Presentations from the GeoVation event - "Collaboration and User Innovation in Transport" held on 24 September 2012

2. Introduction and Welcome
Peter ter Haar
Director of Products, Ordnance Survey

3. Context
Richard Kemp Harper,
Technology Lead, Transport and Energy,
Technology Strategy Board

4. Taking the bus has never been cooler!
Sourced from: http://www.youtube.com/watch?v=75F3CSZcCFs

5. Ideas in Transit – Introduction to
the prospects of user innovation
Professor Glenn Lyons
Associate Dean & Professor of Transport and
Society.
University of West of England

6. Policy context for
collaboration and user
innovation
Andrew Goodwin
Strategy Unit
Department for Transport

7. A framework for delivering a
sustainable transport system
Nicky Conway
Principal Sustainability Advisor
Forum for the Future

8. The Sustainable Economy
Framework
and
Mobility

9. Why Forum for the Future?
• A non-profit organisation working globally with business
and government to create a sustainable future.
• We have 15 years’ experience inspiring new thinking,
building creative partnerships and developing practical
innovations to change our world.
• Demonstrate how business, life,
and the world will be better in a
sustainable world.
• We do this by helping people see
the opportunities that
sustainability brings

10. We work with

11. How do you identify what is
sustainable and what isn’t?
What does a
Sustainable Economy
look like?
How do you put this into practice?

12. Sustainable Economy Framework
ENVIRONMENTAL BOUNDARIES
12. Nitrogen and
phosphorus 1. Climate Change
11. Ozone SOCIAL and POLITICAL
FOUNDATION 1. Long-term thinking
13. Equity 2. Biodiversity
12. Resilience
2. Evidence
10.Atmospheric ESSENTIAL NEEDS
aerosols
9. Empathy 2. Science
1. Shelter 3. Information
11. Empathy 6. Nutrition
3. Waste
9. Chemical 10. Mobility OUTCOMES
pollution Universal and continuous access for current and future 2. Health
4.Interdependence
3.Interdependence
generations to the resources and opportunities to live
5. Education well
8.Accountable
governance
9.Accountable
governance 3. Cost 4. Human
8. Land use 3. Energy rights
5. Human 4. Water
4. Water & Sanitation rights
7.Measursement
8. Skills
5.6. Trust
Trust
6. Civil society
7. Renewable resources 7. Income
5. Ocean acidity
6. Non-renewable natural resources

13. Sustainable Economy
Framework
ENVIRONMENTAL BOUNDARIES
What are we aiming for?
OUTCOMES
Universal and continuous access for current and
future generations to the resources and
opportunities to live well

14. Sustainable Economy
Framework
ENVIRONMENTAL BOUNDARIES
To achieve these OUTCOMES you need…..
Essential needs
OUTCOMES
Universal and continuous access
for current and future generations
to the resources and
opportunities to live well

15. Sustainable Economy
Framework
To flourish - this ECONOMY needs a stable….
SOCIAL and POLITICAL
FOUNDATION
ESSENTIAL NEEDS
OUTCOMES
Universal and continuous access for
current and future generations to the
resources and opportunities to live well

16. Sustainable Economy
Framework
And where does all the ‘stuff’ come from to make this work?
ENVIRONMENTAL
BOUNDARIES
SOCIAL and POLITICAL FOUNDATION
ESSENTIAL NEEDS
OUTCOMES
Universal and continuous access for
current and future generations to the
resources and opportunities to live well

17. a set of cards for practical use

18. Whose using it and why…
 TSB staff to help shape their strategy, programme of
work etc
 Foundation for addressing sustainability across all
Catapults
 Developing strategies, programmes and competitions
Strategy for energy generation and supply
To ensure that investments help create a sustainable
future

19. Most of the world’s people live in developing
countries and almost half, with incomes below $2
per day, are excluded from the global economy

20. Mobility systems must work
for rich and poor alike, to
ensure everyone has access
to goods, services and job
opportunities

21. Climate change Impacts
Transportation already uses half of world petroleum
production and produces 20% of greenhouse gas
emissions, with road transport being the largest
energy user and source of emissions.

22. There are already 1 billion cars in
the world, a figure which is
expected to grow to 2 billion in
the next 10 years
Leading cities of the future will
plan today to influence
lifestyles rather than simply
relying on additional road
infrastructure and modes of
transport.

