“It takes a village” – but when it comes to building smart cities, it takes far more than that. Developing smart cities requires strategic partnerships, creative business models, change management – and according to my latest report, co-authored with my colleague Jennifer Belissent – citizen buy-in. In order for smart city technology to take hold, governments must incorporate citizens’ perspectives into their strategy long before giving their plans the green light.
Gathering citizen perspectives on so nascent a concept is a classic challenge; however, current attitudes and behaviors signal citizen readiness for smart cities. For instance, as US and UK online adults become aware of smart city solutions, they grow deeply intrigued. And, according to Forrester’s Consumer Technographics® survey and behavioral tracking data, online adults’ current device activities lend themselves to participating as engaged digital citizens:
US and UK citizens are equipped to interact with their community and governments through new technology, which suggests a readiness for smart city applications and services. However, citizens are conscious of the fact that this smart city sophistication comes with tradeoffs, like threats to data privacy and the risks of relying on one digital system.
with Brownlee Thomas, Ph.D., Henning Dransfeld, Ph.D., Bryan Wang, Clement Teo, Fred Giron, Michele Pelino, Ed Ferrara, Chris Sherman, Jennifer Belissent, Ph.D.
Orange Business Services (Orange) recently hosted its annual analyst event in Paris. Our main observations are:
Orange accelerates programmes to get through tough market conditions. Orange’s’ vision in 2013 is essentially the same as the one communicated last year. However, new CEO Thierry Bonhomme is accelerating cost saving and cloud initiatives in light of tough global market conditions. The core portfolio was presented as connectivity, cloud services, communication-enable applications, as well as new workspace (i.e., mobile management and communication apps).
Orange proves its capability in network-based services and business continuity. Key assets are its global IP network and its network-based communications services capabilities. In this space, Orange remains a global leader. These assets form the basis for Orange taking on the role of orchestrator for network and comms services, capabilities that have (literally) weathered the storm, proving its strength in business continuity.
Dan Bieler, Bryan Wang, Pascal Matzke, Jennifer Belissent
ORANGE held its annual analyst day in Paris recently. There were no major announcements, but we made several observations:
ORANGE is one of the few carriers with true delivery capabilities. Its global footprint is a real advantage vis-a-vis carrier competitors, in particular in Africa and Asia. Vale, the Brazilian metals and mining corporation, presented a customer case study in which Vale emphasized the importance of ORANGE’s global network infrastructure for its decision to go with ORANGE as UCC and network provider. Its global reach positions ORANGE well to address the opportunity in emerging markets, both for Western MNCs going into emerging markets and also to address intra-regional business in Africa and Asia. Another customer case study with the Chinese online retailer 360buy, focusing on a contact center solution, demonstrated ORANGE’s ability to win against local competitors in Asia.