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Presentation made at the Arab Future Cities Summit in Doha. With more new cities being built in the region than any other in the world, a profound opportunity to start smarter.
Citation preview
© 2013 IBM Corporation
SmarterCitiesforSmarterGrowthWhenyougetthechance,startsmarter
Lynn [email protected]
© 2013 IBM Corporation2
Threethings. 1
2
3
The Century of the City
IBM’s view of smarter
Smarter by design
Trends and opportunities for purposeful development of new cities … and implications for growth
Beyond infrastructure – people, services, systems, patterns …
Ways to start smarter
“The 19th century was a century of empires… the 20th century was a century of nation states … the 21st century will be a century of cities.”
Wellington WebbFormer Mayor, Denver
© 2013 IBM Corporation
What’s going on?
Profound change
Contribution to Urban Growth (2010 to 2015)
as % of
<25% 20 50 >75%
50% 20 07 50%
90% 19 90 10%
<25% 20 50 >75%
50% 20 07 50%
90% 19 90 10%
World Population
0.15
0.25
0.35
0.45
1978-1987 1988-1997 1998-2007 2008-2017(f) 2018-2027(f)
Traditional Manufacturing Modern ManufacturingTraditional Services Modern ServicesAll sectors
Contribution of talent to growth in economic value added Percent, average annual rate
3
© 2013 IBM Corporation
What’s going on?
All cities are competing more intensely for talent because all industry sectors in the modern economy are becoming more talent-intensive
Regulatoryframework
Workforce Infrastructure
Real estate
Naturaldisaster
Knowledge & innovation
Taxation
Incentives
Businesscosts Living
environment
EconomicDevelopment
4
© 2013 IBM Corporation
What’s going on?
Increasing expectations …
5
Water, Energy
Walls, Roads
Lifestyle, Culture
Jobs, Education
AccessSecurity ProsperityOpportunity
Leaders set conditions for serendipity and deliver …
People and their communities expect more …
Time
Progress
“Place”
© 2013 IBM Corporation
What’s going on?
Increasing expectations … new forms of collaboration
6
© 2013 IBM Corporation
The choice is theirs
The city’s enabling environment is shaped by many factors considered by talented people and knowledge intensive companies
Built and natural environment
Health and social services Transport
Energy + water
Career opportunities
Knowledge and innovation
Salaries +Taxation
Public safety
Government services Cultural / Living
environment
City’s human capital and innovation enabling
environment
7
© 2013 IBM Corporation
A virtuous circle
A climate conducive to skills, creativity and knowledge-driven growth can create differentiating and enduring new value and new capital
Source: IBM Global Center for Economics Development analysis, IBM Institute for Business Value8
Competencies,knowledge andcreativity
RetainRetain
AttractAttract
CreateCreate
EnableEnableCompetencies,knowledge andcreativity
RetainRetain
AttractAttract
CreateCreate
EnableEnable
Energy and Water
MiddleEastesp
© 2013 IBM Corporation
Imperative
Assure future generations that investments return “100X” later on while surfacing net new opportunities to do so along the way
Brand ValueBrand Value
Societal /City ValueSocietal /City Value
Financial /Operational Value
Financial /Operational ValueStrategic Value
9
© 2013 IBM Corporation
FinancialCapital
PhysicalCapital
HumanCapital
NaturalCapital
Yet …
The traditional nexus of economic growth is characterized by human capital predominantly acting as a substitute to other types of capital
Old Nexus Technological
Innovation
Economic Activity
and Growth
10
© 2013 IBM Corporation
Critical to cities’ competitiveness
The new nexus implies that human capital and innovation are playing a rapidly increasing and direct role in driving economic growth
CreativeInnovation
FinancialCapital
PhysicalCapital
HumanCapital
NaturalCapital
Old Nexus Technological
InnovationCREATIVE NEW ANDAND TECH OPTIMIZEDINNOVATION CAPITAL
AN
DCREATIVE NEW ANDAND TECH OPTIMIZEDINNOVATION CAPITAL
AN
D
NewNexus
Informatio
n capital
Brand capital
11
We talked about human capital driving creative innovation and related jobs; now let’s move to technology …
© 2013 IBM Corporation
Master planning is a relatively new concept
Even with new cities, technology is often left out – yet every aspect of a city has a related technology – existing cities know this only too well
Water
Municipalities lose as much as 20% of their
water through leaks.
A blackout in the Northeast of the US affected over 55
million people.