23. Transport pricing
fully reflect the
costs of
environmental
and social
impact

24. Unsustainable Sustainable
patterns patterns
Mobility respects and is
Increasing CO2 emissions
within environmental
Increasing land use boundaries
Increasing noise use Mobility affordable for all
Loss of biodiversity Systems are designed for
Competing pressure for the long-term
scarce resources High-trust enables
Increasing obesity collaboration
Contributes towards mental
and physical health

25. thank you
Nicky Conway, Principal Advisor
n.conway@forumforthefuture.org
http://www.forumforthefuture.org/project/framework-sustainable
www.forumforthefuture.org | registered charity no. 1040519

26. Open Data and the
transport revolution
Peter Miller
CEO
Ito World

27. Information Marketplaces –
The New Economics of Cities
Volker Buscher
Director, Leader,
Arup Smart Cities

28. Smart Mobility in our Cities
Information Marketplaces:
the new economics of cities
Volker Buscher
Director | Arup Smart Cities
24th September 2012, GeoVation 2012

29. The C40 Cities
5 Our Research and our thinking

30. Control Centres
Walking & Cycling
Traffic Light Priority
Real-time Bus Info
Wayfinding Journey Planner
Emissions Reporting
More Sensing
Connectivity movement
Bus Rapid Transit
© Image Copyright
Our Research and our thinking

31. Hong Kong AR
Arup AR team
31 Smart city examples

32. Underground Retail
Tesco’s Seoul
http://www.dailymail.co.uk/sciencetech/article-2021064/How-buy-groceries-virtual-supermarket--train-platform.html
32 Smart city examples

33. C40 city actions
Our Research and our thinking

34. more bottom 62% of “smart”
up
actions taken are
than top down related to transport,
buildings and
connectivity.
Few leading cities are
beginning to invest in a
strategic framework.
34 Our Research and our thinking

35. Focus on “Soft” and “Hard” infrastructures
Smart Cities Framework

36. A holistic view of data beyond silos
Smart Cities Framework

37. Manage information as a strategic asset
Smart Cities Framework

38. www.arup.com
Information @vbuscher
Marketplaces
The New
Economics
of Cities
The Climate Group
Arup
Accenture
Nottingham University

39. 39
39

40. Ticketing
Systems
Deutsche Bahn Touch and Travel uses NFC technology and mobile platforms to
enable a convenient and multi-modal travel, information and ticketing service
40

41. Command
and
Control
Centres
Task specific command and control centres are being replaced / augmented
with multi stakeholder, multi task urban control centres, supported by advanced
data analytics capabilities.
41

42. Consolidation
Centres
The Regent Street consolidation centre reduces deliveries by 86% across all
participating tenants and services offered can include remote storage, home
deliveries, the use of electric trucks and bikes and hands free shopping.
42

43. Charging
Infrastructure
The diffusion of electric vehicles in cities will continue to increase demand for
tailored charging and parking infrastructures
43

44. Service
Platforms
ParkSense is an integrated solution based on specially designed sensors that are
placed directly in the ground in parking areas. Drivers use an iPhone app to see
what parking spots are available nearby.
44

45. Mobility as
a Service
Car-sharing services like Car2Go are re-shaping the way mobility services are
accessed and consumed
45

46. Recognising Information and Communication Technology as a
Smart Urban Mobility key Driver of Change Shaping the Future of Mobility in Cities.
New Mobility as Multi-
Transport Service
Business Analytics Modal Platforms
NEW
a Service Providers
Models
Change
within 80%
Verticals
Charging
Infrastructure Command & Consolidatio
New Control Centres n
Infrastructure 20%
Ticketing Centres
Projects Congestion
Systems
Charging
•46

47. Great Place to Live & Work
Economic Development
Ecological Age
Congestion,
Environment
& Transport System
Cost
Electrification of bus
network
•47

48. Information
Marketplaces
Smart Urban
Mobility
Thank You
volker.buscher@arup.com
@vbuscher

49. Discussion
Richard Kemp Harper

50. Exploring User Innovation

51. Situating Innovation in
people’s everyday lives
Professor Glenn Lyons

52. 52 of
Situating Innovation in
People’s Everyday Lives
Glenn Lyons
Centre for Transport & Society, UWE, Bristol

53. 53 of
Overview
 User innovation everywhere...?
 From ideas and inventions to innovation
 Some realities of everyday life
 Hype and disillusionment
 Context matters
 Taking stock

54. 54 of
User innovation everywhere...?
 An Innovations Portal with
hundreds of examples
 Web 2.0, open data, user
generated data, App Store
 Potential unleashed?
 Individuals are developing ideas as
a result of seeing gaps in provision
of services according to their own
frustrations and/or their view of
society’s transport problem

55. 55 of
From ideas and inventions to innovation
 Innovation “is an invention that has a
socioeconomic effect; innovation changes the
way people live”*
 User innovation: the creation and application of
an invention initiated by affected individuals
that stems from user need or curiosity to address
a problem or challenge within social practice
 Individual versus societal innovation - How many
users of an invention does it take to create
innovation?
* Chayutsahakij, P. and S. Poggenpohl (2002). User-Centered Innovation: The Interplay between
User-Research and Design Innovation. The European Academy of Management 2nd Annual
Conference on Innovative Research in Management EURAM, Stockholm, Sweden.

