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.

1. © 2013 IBM Corporation
Smarter Cities for
Smarter Growth
When you get the chance, start smarter
Lynn Reyes
lynncreyes@ae.ibm.com

2. © 2013 IBM Corporation
2
Three things. 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 Webb
Former Mayor, Denver

3. © 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 Manufacturing
Traditional Services Modern Services
All sectors
Contribution of talent to growth in
economic value added
Percent, average annual rate
3

4. © 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
Regulatory
framework
Workforce
Infrastructure
Real
estate
Natural
disaster
Knowledge &
innovation
Taxation
Incentives
Business
costs
Living
environment
Economic
Development
4

5. © 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”

6. © 2013 IBM Corporation
What’s going on?
Increasing expectations … new forms of collaboration
6

7. © 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

8. © 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 Value
8
Competencies,
knowledge and
creativity
RetainRetain
AttractAttract
CreateCreate
EnableEnable
Competencies,
knowledge and
creativity
RetainRetain
AttractAttract
CreateCreate
EnableEnable
Energy
and Water
Middle
East
esp

9. © 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 Value
Societal /
City Value
Financial /
Operational Value
Financial /
Operational Value
Strategic Value
9

10. © 2013 IBM Corporation
Financial
Capital
Physical
Capital
Human
Capital
Natural
Capital
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

11. © 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
Creative
Innovation
Financial
Capital
Physical
Capital
Human
Capital
Natural
Capital
Old
Nexus Technological
Innovation
CREATIVE NEW AND
AND TECH OPTIMIZED
INNOVATION CAPITAL
AND
CREATIVE NEW AND
AND TECH OPTIMIZED
INNOVATION CAPITAL
AND
New Nexus
Inform
ation
capital
Brand capital
11
We talked about human capital driving creative innovation
and related jobs; now let’s move to technology …

12. © 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

13. © 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

14. © 2013 IBM Corporation
The opportunity
We all have the power to know
“We will go beyond … to systems that enable humanity to reach its
greatest potential for human creativity, innovation and ingenuity.”
- IBM Global Technology Outlook 2010, Frontiers of IT
14

15. © 2013 IBM Corporation
Smart vs. smarter
IBM has developed a technology reference architecture for starting
smarter, but there’s more
Starting Smarter
Technology
Reference
Architecture
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 Management
Urban Planning and
Development Phases
Smarter City
ICT Domains
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
Trans-
port
Health
Cul-
ture
Ind&
Econ
City
Admin
Pub
Safety
Social
Ed
Resou
rces
Utili-
ties
Others

16. © 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
Urban Planning and
Development Phases
16

17. © 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

18. © 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?

19. © 2013 IBM Corporation
19
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 collaboration
between 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

20. © 2013 IBM Corporation
Smart vs. smarter
Technology advances are creating new solutions and new markets
20

21. © 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

22. © 2013 IBM Corporation
Camera phones in
existence able to
document accidents,
damage, and crimes
1 billion
RFID 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 converging
22

23. © 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

24. © 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

25. © 2013 IBM Corporation
Smart vs. smarter
… and reveal how city systems affect each other …
25

26. © 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

27. © 2013 IBM Corporation
Smart vs. smarter
… appeal to their sense of place and community …
27
Resident
View
City
View

28. © 2013 IBM Corporation
Smart vs. smarter
… offer new ways to form markets
28 © 2013 IBM Corporation

29. © 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

30. © 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 in
Malta helps
citizens 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 20million 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
2x
Endessa, Spain utilizes real-
time monitoring & smart meters
to reduce energy
use by 20%

31. © 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--drivendriven
frame(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

