Forrester’s Smart City Tweet Jam was a great success. On Tuesday morning/afternoon/evening, smart city followers around the globe participated in an hour of intense tweeting on smart cities. We touched on a range of issues from the definitions of a “city” and a “smart city” and the evolution toward the goal of becoming smart to the challenges city leaders face and the business models that enable adoption of technology-based solutions. We ended with a contrarian view that “smart cities” might just be a fade. But that was quickly refuted with reminders of the growing challenges faced by cities and the imperative of facing these challenges in a sustainable manner.
One hour, 62 Twitterers, and 389 tweets later we were exhausted – at least I was. But we were pleased to have aired and shared our opinions about the challenges, the potential solutions to those challenges, and the paths and business models that will make those solutions possible in the short-run, and hopefully sustainable in the longer term. Below are some excerpts from the conversation. But there were many interesting points of view and contributions to the discussion. I've included here a visual representation of the key words and topics discussed during the Tweet Jam, created using ManyEyes. For the more stats and the full transcript, check out #smartcityjam.
What’s your approach to the smart city? What's your role? Join Forrester Analysts, IT decision-makers, vendor strategists, and other Tweeters in our upcoming Smart Cities Tweet Jam – a Twitter-based dialogue about smart cities – on Tuesday, November 9th from 11:00am to 12:00pm EDT (8:00am to 9:00am PDT and 5:00 to 6:00pm CET), using the Twitter hashtag #smartcityjam. From Forrester, Doug Washburn (@dougwashburn), Usman Sindhu (@usmansindhu) and I (@jenbelissent) will be joining – and likely others. Doug and Usman have written about what “Smart Cities” mean for CIOs of all kinds – the CIO of the city, the CIO of a component city service or infrastructure, and the CIO who consumes or interfaces with smart city infrastructure. Take a look at their report, Helping CIOs Understand "Smart City" Initiatives. My upcoming report, "Capitalizing on Smart Cities," will look at opportunities for tech vendors, including a look at alternatives types of “cities” and innovative business models to increase the long-term viability of smart city initiatives. The report is not yet out, but some of the ideas have been shared in recent blog posts on the definition of a “city,”new business models, and
On Sunday I will be participating in IBM’s Middle East and North Africa CIO Conference 2010, where I will present my research on Smart Cities. I’m looking forward to speaking with practitioners from the region to hear about their experiences in making their cities, organizations, and businesses more efficient through innovative technology-based initiatives. My presentation is entitled “Taking Lessons from Smart Cities,” because the real smarts lie in how these “cities” – whatever form they take – have overcome obstacles from budget battles to stakeholder standoffs.
One aspect of those smarts lies in the business models that have enabled smart cities. With talk of municipal bankruptcy and public sector debt, it is not surprising that public sector IT decision-makers are not all that optimistic about their industry outlook. In Forrester’s Forrsights Budgets And Priorities Tracker Survey, Q2 2010, only 26% of public sector IT decision-makers considered their industry outlook to be good, while 70% – the vast majority – expected a bad year. The public sector came in next to last among other industry verticals.
That same survey, however, also revealed expectations of IT spending increases in the public sector: 37% of public sector IT decision-makers expected IT budgets to grow by at least 5%; 11% expected increases of more than 10%. Some of that spending is creatively financed.
Several new business models have emerged to enable technology investment.
CityOne, IBM's new Smarter City Simulation game, is interesting. But who will really play?
IBM introduced a new Smarter City Simulation game yesterday. I took a few minutes to play around with it. I love the idea. It is SimCity meets Smarter City, and together they make CityOne. Players are presented with challenges faced by decision-makers in Retail, Banking, Energy and Water industries within a city. They start with a budget for each industry. And, for each challenge, they are provided with a list of recommended actions and must choose among them. Each action has a cost and associated benefits. Some are more “right” than others, earning bonus credits and increasing customer satisfaction and other key performance indicators, as well as earning special awards. A player likely knows not to pick the "Ignore the problem" option. Yet, when in doubt you can also query a consultant for additional advice.
My sense was that the “right” answers seemed pretty obvious. However, that said, I certainly didn’t get a high score. And, when I got to the end of my ten turns, I was feeling pretty overwhelmed by the issues across these industries.
Everyone’s using the term “sustainability.” And, I’ll admit I’m a little jaded. But, given that it’s around to stay for a while, let’s take a look at the term. What are the primary objectives of “sustainability” initiatives? Are they “green” – with an eye toward protecting the environment by reducing the effects of climate change? Are they economic – cost cutting, increasing efficiency? “Sustain” seems static, maintain the current state. But some are thinking about “sustainability” as a means of generating growth. A few weeks ago, I started an interesting discussion about “operational sustainability” with Rich Lechner, IBM Vice President for Energy and Environment. (I say started because it actually continued this week, and will likely continue further.)