56. 56 of
Image from: http://www.flickr.com/photos/brandcamp/2240145620/

57. 57 of
Some realities of everyday life
 Are individuals all out there innovating with the
technologies around them to tackle problems in their
lives?
 Information and communications technologies (ICTs) are
(perceived as) incidental rather than instrumental in
shaping social practice and travel
 ICTs contribute to and compensate for unpredictability in
activity scheduling
 Absorption of ICT-related practices into lifestyles prevails
over creative behaviour

58. 58 of
Some realities of everyday life
 The majority of the public indication congestion is a
serious problem for the country
 The majority of the public indicate that congestion is not
generally a serious problem for themselves

59. 59 of
Some realities of everyday life
 Complaining about versus acting upon transport problems
 People are using ICTs to cope with rather than solve
congestion – but perhaps coping is solving – for them
 Complaining about versus acting upon transport problems
– As with ‘the weather’, small talk about transport
problems brokers social interaction and promotes
social cohesiveness
– The seriousness of transport as a ‘problem’ in
people’s lives becomes exaggerated
– Social media can be a means of ‘celebrating’ rather
than solving transport problems

60. 60 of
Some realities of everyday life
Homo economicus
For every trip the individual wishes to have as full a
knowledge as possible about all the options and to
make a set of decisions which maximises the utility
(attractiveness) of the trip
http://star.trek.org/~spock/
Homo psychologicus
Many trips are ‘no big deal’ and
so long as they work out there
are plenty of other things to
occupy the mind
http://www.angelfire.com/oh5/pearly/homer/homer-brain.html

61. 61 of
Some realities of everyday life
 The public’s engagement with user innovations
collectively seems hard to detect
 New uses of ICTs and travel information services become
embedded into everyday life without people appearing to
notice much about the transitional process itself, or the
changes in behaviour which may be occurring during it
 Public awareness of any given user innovation is likely to
remain very low in a very busy information marketplace

62. 62 of
National Rail Enquiries – telephone
national rail journey planning with live updates
National Rail Enquiries – website
national rail journey planning with live updates
AA – telephone
national car journey planning
AA – website
national car journey planning
Traveline – telephone
national multi-modal public transport journey planning
Traveline – website
national multi-modal public transport journey planning
National Express – website
national coach journey planning
RAC – website
national car journey planning
Transport for London – website
multi-modal public transport journey planning
Trainline – website
national rail journey planner and ticket booking
Prompted awareness.
Transport Direct – website
national door-to-door multi-modal journey planning
GfK. Travel Information Services Wave 10 − 8th to 13th March 2007 Department for Transport. UK Department for Transport, 2007

63. 63 of
Hype and disillusionment
User innovations
in transport –
where are they
individually and
collectively?
Gartner Hype Cycle: http://en.wikipedia.org/wiki/Hype_cycle

64. 64 of
Hype and disillusionment
 Just because I can doesn’t mean I will
– Curious browsers versus serious users
– Many social media user innovations have existed for
some time without seemingly seeing strong growth in
usage
 “What have I been struggling to do that social
media now allow me to do as a traveller?”

65. 65 of
In passing –
The myth of the ‘prosumer’
Reproduced from Jacob Nielson’s Alertbox
http://www.useit.com/alertbox/participation_inequality.html

66. 66 of
Context matters
 Necessity is the
mother of invention
 Examples:
– Fuel shortages and the use of Twitter
– Airlines engagement through Twitter and Facebook
with passengers in the face of the Ash Cloud
– (Re) mapping Haiti after earthquake in January 2010 to
assist humanitarian aid organisations
 External factors – a potentially significant impetus
for collaborative and adaptive behaviour

67. 67 of
Taking stock
 Detecting and attributing effect of user innovations in people’s
everyday lives is difficult in an information rich world
 Not all prospective user innovations will flourish – either
through competition or inadequate need from end users
 The collective emergence and diffusion of user innovations is
ongoing – subtle but perhaps cumulatively very significant
 What is the future for the regime of ITS?
– Are user innovations niche developments that fill the cracks?
– Or is the open-data social media revolution defining a new
regime?
 Whether top-down or bottom-up innovation, behavioural effect
remains a battle between Mr Spock and Homer Simpson

68. Grassroots innovation –
motivations, barriers and
enablers
Tracy Ross
Research Fellow and Associate Dean
Loughborough Design School

69. Grassroots innovation:
motivations, barriers and enablers
Tracy Ross
Loughborough Design School

70. Overview
 Grassroots innovation
 The innovators
 Motivations
 Barriers & Enablers
 Implications for stakeholders
Loughborough Design School

71. Grassroots Innovation
What is it?
 Spot a problem
 personal experience or some other ‘connection’ to it
 Have an idea that is a potential solution
 Motivated to pursue that idea
 Put the idea into practice
 Using own skills and/or collaborating with others
 Employing existing technolog(ies)
 ‘Outside’ mainstream product/service innovation
 And/or mass collaboration, e.g.
 mapping the world
 lift share postings
Loughborough Design School

