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© 2012 IBM Corporation
A Vision for Smarter Cities in Africa Seizing the opportunity now
AITEC East Africa ICT Summit October 24, 2012
© 2012 IBM Corporation2
It’s an exciting time for Smarter in Africa
The world is at an unprecedented level of urbanization
Cities contain an increasingly large share of the world's highly skilled, educated, creative and entrepreneurial population …
… and also can support large-scale networks that absorb and extend innovation
In Africa, the potential is palpable
© 2012 IBM Corporation3
There are many different visions of a “smarter city”
The Sustainable Eco-CityAn Accessible City The Healthy and Safe City
The Cultural-Convention Hub The City of Digital Innovation The City of Commerce
© 2012 IBM Corporation4
As focal points of economic activity, cities are strongly positioned to benefit from the new talent-intensive economic growth
Top cities act as economic activity hubs(size of the bubble – ratio of city share of national GDP to its share of national population, 2009)
Source: UN Habitat 2010, and IBM Global Center for Economics Development analysis
Bangalore
New Delhi
Beijing
Guangzhou
Shanghai
Johannesburg
Cape Town
SydneyMexico
Paris
Lisbon
Brussels
Seoul
-10
0
10
20
30
-5 5 15 25 35 45 55
City
sha
re o
f cou
ntry
pop
ulat
ion,
%
City share of country GDP, %
© 2012 IBM Corporation5
Links between talent and innovation in jointly driving economic vitality and growth are growing stronger
Source: KLEMS data base (2010) and IBM Global Center for Economics Development analysis
-25
-20
-15
-10
-5
0
5
10
15
20
25
1980s 1990s 2000s 2010s(f)
Traditional industries
Modern industries
Links between skills, knowledge, creativity and technological innovation contributions to growth
Annual average correlationC
orre
latio
n co
effic
ient
, res
cale
d x1
00
© 2012 IBM Corporation6
Youth bulge, consumer class and room to grow
Projected population 2020Source: UNSource: McKinsey Global Institute Cityscope 2.0
East Africa Population Structure
Burundi• Age: 45.8% (0-14), 51.7% (15-64)Kenya • Age: 42.5% (0-14); 54.8% (15-64)Rwanda• Age: 42.6% (0-14), 55% (15-64)
Tanzania• Age: 41.4% (0-14); 55.6% (15-64)Uganda• Age: 49.8% (0-14); 48.2% (15-64)
Source: CIA World Factbook
© 2012 IBM Corporation7
Attracting, retaining, developing and enabling talent and innovation can act as a powerful, long-term competitive advantage for cities
Cities, as focal points for economic growth and activity, are best positioned to benefit from the rising importance of talent and innovation
Cities are facing intensifying competition globally for talent and innovation as demand for higher quality and more diversified workers is increasing
Business and businesses go to where the talent is
Over the next 20 years, cities will need to attract, retain, create and enable the right and diverse mix of talents necessary for sustained growth by cultivating:
– a thriving academic and creative culture
– a critical mass of skills and learning
– business conduits through which knowledge and innovation flow across all these communities
Cities that possess the right mix of diverse talent will hold a powerful competitive advantage in the economy based on skills, knowledge, creativity and innovation
There is an urgent need for
cities to act
All cities need to grow their talent
base
Achieving competitive advantage
© 2012 IBM Corporation8
Our world is becoming
INSTRUMENTED
Our world is becoming
INTERCONNECTED
All things are becoming
INTELLIGENT
© 2012 IBM Corporation9
Source: 2012 CEO Study, IBM Institute for Business ValueQ1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”
External forces that will impact the organization
68%
69%
71%2004 2006 2008 2010 2012
Technology factorsTechnology factors
People skills
Market factors
Macro-economic factors
Regulatory concerns
Globalization
Socio-economic factors
Environmental issues
Geopolitical factors
For the first time, CEOs identify technology as the most significant force affecting their organizations
© 2012 IBM Corporation10
Source: IBM Institute for Business Value
Societal expectations are shifting with sociotechnical change
Source: Forrester Research
© 2012 IBM Corporation11
Water, Energy
Walls, Roads
Lifestyle, Culture
Jobs, Education
AccessSecurity ProsperityOpportunity
Leaders set conditions for serendipity and deliver …
People and their communities expect …
Time
People, and the communities they belong to (business, social, other), are expecting more
Progress
“Place”
© 2012 IBM Corporation12
Top 3 factors affecting organizations*(to a large extent over the next 5 years)
Public sector
Private sector
s
s
57%73%
54%62%
57%61%
57%73%
54%62%
57%61%
Information explosion
Talent shortages
Shorter time cycles
We all have the power to know
“We will go beyond … to systems that enable humanity to reach itsgreatest potential for human creativity, innovation and ingenuity.”
- IBM Global Technology Outlook 2010, Frontiers of IT
Source: 2010 CEO StudyIBM Institute for Business Value
Smarter transportation
Smarter energy grids
Smarter healthcare
Smarter food systems
Smarter regions
Smarter water management
Smarter countries
Smarter government services
Smarter cities
Smarter retailSmarter education
Smarter Public Safety
© 2012 IBM Corporation13
Top 3 factors affecting organizations*(to a large extent over the next 5 years)
Public sector
Private sector
s
s
57%73%
54%62%
57%61%
57%73%
54%62%
57%61%
Information explosion
Talent shortages
Shorter time cycles
We all have the power to know
“We will go beyond … to systems that enable humanity to reach itsgreatest potential for human creativity, innovation and ingenuity.”