Transport Energy
A major traffic jam in China caused gridlock for 60 miles
and lasted ten days
12
© 2013 IBM Corporation
The opportunity
Purposeful city development with growing emphasis on I-C-T
Urban Planning & Development Phases
Adding the I-C-T dimension
Master Planning
Design
Physical Infrastructure
Buildings
Urban Systems and Services
Institutions Integration
Population Integration
Life Cycle Management
13
© 2013 IBM Corporation
The opportunity
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
14
© 2013 IBM Corporation
Smart vs. smarter
IBM has developed a technology reference architecture for starting smarter, but there’s more
Starting SmarterTechnologyReferenceArchitecture
Master Planning
Design
Physical Infrastructure
Buildings
Urban Systems and Services
Institutions Integration
Population Integration
Life Cycle Management
Master Planning
Design
Physical Infrastructure
Buildings
Urban Systems and Services
Institutions Integration
Population Integration
Life Cycle ManagementUrbanPlanningandDevelopmentPhases
SmarterCityICTDomains
15
•Consolidated analytical and information infrastructure•Consolidated telecommunications infrastructure•Consolidated mobility infrastructure•Consolidated commerce infrastructure•High performance computing centric capabilities
City operations, consolidated response, event mgmt
Tran
s-po
rt
Hea
lth
Cul
-tu
re
Ind
&
Econ
City
Adm
in
Pub
Safe
ty
Soci
al
Ed
Res
ourc
es
Util
i-tie
s
Oth
ers
© 2013 IBM Corporation
Smart vs. smarter
Many think about “smart” only in the context of the communications technology infrastructure
Physical spaces and buildings
Transport and utilities network
Information and communications technology
Design
Master Planning
Physical Infrastructure
Buildings
Urban Systems and Services
Institutions Integration
Population Integration
Life Cycle Management
UrbanPlanningandDevelopmentPhases
16
© 2013 IBM Corporation
Smart vs. smarter
But, does connectivity and its enabling technologies really mean smarter?
Water, Energy
Walls, Roads
Lifestyle, Culture
Jobs, Education
AccessSecurity ProsperityOpportunity
Leaders set conditions for serendipity and deliver …
People and their communities expect more …
Time
Progress
“Place”
17
© 2013 IBM Corporation
Smart vs. smarter
A city is – a living organism – a system of systems that transcends multiple lifetimes
Healthy
Accessible
Efficient
Learning
Sustainable
Safe
A smarter city is…
Vibrant
Distinctive
18
What do you want your city to be known for? Do you know what’s it’s known for today? How it’s experienced?
© 2013 IBM Corporation19
Healthy
Accessible
Efficient
Learning
Sustainable
A smarter city is…
Healthcare
Citizen participation
Remote connectivity
Transportation
Housing
Mobile connectivity
Communications
Public safety
Privacy
Energy
Education
Innovation
Commerce
Investment
How can you capitalize (or create) on new forms of collaborationbetween public and private actors of the city?
Vibrant
Culture
Smart vs. smarter
A city is – a living organism – a system of systems that transcends multiple lifetimes
Natural resources
Safe
Distinctive
19
© 2013 IBM Corporation
Smart vs. smarter
Technology advances are creating new solutions and new markets
20
© 2013 IBM Corporation
Smart vs. smarter
Here’s where it gets really interesting
Role of Information
“See”, “Discover”
Understand, learn
Define
Prioritize
Make choices
Act / catalyze / coordinate action
Measure, evaluate
Better manage
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
21
© 2013 IBM Corporation
Camera phones in existence able to document accidents, damage, and crimes
1 billionRFID tags embedded into our world and across entire ecosystems
30 billion
Smart vs. smarter
We can collect data from almost anything …
Every day, 15 petabytes of new information are being generated. This is 8X more than the information in all U.S. libraries.