72. The innovators
Loughborough Design School

73. Innovator engagement
myptp
Loughborough Design School

74. Motivations
Loughborough Design School

75. Grassroots innovation
Motivations - who does it and why?
 Responding to an unmet need (16)
 Personal frustration with current products and services (13)
 Seeking to create social value (13)
 Passion for a cause or interest (12)
 Financial gain (11)
 Enjoyment (8)
 new skills, exploring data/software capabilities, problem solving
Loughborough Design School

76. Passion for a cause or interest seat61.com
ManInSeat61
 Mark Smith – a ‘career railwayman’, had travelled in Europe by
train but impossible for others to find out how
 Started as hobby, now full-time job, income through Google ads
and affiliate schemes
 How to travel by train (and ship) rather than plane
 fear/dislike of flying, sustainability, medical reasons, hassle. security
 UK & Ireland > Europe > Worldwide
 Timetables, ticket purchase, hints & tips
Loughborough Design School

77. Responding to an unmet need Loco2.com
 Make cross-continent train travel simple,
convenient, fun, accessible and cheap.
 Jamie and Kate Andrews 2007
 Idea first conceived by Kate
 wanted to spend her gap year undertaking
environmental volunteering
 struck by the hypocrisy of flying long
distances to carry out environmental work
 found that there was no easy way to search
alternative low carbon means of travel
 Loco2 has since focused its business on
European train travel.
 In 2012 Loco2
 entered into partnership with The Man in
Seat61
 successfully integrated their service with
RailEurope’s booking system.
Loughborough Design School

78. Frustration with current products/services
 Andreas Zachariah & Nick Burch
 Motivation was:
 Unfairness of taxes/charges based on vehicle not mileage
 Frustration with ‘generic’ nature of carbon accounting systems
 Enables a personalised measure of an individual's travel carbon footprint
 Smartphone software that detects location, velocity and pattern of the
user's movements and hence determines mode
 ‘Historical’ data fed back to users/groups (Android & Blackberry)
Carbondiem.com
Loughborough Design School

79. Barriers & Enablers
Loughborough Design School

80. Enablers and/or Barriers
Loughborough Design School

81. Immersion in the problem space
Courier Exchange
 Lyall Cresswell
 Came from within the freight
industry
 Business motivation rather than
altruistic but CO2 reduction as an
outcome
 Minimising empty loads (e.g. return
journeys)
 Has built a community – 2,500
courierexchange.co.uk
Loughborough Design School

82. Awards, competitions, investment, publicity
Carbon Diem
 2012 New Cities Foundation AppMyCity!
2007-2010 Finalist
UK Government Technology Strategy Board £830k
 2012 SmartUKProject UK's Most Innovative
Project Leader Mobile Companies shortlist
Gartner Research Cool Vendor List
 2011 UKTI & ICT KTN Mobile World
Nokia Calling All Innovators Judge's Shortlist
Congress Stand Competition Winner
NAVTEQ LBW Challenge Runner-up
 2011 Dutch Postcode Lottery Green
Science Museum "People & Climate" Exhibitor
Challenge Finalist
St Andrews Environmental Award 2nd Round
Deutsche Bank Pyramid Finalist “this is something I am absolutely
passionate about, small amounts of money
Oxygen Awards Finalist
make a huge amount of difference. When I
European Space Agency (ESA) Gallileo Masters got that £1000 from the BSI, and I was in
college, had been out of work for two
Satellite Navigation Regional Winner
years, and funding everything, £1000 went
BSi Sustainability Awards Runner-up a long way!”.
Saatchi & Saatchi World Changing Ideas Shortlist Carbondiem.com
Loughborough Design School

83. Creating a community of users #1
CycleStreets
 Simon Nuttall & Martin Lucas
Smith
 Emerged from Cambridge
Cycling Campaign
 Quickest/quietest cycle routes
 Based on Open Street Map
 User-contributed data
cyclestreets.net
Loughborough Design School

84. Creating a community of users #2
London Bus
 Malcolm Barclay
 Initially wanting tube status
on own phone
 Top 50 paid-for apps in the
iTunes UK Store within first
week of release
 Now thousands of regular
users
 Dedicated group of beta-
testers
 Get it out there and see
 More agile than large scale,
top-down systems
mbarclay.net/london-bus/ London Bus (iPhone)
Loughborough Design School

85. Implications for stakeholders
End users
 Immersion in the problem space = better understanding?
 But not just ‘design for me’
 Explore contribution of well-established user-centred and co-design
processes
 For the masses by the masses = ‘ownership’?
 Care needed where grassroots becomes top-down
 Altruism, not profit, as the core motivation = ‘worthy’, ‘honest’?
 Although sustainable business models soon become key
Loughborough Design School