32. © 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 Smarter
Technology
Reference
Architecture
Hard infrastructures Physical spaces and buildings
Transport 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)
Trans-
port
Health
Cul-
ture
Ind&
Econ
City
Admin
Pub
Safety
Social
Ed
Resou
rces
Utili-
ties
Others
City Systems
(their competencies,
capabilities, processes)
Trans-
port
Health
Cul-
ture
Ind&
Econ
City
Admin
Pub
Safety
Social
Ed
Resou
rces
Utili-
ties
Others
(Urban / City Systems)
Ecosystem of
organizations
(and their roles)
Public
Sector
Third
Sector
Community
Orgs
Private
Sector
Ecosystem of
organizations
(and their roles)
Public
Sector
Third
Sector
Community
Orgs
Private
Sector
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 OthersOthers ……
Shared Outcomes
32
A system
provides
context
© 2013 IBM Corporation

33. © 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
DirectControlExecute
Marketing & Customer
Manage ment
Consumer Segmentation
Cust omer Relationship Strategy
Marketing Strategy& Planning
Cust omer Behavior Model ing
Market & Competit or Research
Customer Satisf action Measurement &
Management
Segmentation Management
Clientelling
Call Cent er
Campaign Management
Customer Service
Loyalty
Cust omer 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 ricingS trat egy
Sourcing P lanning
Price / Promot ions Management
Inventory Management
S uppl yTermsA dministrat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchasing / Sourcing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trat egy
Store & Channel Strategy
St ore Design & Layout
Channel Design & Layout
St ore & Channel Prof itability
St ore Operations Management
Transact ion Management
Planogram
Replenishment
Services Delivery
Price Changing
Time & A ttendance
Floor Stocking, Back Room Task Mgt
Loss Prevention
Workforce Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Distribution, Warehouse, Supply Chain
St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logistics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Out bound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Distri bution Center Operat ions
Yard Management
Ret urns& Reclamati on
Product Track& Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ionS trat egy
Alliance Management
B usiness Performance Report ing
Legal & RegulatoryCom pliance
Real Estate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career
Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporat e Audit
Corporate A ccounting (GL AP,
Treasury, et c
Sal es Audit
I ndirect P rocurem ent
Credit Operations
PR & Invest or Rel at ions
IT S ystems& Operations
DirectControlExecute
Marketing & Customer
Manage ment
Consumer Segmentation
Cust omer Relationship Strategy
Marketing Strategy& Planning
Cust omer Behavior Model ing
Market & Competit or Research
Customer Satisf action Measurement &
Management
Segmentation Management
Clientelling
Call Cent er
Campaign Management
Customer Service
Loyalty
Cust omer 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 ricingS trat egy
Sourcing P lanning
Price / Promot ions Management
Inventory Management
S uppl yTermsA dministrat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchasing / Sourcing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trat egy
Store & Channel Strategy
St ore Design & Layout
Channel Design & Layout
St ore & Channel Prof itability
St ore Operations Management
Transact ion Management
Planogram
Replenishment
Services Delivery
Price Changing
Time & A ttendance
Floor Stocking, Back Room Task Mgt
Loss Prevention
Workforce Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Distribution, Warehouse, Supply Chain
St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logistics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Out bound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Distri bution Center Operat ions
Yard Management
Ret urns& Reclamati on
Product Track& Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ionS trat egy
Alliance Management
B usiness Performance Report ing
Legal & RegulatoryCom pliance
Real Estate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career
Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporat e Audit
Corporate A ccounting (GL AP,
Treasury, et c
Sal es Audit
I ndirect P rocurem ent
Credit Operations
PR & Invest or Rel at ions
IT S ystems& Operations
DirectControlExecute
Marketing & Customer
Manage ment
Consumer Segmentation
Cust omer Relationship Strategy
Marketing Strategy& Planning
Cust omer Behavior Model ing