- IBM Global Technology Outlook 2010, Frontiers of IT
Source: 2010 CEO StudyIBM Institute for Business Value
© 2012 IBM Corporation14
Here’s where it gets really interesting
Role of Information
“See”, “Discover”
Understand, learn
Define
Prioritize
Make choices
Act / catalyze action
Measure, evaluate
Tell the story
Role of ICTs
Low and high-level mediation within and among urban systems
Sensing urban system activity
Visualizing, analyzing, optimizing
Transparency among people, government, commerce
New forms of urban infrastructure
2-way interaction beyond portals
© 2012 IBM Corporation15
What is a Smarter City?
A city, district, metro area or urbanizing region …
… with communities of people and organizations / businesses that interact …
… using pervasive and integrated information from ICT-enabled urban systems to …
Address common issues …(examples)
… for shared outcomes(examples)
Competing effectively for more diversified and internationally mobile talent
An attractive place in which to live, work, play, and thrive
Assuring safety and security “Worry-free” mobilityExtending urban infrastructure Infrastructure capacity and longevity
Balancing today’s growth, tomorrow’s stewardship Sustainable developmentIncreasing efficiency while reducing costs Optimized city services and operations
Preserving culture while opening up A modern platform for African voices
© 2012 IBM Corporation16
InfrastructureHuman
Planning and Management
Governmentand AgencyAdministration
Environmental
Socialand Health
Transportation
Energy and Water
Education
Public Safety
Urban Planning
InfrastructureHuman
Planning and Management
Governmentand AgencyAdministration
Environmental
Socialand Health
Transportation
Energy and Water
Education
Public Safety
Urban Planning
InfrastructureHuman
Planning and Management
Governmentand AgencyAdministration
Environmental
Socialand Health
Transportation
Energy and Water
Education
Public Safety
Urban Planning
4.Anticipating problems to resolve them proactively and manage risk
3.Coordinating resources to operate efficiently and effectively
2. Integrating and leveraging information to make better
decisions
1.Engaging people to co-define / co- produce “what’s important” in context
Central / Federal
government
City government
Citizens
Businesses
© 2012 IBM Corporation17
Four core systems play a crucial role in attracting and expanding skills and innovation
EnableSuccessful cities ensure people make use of skills and abilities,
enabling innovation and investment in human capital
RetainCities that invest and enable human
capital must ensure increasingly mobile human capital stays
AttractCities that can attract mobile human capital and innovation
will gain competitive advantage
Create / DevelopCities need to invest in people and
their skills through education, training and learning opportunities
Source: IBM Global Center for Economic Development analysis
© 2012 IBM Corporation18
These core systems make up the enabling environment
Smarter transport improves the attractiveness of a city for highly skilled, diversified citizens and innovation intensive businesses
Improving education delivery and streamlining government services helps cities to support talent-focused growth and enable innovation
Better emergency response and lower crime helps cities to attract and retain skilled people and knowledge intensive businesses
Improving access to patient-centric healthcare boosts quality of care and the attractiveness of a city for creative and innovative workers
© 2012 IBM Corporation19
Define / Decide what the city’s Smarter brand should be and how it might be experienced
1
Adopt policies conducive to skills, creativity and knowledge- driven growth
2
Understand what you have today and use the information to engage communities and optimize services around them
3
Employ systems thinking in all aspects of planning, design, execution and management
4
Apply the fundamental enabling information technologies to core city systems
5
Leaders can take steps today …
© 2012 IBM Corporation20
… and chart a path of progress forward
INSTRUMENTED INTERCONNECTED INTELLIGENT
Access to relevant data
Integrated, trusted information
Stakeholder and context relevant operational insight
Proactive planning and decision making
Unified and interactive response and risk management
EXPANDING
EXTENDING
EMBEDDING
EVOLVING
EMERGING
Value
Maturity
Access to relevant data
Integrated, trusted information
Stakeholder and context relevant operational insight
Proactive planning and decision making
Unified and interactive response and risk management
EXPANDING
EXTENDING
EMBEDDING
EVOLVING
EMERGING
Value
Maturity
© 2012 IBM Corporation21
It’s an exciting time for Smarter in Africa
Projected population 2020Source: UNSource: McKinsey Global Institute Cityscope 2.0
East Africa Population Structure
Burundi• Age: 45.8% (0-14), 51.7% (15-64)Kenya • Age: 42.5% (0-14); 54.8% (15-64)Rwanda• Age: 42.6% (0-14), 55% (15-64)
Tanzania• Age: 41.4% (0-14); 55.6% (15-64)Uganda• Age: 49.8% (0-14); 48.2% (15-64)
Source: CIA World Factbook
© 2012 IBM Corporation22
Cities (and regions) in Africa have a profound opportunity to accelerate and sustain progress in their Smarter journey
As cities in rapidly developing economies continue to mature, talent becomes an increasingly valued resource, especially when combined with technological innovation
The core systems of a city – transport, government services and education, public safety and health – profoundly influence the quality of life and the attractiveness of a city
Smarter Cities continuously strive to create an enabling environment conducive to attracting, retaining, creating, developing and enabling talent and innovation
1. Define / Decide what your Smarter brand should be for your city and how it might be experienced
2. Adopt policies conducive to skills, creativity and knowledge-driven growth
3. Understand what your have today and use the information to optimize services
4. Employ systems thinking
5. Apply the enabling ICTs to core city systems