86. Implications for stakeholders
Other stakeholders
 Policy makers
 Funders/investors
 Infrastructure providers
 Town/travel planners
 The ‘ITS Industry’
 One of the original target groups for outcomes – how releavnt now?
Loughborough Design School

87. Implications for stakeholders
Routes to success
 One-stop shop for advice and funding that fits grassroots not just a ‘business’
 AppStore model - rapid route to exploitation for independent software
developers.
 Free access to enabling data incl real-time
 Create/support networks of innovators (tightly-defined topic areas) to support
peer-to-peer communication
 A combined ‘voice’ for lone innovators
 Free publicity: popular press, high-profile competitions/awards, one-stop-shop
for public access
 Connecting the ideas people and the tech people
 Close connections to the users to generate ideas and to test ideas
 Stop re-inventing the wheel – engage don’t duplicate
Loughborough Design School

88. Some final thoughts on a common theme:
Crowd-sourced data
Loughborough Design School

89. Crowd-sourced data/information
What is it?
 Engaging the masses to produce large data/information sets’
 Nearly always voluntary but ‘rewards’ can be offered
 Can be connected to a niche or community, but not exclusively
 (In transport) often a ‘geographical element’, but not exclusively
Different types and no clear classification
 Mostly ‘active’ contributions but can be ‘passive’
 Mostly ‘online’ (increasingly ‘mobile’) but ‘offline’ can be valuable too
So, typically characterised by:
 Voluntary, personal/group interest, active online data contribution
Related terms include user-generated content, volunteered data etc
Loughborough Design School

90. Crowd-sourced data/information
What's special about it?
 It shifts the power of data from the establishment to the masses
 It means large sets of information/data can be generated quickly
 It can often achieve a higher level of detail than ‘official’ information
 It is more likely to be up to date than professionally-generated data
 It means that niche group needs can be served
However
 It can be perceived as non-quality-controlled and therefore
unreliable
 It doesn’t hold the answer to everything, but it has huge potential
 Its value very much depends on what you are trying to do with it
Loughborough Design School

91. Future opportunities for stakeholders
Roles for crowd sourced data in sustainable transport
 Direct public engagement (e.g. local authorities)
 In-situ reporting of public issues and ideas
 Crowd-sourced solution generation
 Visualisation of large data sets
 To assist in solution generation e.g. new bus routes to replace multiple
car journeys
 To trigger behaviour change
 Or just in better understanding the ‘problem;
 More collaborative transport
 E.g. highly responsive rideshare or DRT
Loughborough Design School

92. Thank you
t.ross@lboro.ac.uk
www.lboro.ac.uk/lds
Loughborough Design School

93. Discussion
Richard Kemp Harper

94. Open Data, business models,
roles, tools, skills and mindsets
Roland Harwood
Co founder 100%Open

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Collaboration & User Innovation
in Transport – Roland Harwood

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Opening Up
1. The project/thing you
are most proud of
having worked on.
2. The project/thing you
are least proud of
having worked on.
www.brickartist.com

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Collaborative Attributes
Appetite Agile & Diversity of Respected & Resilience/ Trust &
for Risk Responsive Connections Reputation Persistance Empathy

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Open Business Models & Buzzwords
Franchise Co-branding
Peer to peer Spinout
Cross licensing Delivery partnership
Copyright Alliance
Proprietary supplier Minority stake
Design platform Majority stake
Collaborative
Group buying
Acquisition
Crowd-sourcing
Merger
Communities of interest
Co-Creative
Membership org. R&D Joint venture
Cooperative Kaizen
Freemium
Creative commons
Paywall Closed
Joint R&D Market
research Open source
Profit share

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Lessons Learned
Find and engage
your top 1%.

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Collaborative - E.ON
A customer-led innovation programme which was designed and piloted, and then
rolled out cross company with 45,000 customers, to create 8 x £10m propositions.

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Co-Creative - LEGO
LEGO Cuusoo is a social platform where people can submit designs, build a market
before investing in production, and receive a 1% royalty when it is produced.

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Co-Creative - Interface
Interface are a $1bn carpet company who have a promise – called Mission Zero - to
eliminate any negative impact the company may have on the environment by 2020.

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Start at the End
“Innovation is a
U-Shaped Process.”
Paul Vanags

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McLaren & NATS
McLaren’s predictive F1 software allows air traffic controllers to predict how aircraft
are likely to act at airports, overcoming costly and dangerous uncertainty.

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Swatch & Mercedes = Smart
Swatch worked closely with Mercedes to develop the hugely popular Smart car using
the same type of manufacturing strategies and personalization.

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Cola-Life
ColaLife works in developing countries to bring Coca-Cola and its bottlers together to
open up distribution channels to carry ‘social products’ such as oral rehydration salts.