Market & Competit or Research
Customer Satisf action Measurement &
Management
Segmentation Management
Clientelling
Call Cent er
Campaign Management
Customer Service
Loyalty
Cust omer 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 ricingS trat egy
Sourcing P lanning
Price / Promot ions Management
Inventory Management
S uppl yTermsA dministrat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchasing / Sourcing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trat egy
Store & Channel Strategy
St ore Design & Layout
Channel Design & Layout
St ore & Channel Prof itability
St ore Operations Management
Transact ion Management
Planogram
Replenishment
Services Delivery
Price Changing
Time & A ttendance
Floor Stocking, Back Room Task Mgt
Loss Prevention
Workforce Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Distribution, Warehouse, Supply Chain
St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logistics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Out bound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Distri bution Center Operat ions
Yard Management
Ret urns& Reclamati on
Product Track& Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ionS trat egy
Alliance Management
B usiness Performance Report ing
Legal & RegulatoryCom pliance
Real Estate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career
Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporat e Audit
Corporate A ccounting (GL AP,
Treasury, et c
Sal es Audit
I ndirect P rocurem ent
Credit Operations
PR & Invest or Rel at ions
IT S ystems& Operations
DirectControlExecute
Marketing & Customer
Manage ment
Consumer Segmentation
Cust omer Relationship Strategy
Marketing Strategy& Planning
Cust omer Behavior Model ing
Market & Competit or Research
Customer Satisf action Measurement &
Management
Segmentation Management
Clientelling
Call Cent er
Campaign Management
Customer Service
Loyalty
Cust omer 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 ricingS trat egy
Sourcing P lanning
Price / Promot ions Management
Inventory Management
S uppl yTermsA dministrat ion & Pricing
Product Lifecycle
Management (P LM)
Allocations
PO & Trade Funds Management
Purchasing / Sourcing
Demand Forecast ing
Master Data Management
Store and Channel
Multi-channel S trat egy
Store & Channel Strategy
St ore Design & Layout
Channel Design & Layout
St ore & Channel Prof itability
St ore Operations Management
Transact ion Management
Planogram
Replenishment
Services Delivery
Price Changing
Time & A ttendance
Floor Stocking, Back Room Task Mgt
Loss Prevention
Workforce Management
P OS Execut ion / Cash Managem ent
Multi-channel Call Center
Distribution & Warehousing
Distribution, Warehouse, Supply Chain
St rategy
Transportation Planning
Supplier Relat ionship P lanning (Logistics)
Supplier Perf ormance Managem ent
I n-bound Logist ics
Intra-company & Out bound Logistics
Transportation / Fl eet Management
Warehouse Managem ent
Distri bution Center Operat ions
Yard Management
Ret urns& Reclamati on
Product Track& Trace
Transportation / Fleet Operat ions
Bus iness Administration
Corporate St rategy
Financial Management & Planning
LOB Planning
Locat ionS trat egy
Alliance Management
B usiness Performance Report ing
Legal & RegulatoryCom pliance
Real Estate & Const ruct ion Management
Risk Managem ent
Stock Ledger HR Management (Career
Development, Training, Recruiting)
HR Administ ration / Payrol l
Corporat e Audit
Corporate A ccounting (GL AP,
Treasury, et c
Sal es Audit
I ndirect P rocurem ent
Credit Operations
PR & Invest or Rel at ions
IT S ystems& Operations
Component Business Modeling
Actionable Business Architecture
Business Models
City 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

34. © 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

35. © 2013 IBM Corporation
Know and
understand what
you have to offer
and how it
compares with
other cities
1. Define your city’s ecosystem
model and understand how it has
performed
2. Take stock of your city’s assets,
unique strengths, weaknesses
3. Understand “talent” needs and
expectations … what’s important
Systems thinking
plus integrated
design discipline
are essential
4. Co‐define and decide how your
smarter city will be experienced
5. Identify city systems (+ smarter
enablers + data) used in each
experience
Removing bar-
riers is much
harder than
making sure
unnecessary
ones aren’t built
6. Integrate into the city’s master
plan, downstream design,
roadmap, etc.
7. Execute! Only when the change is
visible, “brand” it
35
Lessons
from the
Smarter
Cities
journeys
of others