全球智慧城市运营模式及案例分析.pptVIP

* There over a billion transistors per human. As sensors become embedded in everything from police records to parking meters, city leaders can analyse the resulting torrent of data, gain new insights, and perhaps find ways to make their cities work better. Advanced analytics to measure and predict are essential for efficient services. HBR, American Cities Need to Get Smarter * The Asset Management, Resource Optimisation, People model formed the basis for the 3 pillars of this slide. This model appeared in the 2011 Urban Systems Symposium - The Importance of People, NYC, May 2011 IBMs strategic Smart City focus is on Resource Optimisation and Asset Management. Integrating technology to create Smarter infrastructure within a system of systems. I’m interested in the intersection between the technology, the system of systems and the people. Both those impacted by the transformation, in this case citizens of a city and those within the organisations that are leading the transformation to a Smarter City Vision. As with all new trends, the technology makes the advances, creates the headlines and sets the strategy. My assumption is that as the offering becomes more mature and more ubiquitous, value realisation, failures lessons learnt will shine a light on the people component. Questions I set myself: What are the distinct challenges in driving transformation in a city compared to an organisation? How does the approach change when the construct of the organisation is removed and social norms and laws become the remaining structure? How do you influence behaviour change when altering the way in which citizens interact with a built urban environment? And rather than driving change from the top as you might in an organisation, how do you enlist the power of the crowd to create the solution and drive the transformation? Are there consistencies in the ways in which a successful cities have embraced the Smart City Vision? These concepts are more peripheral to the immedi