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Mostly Open
“From what we get, we
can make a living; what
we give, however,
makes a life.”
Arthur Ashe

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Do’s
1. Set out to create commercial or social value with data
2. Make sure data quality is high
3. Enhance communication with the public
4. Make sure your co-creators are incentivised
5. Get organised, create a community around an issue
6. Pass on learnings to other similar organisations e.g. local
authorities
7. Invent new business models
8. Promote innovation using government data sets.
Transparency is only a means to an end
9. Be brave – people may do things with the data that you
don’t like

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Dont’s
1. Just release data and expect people to create with it.
2. Wait for FOI requests, put the data out first informally
3. Avoid challenges to current income streams
4. Go straight for the finished article, use rapid prototyping
5. Be put off by the tensions between confidentiality, data
protection and publishing
6. Wait for the big budget or formal process but start big
things with small amounts now
7. Be technology led, be business led instead
8. Expect the community to entirely self-manage
9. Restrict open data to the IT literate
10. Get caught in a false dichotomy - commercial vs. social

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Connect the Dots
“Connect on your
similarities, and benefit
from your differences.”
Valdis Krebs

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Unexpected Partnerships
1. Bi-Products – What space/material/data is
left over from your organisation that others
can use productively, or vice versa? e.g.
Interface
2. Lateral Leaps – What insight can we borrow
from analogous industries or application
that we can learn from and apply ourselves?
e.g. McLaren
3. White Space – How can we co-create
something brand new by seizing the space
between complementary and non-competing
partners? e.g. Smart

112. October 2, 2012 © 100%Open 2012 112
Cultivate the Edge
“The future reveals itself
through the peripheral.”
J.G. Ballard

113. October 2, 2012 © 100%Open 2012 113
Thank You
Roland Harwood
Co-Founder & Partner
100%Open | Somerset House | South Building | London | WC2R 1LA
Phone: +44 (0)20 78133 1006 | +44 (0)7811 761 435
Email: roland@100Open.com
Web: www.100Open.com
Twitter: @100Open

114. Execution: Enabling user
innovation to flourish I

115. The GeoVation Challenge
Chris Parker
Innovation Group
Ordnance Survey

116. The GeoVation challenge –
Facilitating innovative ventures from real
unmet needs
Chris Parker
GeoVation, Innovation Group
24 September 2012

117. Supporting external innovation

118. Science & Innovation 2010 Ordnance Survey Seminar:
Underpinning innovation with geography
The Dos and Don’ts of Opening up Data
Do… Don’t…
Set out to create Be brave – people may Just release data and Wait for the big budget
commercial or social do things with the data expect people to or formal process but
value with data that you don't like understand or create start big things with
with it. Publication is small amounts now
Make sure data quality Create relationships not the same as
is high between policy officials communication Expect people to
and developers interpret the data in the
Leverage 21st century Wait for FOI requests, same way you do
‘gardening’ - the Aim to reduce FOI put the data out first
willingness of the workload informally Be technology led, be
crowd business led instead
Use open source Avoid challenges to
Promote innovation software wherever current income streams Focus on part of a
using government data possible system (e.g. the GM
sets. Transparency is Be late in releasing data crop solution) but an
only a means to an end Pass on learnings to overarching concept
other similar Rely on future (e.g. Agrarian
Enhance organisations (local technology to solve Renaissance)
communication with authorities) today’s problems
the public e.g. Hack Expect the community
Warwickshire Invent new business Go straight for the to entirely self-manage
models e.g. farming as finished article, use
Incentivise developers a service rather than as rapid prototyping Restrict open data to
a producer of the IT literate – create David Simoes-Brown
Create a strong external commodities Be put off by the interdisciplinary
100%Open Ltd.
community tensions between partnerships
confidentiality, data 0207 193 7231
Get organised, create a protection and Get caught in the false
movement around an publishing dichotomy that is
issue commercial vs. social

119. OpenData Master Classes

120. Everything happens somewhere – that’s geography!

121. Unprecedented challenges require global thinking….
…local action and ………
….doing more with less, doing it sustainably, through….

122. ……. collaborative engagement of
public, private, civil society and ourselves
Government Business
Consumer Civil Society
..stimulating innovation across all sectors of the economy

123. Open innovation – sharing the risks, resources and
rewards to create value
“No matter who you are, most of the smartest people work for someone else”
Joy’s Law attributed to Sun Microsystems cofounder Bill Joy.