15 petabytes
Digital and physical infrastructures of the planet are converging22
© 2013 IBM Corporation
Smart vs. smarter
… and provide information to cities and communities ...
https://www-304.ibm.com/connections/blogs/ibmireland/entry/innovative_new_data_sharing_network_to_create_commercial_opportunities1
23
© 2013 IBM Corporation
City Recycling
River QualityUrban Water Loss
Building C02
Data from sensors and systems
Understanding
Information
Smart vs. smarter
… aggregate, visualise and draw insights from it …
24
© 2013 IBM Corporation
Smart vs. smarter
… and reveal how city systems affect each other …
25
© 2013 IBM Corporation
Smart vs. smarter
We can tell people the impact of the choices they are about to make …
26
Start Time
End Time
Purpose
7:27 7:39 HBW
8:35 8:47 NHBO
9:30 9:55 NHBW
10:56 11:15 NHBO
11:23 11:31 NHBW
12:22 12:33 NHBO
12:53 13:09 HBW
14:00 14:04 NHBO
14:29 14:48 NHBW
19:28 19:47 NHBO
© 2013 IBM Corporation
Smart vs. smarter
… appeal to their sense of place and community …
27
ResidentView
CityView
© 2013 IBM Corporation
Smart vs. smarter
… offer new ways to form markets
28 © 2013 IBM Corporation
© 2013 IBM Corporation
Smarter means different things to different people
What are the common underlying themes of the Smarter City?
In an increasingly instrumented, interconnected and intelligent world, a smarter city is …
… 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 for shared outcomes
How? Make optimal use of information available
today to:
• Better understand and control city operations;
• Optimize the use of limited resources;
• Balance social, commercial and environmental needs;
• Measure (and spur) progress and outcomes.
29
© 2013 IBM Corporation
So what?
For Arab Future Cities, a profound opportunity to “future ready” your cities in unique and differentiating ways and lead
Smart metering inMalta helpscitizens pay only for the energy they use
Predictive analytics helped slash Richmond’s crime rate by
40% in one year
In Taiwan,
99% of smarter trains run on time
Smart cards helped increase capacity at Singapore Land Transport Authority, to over 20M fare transactions per day
Amsterdam Airport Schiphol
moves 20 million more bags every year with a smarter baggage system
In Delft, developing enhanced
flood prediction and protection systems
for coastal areas and river deltas
lower costs in Reggio Emilia via collaborative education platform
Miami-Dade County Public Schools have increased academic achievement across the board
2xEndessa, Spain utilizes real- time monitoring & smart meters to reduce energy use by 20%
© 2013 IBM Corporation
New cities have a unique opportunity to start smarter
Let the information guide what your next moves should be
Integrating and using information within and across
New dataNew data--drivendrivenframe(sframe(s) of reference) of reference
Professions that plan, design, build, operate, manage and renew cities
Professions that plan, design, build, operate, manage and renew cities
Denizens in cities(and their
communities)
Denizens in cities(and their
communities)Soft and hard
infrastructures Soft and hard
infrastructures
Apply lessons learned from / Avoid the mistakes of the past
Take advantage of capabilities of the present
Deliberately design for a sustainable, vibrant and vital future
31
© 2013 IBM Corporation
When you get the chance, start smarter
Look beyond infrastructure to systems-in-context to frame solutions; there’s always temptation to start with operational solutions
Leadership and governance, networks and community organizations, innovation forums
Soft infrastructure
Starting SmarterTechnologyReferenceArchitecture
Hard infrastructures Physical spaces and buildingsTransport and utilities network
Information and Communications Technology
•Consolidated analytical and information infrastructure•Consolidated telecommunications infrastructure•Consolidated mobility infrastructure•Consolidated commerce infrastructure•High performance computing centric capabilities
City operations, consolidated response, event mgmt
City Systems(their competencies,capabilities, processes) Tr
ans-
port
Hea
lth
Cul
-tu
re
Ind
&
Econ
City
Adm
in
Pub
Safe
ty
Soci
al
Ed
Res
ourc
es
Util
i-tie
s
Oth
ersCity Systems
(their competencies,capabilities, processes) Tr
ans-
port
Hea
lth
Cul
-tu
re
Ind
&
Econ
City
Adm
in
Pub
Safe
ty
Soci
al
Ed
Res
ourc
es
Util
i-tie
s
Oth
ers
(Urban / City Systems)
Ecosystem oforganizations(and their roles)
PublicSector
ThirdSector
CommunityOrgs
PrivateSector
Ecosystem oforganizations(and their roles)
PublicSector
ThirdSector
CommunityOrgs
PrivateSector
People(and their roles)
Citizens, Employees, Innovators, Visitors, Residents …People(and their roles)
Citizens, Employees, Innovators, Visitors, Residents …
HealthHealth WealthWealth OpportunityOpportunity SafetySafety
IndependenceIndependence ChoiceChoice SustainabilitySustainability Others Others ……Shared Outcomes
32