“Sustain to grow” may seem like an oxymoron, but it’s not. First let’s think about efficiency. What does it mean to be more efficient? Efficiency to me is the goal to “do more with less” – improving the ratio of output to input. So you cut and improve productivity ratios that way. But what if you’ve cut as much as you can, and you still want to do more, to improve those ratios? How can you grow within the limits of the resources you have? Sustain resources, increase productivity or capacity – in whatever terms or measures of capacity you use. This translates into the objective behind “operational sustainability.” How do you improve operations or processes in order to improve outcomes, within the limits of available resources?
Last year, Internet inventor Tim Berners-Lee called for access to raw data as the next step in the evolution of the Internet. Apparently Transport For London (TFL, UK) was listening and has recently opened its doors to the commercial use of large amounts of primary data sets and live feeds. The data newly available includes: tube and train traffic data, feeds from live traffic cameras, Oyster card top-up locations, pier and station locations, cycle hire locations, and riverboat timetables. Following this up, TFL has announced plans to release further information on bus stops, routes, timetables and schedules. Access to this data represents an opportunity for developers to create travel applications based on real-time information. In one such example a web-based mash-up plots the approximate position of every single underground train. While interesting to Londoners who may be able to navigate their morning commute a little better (there's still no escaping the inevitable squeeze on the Central Line), this is a compelling move by TFL to allow access to the same data it uses to power its own information boards. As we see it, such access:
While I started my previous blog post with the observation that KACST was not a “city,” Caroline Spicer, Strategy and Market Development Leader for IBM Global Business Services, made the point later in the day that there is not “a city” but many models of cities depending on future vision. There are a couple of points to draw out here. There is not one model of a smart city. Cities can focus on particular initiatives based on their leaders’ (and their constituents’) priorities and vision for the future of the city. As Caroline pointed out these might be:
The well-planned city – focused on urban design and development
The healthy and safe city – focused on health
The sustainable eco-city – focused on the environment
The city of innovation – focused on science and technology, the knowledge base
The city of commerce – focused on trade and retail
The cultural or convention hub – focused on tourism
Here I sit finally getting a chance to reflect on my 30 hours in Saudi Arabia. Yes, just a little more than one day. But one day was enough to change any preconception that I might have had, and spark my interest to learn more. My “day” started with the VIP treatment through passport control – which I must say was much appreciated. The airport in Riyadh is certainly not Dubai International – far from it. But if there were any disappointment at the inauspicious first impression, it stopped there. Although to set the stage, I was invited to Saudi Arabia by IBM to participate in an analyst event showcasing “Smarter Cities” initiatives in the Kingdom. So admittedly, I was only presented the “smart” side of Riyadh. I am eager to see more.
Last December I wrote about Building B2B Technology Markets, looking at how to penetrate a market with almost none of the traditional characteristics of a mature technology market? As technology vendors increasingly look to emerging markets as a significant opportunity and source of growth, this question becomes more pressing. The report explored some of the elements of Cisco’s Country Transformation initiatives in order to identify steps in the process of building market infrastructure:
For example, the report looked at partnering with governments to encourage market-friendly policies and investment in the necessary technology infrastructure to support market development and overall economic growth. And, from a sales perspective, trade associations provided an alternative channel to reach small and medium businesses in markets where distributors and resellers weren't available.
But, another element critical to successful market development is the ecosystem of partners developing solutions specific to the particular market, or even just contributing local innovation for new approaches to broader global issues. Building B2B Technology Markets discussed finding local organizations to act as partners in the market, and even investing in educational initiatives, but missed the next step of how to help create these new local ecosystem partners.
The word for “crisis” in Chinese apparently comes from two roots meaning “risk” and “opportunity” – there is both a downside, and the potential for an upside. That’s how César Alierta, Telefónica Chairman and CEO, began the opening keynote of their 2010 Leadership Conference in Miami (where I spent several days last week). For Telefónica, that definition has played out with the global economic crisis. While results in Spain have been their downside, Latin America has been the opportunity. Telefónica has a presence in 15 countries in Latin America (and 42 countries worldwide), with offerings in mobile and fixed telephony and in IT services. Not all offerings are available in all markets but in many countries Telefónica has leveraged a strong position in one offering to expand into the others becoming the first integrated operator in the region.
According to José Maria Pallete, CEO of Telefónica Latinoamérica, Latin America represents 65-70% of their total customer base, 40% of revenues and about 40% of the operating income. In the enterprise space (as opposed to consumer services), 37% of Telefónica revenue comes from Latin America. That corporate segment (including public sector) marked double digit growth in Latin America in 2009, with its biggest markets in Brazil and Mexico.