservation within the framework of the material-energy balance (such systems are studied by classical physics). A feature of the systems of the second level is the appearance of feedback; the principle of homeostasis becomes decisive for them, which determines their more complex behavior (the functioning of such systems is studied by cybernetics). Even more complex behavior is possessed by systems of the third level, which acquire the ability to "make a decision", i.e. carry out some choice from a number of behavior options ("stimulus - reaction"). So, N.P. Naumov showed that it is possible to exchange experience mediated through the habitat between individuals, generations of the same species and different types, i.e., in essence, the exchange of information. Systems of the fourth level are distinguished by the presence of sufficiently powerful memory (for example, genetic memory) and the ability to carry out promising activity or to show an anticipatory reaction ("reaction - stimulus") to a possible change in the situation - the effect of preadaptation (see, for example, [Kulagin, 1980]). Finally, the fifth level of complexity combines systems connected by the behavior of intelligent partners who anticipate each other's multi-step possible actions. This type of behavior is related mainly to the social aspects of the "Man - Nature" interaction (although in practice it occurs only in the games of good chess players).

Finally, all properties of complex systems are divided into simple (additive; for example, the biomass of a certain community) and complex (non-additive; for example, ecosystem stability).

The description of any complex system consists of three components: morphological, functional, and informational [Druzhinin, Kontorov, 1976].

An element is understood as a subsystem into which the morphological description no longer penetrates. The elemental composition may contain elements of the same type (homogeneous systems) and different types (heterogeneous systems). Uniformity does not mean complete identity and determines only the proximity of the main properties. An important feature of morphology is the nature of the elements, where material, energy and informational elements can be noted. However, the capacious term “appointment” should be applied to natural elements with some caution, since Much depends on the position of the observer. Considering bioenergetic processes, the ecologist will be quite right in arguing that the population has an energy function in the system; at the same time, it is a great temptation to take a genetically isolated species as an information element of some supersystem.

Traditionally, direct, reverse and neutral links are distinguished. The first of them are designed to transfer matter, energy, information and their combinations from one element to another in accordance with the sequence of functions performed and throughput transmission channel. Feedback implement the functions of control or adaptation (maintenance of homeostasis) and are, as a rule, informational in nature.

Structural properties of systems are determined by the nature and stability of relationships between elements. According to the nature of the relationship between the elements of the structure, they are divided into multi-connected and hierarchical. It is very difficult to find examples of complex hierarchical systems - all of them, as a rule, have a network organization, when the same element of the structure can be included (depending on the point of view or by definition) into several subsystems of a higher level. For example, the same species of organisms, depending on the conditions, can be interpreted as "predatory" or "non-predatory". There are also deterministic, stochastic and chaotic structures. Determinism, like indeterminism, has its own hierarchy of perfection. For example, the typical probabilistic structures of ecosystems at the lower level (individual, group of organisms) undergo purely random changes, but for more high levels these changes become purposeful through natural selection and evolution.

The compositional properties of systems are determined by the way elements are combined into functional groups and the ratio of these groups. There are the following groups of elements and subsystems:

  • effector - capable of transforming impacts and acting with matter and energy on other subsystems (for example, technogenic components of ecosystems);
  • Receptor - capable of converting external influences into information signals, transmitting and transferring information (bioindicator components);
  • · reflexive - capable of reproducing processes within themselves at the informational level (measuring components).

The morphological description is an integral part of the thesaurus of the system - a set of useful internal information of the system about itself, which determines its ability to recognize the situation and manage itself. To complete the picture, let us dwell on the formal definitions of the main objects of the morphological structure ecological systems, which we will use in the following presentation (Bigon et al.).

Functional description. A complex system is usually multifunctional. The functions of any system can be distributed in ascending ranks, approximately as follows:

  • o passive existence (material for other systems);
  • o maintenance of a higher order system;
  • o opposition to other systems or environment (survival);
  • o absorption of other systems and environment (expansion);
  • o transformation of other systems and environment.

The functional description of the system, like the morphological description, is usually hierarchical. For each element, a particular subsystem and the entire system as a whole, the functionality is specified by a set of parameters of the morphological description X (including external influences), a numerical functional Y that evaluates the quality of the system, and some mathematical operator of a deterministic or stochastic transformation? , defining the relationship between the input state X and the output state Y:

Y=? (X). (2.1)

As can be seen from the above diagram of the principles of increasing complexity of behavior, the response function Y of the top-level subsystem depends on the functions that describe the internal processes of the subordinate subsystems.

From the general theory of modeling physical systems, it is customary to distinguish five groups of parameters in terms of how they are used in models:

  • 1. input parameters - V = (v 1 ,v 2 ,…,vk), - the values ​​of which can be measured, but there is no possibility of influencing them (in relation to ecosystem models, these include solar activity, global climatic phenomena, uncontrolled human economic activity, etc.);
  • 2. control parameters - U = (u 1 ,u 2 ,…,ur), - with which you can have a direct impact in accordance with certain requirements, which allows you to control the system (these include a number of targeted measures for the protection and restoration of the natural environment);
  • 3. perturbing (stochastic) influences - ? = (? 1 ,? 2 ,…,? l), - the values ​​of which randomly change over time and are not measurable, creating unaccounted for variance or noise;
  • 4. state parameters - X = (x 1 ,x 2 ,…,xn) - a set of internal parameters, the instantaneous values ​​of which are determined by the current mode of functioning of the ecosystem and, ultimately, are the result of the total impact of input, control and disturbing factors, as well as mutual influence of other intrasystem components;
  • 5. output (target or resulting) parameters - Y = (y 1 ,y 2 ,…,ym) - some specially selected state parameters (or some functions from them) that are the subject of study (modeling, optimization) and which are used in as a criterion for the "well-being" of the entire ecosystem.

In relation to the ecosystem, the input and control parameters are external, which emphasizes the independence of their values ​​from the processes within it. Disturbing factors in this case can have both external and internal nature.

The informational description should also give an idea of ​​the organization of the system. The term “information” itself has several meanings:

  • · in biology - a set of biochemically encoded signals transmitted from one living object to another (from parents to offspring) or from one cell to another during the development of an individual;
  • · in mathematics, cybernetics - a quantitative measure of the elimination of entropy (uncertainty) or a measure of the organization of the system.

If information is interpreted as a measure of the system's orderliness, then its amount will correspond to negentropy, which expresses a potential measure of the system's future predictability (or an assessment of the possibility of extrapolating its state). For an ecosystem to function and interact with its environment, it must consume information from the environment and communicate information to the environment. This process is called informational metabolism, which, together with material and material metabolism, forms a complete metabolism.