Asystemprovidescontext
© 2013 IBM Corporation
© 2013 IBM Corporation
When you get the chance, start smarter
It is better to start with an overarching city ecosystem model and then use proven assets to address common solution areas …
33
IBM ApproachIBM Approach Overall DesignOverall Design
DirectControl
Execute
Marketing & Customer Manage ment
Consumer Segmentation
Customer Relationship Strategy
Marketing Strategy & Planning
Customer Behav ior Model ing
Market & Competit or Research
Customer Satisf ac tion Measurement & Management
Segmentation Management
Clientelling
Call Center
Campaign Management
Customer Serv ice
Loyalty
Customer Communications
Mass Market ing & Advertisi ng
Target Market ing
Af ter Sales Services
Customer Reposit ory
Products
Merchandise St rategy
Merchandise Planning
Assortment Planning
Product Development (e.g. Private Label)
B rand Management
P ric ing S trategy
Sourc ing P lanning
Price / Promot ions Management
Inventory Management
S uppl y Terms A dminis trat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchas ing / Sourc ing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trategy
Store & Channel Strategy
Store Des ign & Layout
Channel Des ign & Layout
Store & Channel Prof itability
Store Operations Management
Transact ion Management
Planogram
Replenishment
Serv ices Delivery
Price Changing
Time & A ttendance
Floor Stock ing, Back Room Task Mgt
Loss Prevention
Work force Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Dis tribution, Warehouse, Supply Chain St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logis tics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Outbound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Dis tri bution Center Operat ions
Yard Management
Returns & Rec lamati on
Product Track & Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ion S trategy
Alliance Management
B us iness Performance Report ing
Legal & Regulatory Com pliance
Real Es tate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporate Audit
Corporate A ccounting (GL AP, Treasury , et c
Sal es Audit
I ndirec t P rocurem ent
Credit Operations
PR & Investor Rel at ions
IT S ys tems & Operations
DirectControl
Execute
Marketing & Customer Manage ment
Consumer Segmentation
Customer Relationship Strategy
Marketing Strategy & Planning
Customer Behav ior Model ing
Market & Competit or Research
Customer Satisf ac tion Measurement & Management
Segmentation Management
Clientelling
Call Center
Campaign Management
Customer Serv ice
Loyalty
Customer Communications
Mass Market ing & Advertisi ng
Target Market ing
Af ter Sales Services
Customer Reposit ory
Products
Merchandise St rategy
Merchandise Planning
Assortment Planning
Product Development (e.g. Private Label)
B rand Management
P ric ing S trategy
Sourc ing P lanning
Price / Promot ions Management
Inventory Management
S uppl y Terms A dminis trat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchas ing / Sourc ing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trategy
Store & Channel Strategy
Store Des ign & Layout
Channel Des ign & Layout
Store & Channel Prof itability
Store Operations Management
Transact ion Management
Planogram
Replenishment
Serv ices Delivery
Price Changing
Time & A ttendance
Floor Stock ing, Back Room Task Mgt
Loss Prevention
Work force Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Dis tribution, Warehouse, Supply Chain St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logis tics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Outbound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Dis tri bution Center Operat ions
Yard Management
Returns & Rec lamati on
Product Track & Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ion S trategy
Alliance Management
B us iness Performance Report ing
Legal & Regulatory Com pliance
Real Es tate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporate Audit
Corporate A ccounting (GL AP, Treasury , et c
Sal es Audit
I ndirec t P rocurem ent
Credit Operations
PR & Investor Rel at ions
IT S ys tems & Operations
DirectControl
Execute
Marketing & Customer Manage ment
Consumer Segmentation
Customer Relationship Strategy
Marketing Strategy & Planning
Customer Behav ior Model ing
Market & Competit or Research
Customer Satisf ac tion Measurement & Management
Segmentation Management
Clientelling
Call Center
Campaign Management
Customer Serv ice
Loyalty
Customer Communications
Mass Market ing & Advertisi ng
Target Market ing
Af ter Sales Services
Customer Reposit ory
Products
Merchandise St rategy
Merchandise Planning
Assortment Planning
Product Development (e.g. Private Label)
B rand Management
P ric ing S trategy
Sourc ing P lanning
Price / Promot ions Management
Inventory Management
S uppl y Terms A dminis trat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchas ing / Sourc ing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trategy
Store & Channel Strategy