124. GeoVation runs challenges to address specific needs
within communities, which may be satisfied in
part through the use of geography.
geography
www.geovation.org.uk
Ordnance Survey’s external innovation network

125. The GeoVation Challenge is supported by:

126. The GeoVation Process
http://www.youtube.com/watch?v=XHuk8X-iEYI&feature=youtu.be

127. GeoVation Challenge process
Comments and input Key contacts and Publicity via OS &
from the online co-developers met alternative
community & access at camp & tools to development
to a wider network aid pitches routes identified

128. GeoVation Camp - problem focussed
Needs identified through
expert “PowWow” and
Campers ground
fed into GeoVation
solutions and ventures in
Camp
identified need

129. INNOVATION = PROBLEM X SOLUTION X EXECUTION

130. invention
INNOVATION = PROBLEM X SOLUTION X EXECUTION

131. assumption
INNOVATION = PROBLEM X SOLUTION X EXECUTION

132. Transport Challenge PowWow
15 people
115 problems
5 themes
24 insights

133. # 3 Modes of transport
What is the problem? Why does it matter?
How do you design a There are too many immediate
barriers to bikes being more
better bike friendly ‘eco widely used: they make you
system’ that encourages dirty; cycle routes can be unsafe;
mass adoption of cycling? weather makes it unpleasant;
you are limited to what can be
carried. In London alone 23,000
bikes were reported stolen in
2010 with unreported thefts
estimated to add another 40,000
to 60,000.

134. Identifying unmet needs amongst
disabled travellers

136. GeoVation Challenge

137. Execution: Enabling user
innovation to flourish II
User innovation experiences

138. Mission:Explore
Daniel Raven Ellison

144. MySociety
FixMyTransport
Paul Lenz

145. A CHARITABLE PROJECT THAT BUILDS WEBSITES THAT GIVE THE PUBLIC SIMPLE,
TANGIBLE WAYS TO CONNECT WITH AND IMPROVE THEIR SOCIETY

146. FixMyTransport - Mobile
• FixMyTransport enables people to contact any
public transport operator in Britain - sending
their message direct to the relevant Customer
Services department.
• More than this, FixMyTransport is a complete
micro-campaigning platform, designed to help
people who do not see themselves as 'political' to
build the support required to get persistent
annoyances resolved.
• Geovation award enabled us to develop a
mobile-responsive version of FixMyTransport to
enable problem reporting and review on the
move

150. liftshare
MyPTP (personal travel plan)
Bryony Ecclestone

151. introduction
Identified a need for:
employers to reduce staff travel (commute + business)
employees to be better informed of travel options available
transport operators to understand individual travel plans better
Identified an immediate window of opportunity:
Local Sustainable Transport Funding
growing interest in PTP and car share services
high fuel prices
focus on saving money
Identified a solution:
myPTP…
“People don’t change their behaviour unless they know why it will make a difference”

152. problem
How can I get to my This takes ages! I wish there
meeting in was one site that gave me
Gloucester all the travel information I Car route Yes Yes Yes
tomorrow? need Bus Yes Yes Yes
Travel options Train Yes Yes Yes
shown: Car Share No No Yes
Would it just be easier
My commute is Walk Yes No Yes
to drive myself?
costing me a Cycle Yes Yes Yes
fortune!
Why is there no bus?
Lots of us go this way CO2 No Yes Yes
every day! Other
Calories No No Yes
information
Costs Partial Partial Partial
provided
Length of Journey (time
and distance) Yes Yes Yes
Membership No No Yes
Real time alerts No Online only Yes
Other services
Links to public
available
transport services Yes Yes Coming soon
Time taken 10 Seconds 4 minutes 30 Seconds
Ease of use Excellent Poor/ Average Good/ Excellent
Summary Usefullness Average Good Excellent
Total Score

153. Solution
myPTP is a unique web, tablet + mobile based application that encourages and
enables a variety of users to make informed travel choices for all their
journeys in real time.
myPTP data feeds enable transport operators to know the travel plans of
individuals so they can maximise the efficiency of their service and tailor their
offering to meet consumer demand.
myPTP will:
engage with employees making regular journeys and unfamiliar trips,
integrate all transport options (including e.g. car sharing, taxi sharing),
enable on-going communication with individuals via membership
enable transport operators to interrogate the data
to determine the demand for current and future services and to
market directly to their audience.

154. Tasks completed: Execution
 Developed a functioning tool and significant testing of myPTP Beta
 Carried out pilot with 4 public sector + 2 private sector clients with further
developments from pilot feedbacks
 The pilot surveys showed an average 22% of respondents considering changing
the way they travel as a result of the provision of their myPTP
 Confirmed significant market interest in the product
 Generating significant interest with a growing list of interested clients
“I used the myPTP you ran for me. I
walked and caught 2 buses from my
home to the office and it was spot on!”
Steve- Prologis

155. Next Steps
Currently:
myPTP has already been purchased by employers and is available on the
market
In response to interest in myPTP, we have a waiting list of 140+
interested clients
myPTP roll out- Official Launch Event on 01/10 with 15,000 myPTP
plans purchased by client and the project being rolled out this date.
Future Steps:
Evaluate pilot results to show legacy and resulting modal shift
Ensure feedback is incorporated into project to ensure innovation and
continuous development from feedbacks
Future feedback will help shape the tool to ensure changing user
needs are accomodated
Development of widget to be applied to company webpages

156. Cylestreets
Cyclescape
Martin Lucas-Smith

157. Helping cycling groups get more people cycling, more often

158. What’s the problem?
Fixing cycle-unfriendly streets needs local pressure
Local voluntary groups face typical difficulties

159. Our solution: Cyclescape
Members watch areas
Subscribed when issues added
Discuss, in geographical context
Propose solutions

160. Cyclescape features

161. GeoVation enabled the project
Funding of £27k
A new, open-source project
Cycling groups eagerly awaiting its release
Cyclenation: “This will be
a valuable tool, helping
local campaigners focus
on barriers to cycling and
ultimately generating
extra cycling trips.”

162. Where are we now?
Cambridge beta-testers:
Usage high
New people involved
Opportunities - change on ground
Funding difficulties – ambitious project
Launch: Cyclenation conference
+ blog.cyclescape.org

163. AccessAdvisr
Neil Taylor

164. “Making Difficult
Journeys Easier”…
… (the hard way!)

165. The “Problem”
“There is an underground
of information on the
internet…. It is like being
a detective on a trail.”
Female from Leeds who
experiences frequent MS
symptoms
Review of Mobility Services for
Disabled and Older People, DfT (2009)

166. The Solution
“Staff members were not as helpful as I feel they could be. When I
asked about the location of a disabled toilet they said ‘I think
there is one on platform one' this did not fill me with confidence
that there would be one there when I arrived!”

167. Execution

168. Where are we now?

169. What next?

170. Thank you for your time today
Neil Taylor
0115 9886903
taylor@accessadvisr.net
www.accessadvisr.net

171. Sustaination
Ed Dowding

191. Speed Dating at GeoVation
Challenge winners tables

192. Where next?
Collaborative everything?
What others are doing

193. Collaborative Everything?
http://www.fundacionbankinter.org/en/videos/what-is-fastest-path-to-the-internet-of-thin
Sourced from: http://www.robinchase.org/content/videos-articles-slides

194. Exploring user innovation
for future mobility –
reflections and discussion
Stephen Hart
Richard Kemp-Harper

195. Driving Innovation
Developing end user
innovation
Stephen Hart 24th September 2012

196. Driving Innovation
If we helped to create a new industry
whose purpose was a better
interconnected transport and free the
flow of people and goods – what would it
be worth?

197. Driving Innovation
The the why !
• Mobility through transport in the engine of economic activity
• Transport enables access to natural resources, agricultural products, education,
healthcare and manufactured goods in the same way that it provides support to
service industries. It also overcomes the challenges posed by topography and
geography — linking communities and reducing the effects of distance that
separates people from each other.
• We take the widest possible view of transportation as its function is to move
people & goods – to take or carry from one place to another via rail systems,
maritime systems, cycling, road networks, airline systems.
• The whole issue of mobility is it plays a major role in almost every type of human
activity and is sometimes referred to as the ‘lifeblood’ of economic activity. The
availability of good transport connections affects location decisions for industry,
services, and residential and rural town developments

198. Driving Innovation
We continue……
• Our human actions are changing the face of our climate and the risks are
massive if we don’t take action the environmental and economic cost will
be devastating
• As we can see today limited capacity in our transport network is affecting
everyone, our growing demand for transport is placing even higher
demands on our transport network – political spending constraints say we
have to do more with less
• We know that technology and necessity changes human behaviour – the human
race is trapped into technology – which drives commercial opportunity –
• How do we understand social science to reverse the natural and instinctive
behaviour?

199. Driving Innovation
The size of business for transport ….
S Year GDP % Employment GVA
Freight 2009 4.0 67,000 £870m
Logistics 2006 10.0 745,000 £132bn
Rail 2010 5.9 160,000 Difficulty in qualifying
Automotive 2009 2.4 700,000 £6.5bn
Tourism 2008 3.6 1,800,000 £114bn
Retail 2011 8.0 3,000,000 £312bn
Marine 2011 5.0 90,000 £3.5bn
Food & Drink 2009 4.0 10,500 £9.9bn

200. Driving Innovation
Sharing our vision so far …
• Our work so far suggests:
Intelligence in transport through integration and reliable and quality
information should dramatically unlock inefficient interfaces – where
using products and services drive a more efficient system – should nudge
human activity
• Unlocking end user requirements to innovative solutions
• Appling systems thinking to transport to improve system performance
should improve safety, reduce incidents plus cost reduction of operation
and assets;
• Efficient mobility of people and goods present massive opportunities for
existing components within the transport network but also innovation
development for new and emerging markets across a range of
technology, products and services ……

201. Driving Innovation
Open innovation and Intelligent networking model
Sept 11 Feb 12 June 12 Sept12 Jan 13 Aug13 Mar 14
Efficient
mobility of
people and
goods
SAG
Vision
Vision Evaluate
Evaluate Requirement
Requirement Validate
Validate Test
Test Execute
Execute
Convergence of requirement - developing strategy

202. Thank you