Store Des ign & Layout
Channel Des ign & Layout
Store & Channel Prof itability
Store Operations Management
Transact ion Management
Planogram
Replenishment
Serv ices Delivery
Price Changing
Time & A ttendance
Floor Stock ing, Back Room Task Mgt
Loss Prevention
Work force Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Dis tribution, Warehouse, Supply Chain St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logis tics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Outbound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Dis tri bution Center Operat ions
Yard Management
Returns & Rec lamati on
Product Track & Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ion S trategy
Alliance Management
B us iness Performance Report ing
Legal & Regulatory Com pliance
Real Es tate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporate Audit
Corporate A ccounting (GL AP, Treasury , et c
Sal es Audit
I ndirec t P rocurem ent
Credit Operations
PR & Investor Rel at ions
IT S ys tems & Operations
DirectControl
Execute
Marketing & Customer Manage ment
Consumer Segmentation
Customer Relationship Strategy
Marketing Strategy & Planning
Customer Behav ior Model ing
Market & Competit or Research
Customer Satisf ac tion Measurement & Management
Segmentation Management
Clientelling
Call Center
Campaign Management
Customer Serv ice
Loyalty
Customer Communications
Mass Market ing & Advertisi ng
Target Market ing
Af ter Sales Services
Customer Reposit ory
Products
Merchandise St rategy
Merchandise Planning
Assortment Planning
Product Development (e.g. Private Label)
B rand Management
P ric ing S trategy
Sourc ing P lanning
Price / Promot ions Management
Inventory Management
S uppl y Terms A dminis trat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchas ing / Sourc ing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trategy
Store & Channel Strategy
Store Des ign & Layout
Channel Des ign & Layout
Store & Channel Prof itability
Store Operations Management
Transact ion Management
Planogram
Replenishment
Serv ices Delivery
Price Changing
Time & A ttendance
Floor Stock ing, Back Room Task Mgt
Loss Prevention
Work force Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Dis tribution, Warehouse, Supply Chain St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logis tics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Outbound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Dis tri bution Center Operat ions
Yard Management
Returns & Rec lamati on
Product Track & Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ion S trategy
Alliance Management
B us iness Performance Report ing
Legal & Regulatory Com pliance
Real Es tate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporate Audit
Corporate A ccounting (GL AP, Treasury , et c
Sal es Audit
I ndirec t P rocurem ent
Credit Operations
PR & Investor Rel at ions
IT S ys tems & Operations
Component Business Modeling
Actionable Business Architecture
Business ModelsCity Ecosystem
Transportation Public Safety Water
…Local Govt Core Systems
• Water Mgmt• Citizen Health• Energy• Environment• Urban planning
• Social Services• Education• Culture and Recreation• Judicial and Justice• etc.
Business of IT Finance Human CapitalPayment
…
Shared Services• Procurement• Asset Management• Tax Collection• etc.
Operations Models IT Models Investment and Initiatives
Aligned with Business Scenarios and Key Performance Indicators
© 2013 IBM Corporation
When you get the chance, start smarter
… then chart a shared roadmap – a “living” path of progress – in collaboration with others
34
City Master Plan(physical, spatial, etc.)
“Digital” Master Plan(informational, digital, temporal, technological, etc.)
City Master Plan(physical, spatial, etc.)
“Digital” Master Plan(informational, digital, temporal, technological, etc.)
City Operational Governance
City Information “Backbone”
City Operational Governance
City Information “Backbone”
City Services & Enforcement
Engagement & Interoperability “Platforms”
City Services & Enforcement
Engagement & Interoperability “Platforms”
Continuous Improvement & Adaptation
Innovation Infrastructure
Continuous Improvement & Adaptation
Innovation Infrastructure
© 2013 IBM Corporation
Know and understand what you have to offer and how it compares with other cities
1.
Defineyourcity’secosystemmodelandunderstandhowithasperformed
2. Takestockofyourcity’sassets,uniquestrengths,weaknesses
3. Understand“talent”
needsandexpectations… what’simportant
Systems thinking plus integrated design discipline are essential
4. Co‐defineanddecidehowyoursmartercitywillbeexperienced
5.
Identifycitysystems(+smarterenablers+data)usedineachexperience
Removing bar- riers is much harder than making sure unnecessary ones aren’t built
6.
Integrateintothecity’smasterplan,downstreamdesign,roadmap,etc.
7. Execute!Only
whenthechangeisvisible,“brand” it
35
LessonsfromtheSmarterCitiesjourneysofothers