Startup Cities-Smart Cities

Startup Cities-Smart Cities:
how can we merge the concept of lean startup with smart cities
?

Georgia Voudouri
Maria Sfyraki
Angeliki Zervou
Georgia Psychogyiou
Ilira Aliaj
Katerina Papathanasiou

Cyber Cities, Digital Cities, Intelligent Cities... SMART CITIES

are:

An example of City Design Policies that rely upon: Innovation & Broadband
Their goal is entirely constructive: to shift the debate in a more meaningful direction
oriented towards the raison d’ etre of our cities: citizens, and the way they can
create urban culture with technology. (Graham 2003)

The outcome of the convergence of the two mainstreams that characterize the
urban thought and development of the 21st century:
1. The City as an environment of intense knowledge and innovation (Cooke 2001,
Florida 2002, Komninos 2002)
2. The construction of broadband networks and online services that support
communication, representation, function and governance of cities (Graham
2003).

As the British architect Cedric Price said in the mid-1960s: “Technology is the
answer. But what is the question?”
-“Can a City be “smart” and inefficient at the same time? Perhaps this is a
fundamental question, un-voiced by smart cities advocates”. (Cedric Price 1967)
-“Smart City? The City as public good?” (Cedric Price 1967)

Definitions & Theories | STARTUP

what is a START UP

"A startup is a human institution designed to deliver a new product or service
under conditions of extreme uncertainty”, by Eric Ries from the book “The Lean
Startup”

Eric Ries: a serial entrepreneur co-founded IMVU, an online social network that
made the Inc. 500 last year. Through trial and error at IMVU, Ries developed a
methodical approach to launching companies that goes beyond bootstrapping. Now
he's creating a movement.

«The only metrics that entrepreneurs should invest energy in collecting are
those that help them make decisions», Eric Ries blogpost, 2009

Definitions & Theories | LEAN STARTUP

what is a LEAN START UP

"Having an original vision and then refining and testing it along the way through
tightly controlled experiments“

“Not about asking what customers want but testing the original vision based on what
customers do”. Ash Maurya, 2010


the Lean StartUp 5 PRINCIPLES:
Entrepreneurs are everywhere. You don't have to work in a garage to be in a
startup

Entrepreneurship Is Management. A startup is an institution, not just a product, so
it requires management, a new kind of management specifically geared to its context.

Validated Learning. Startups exist not to make stuff, make money, or serve
customers. They exist to learn how to build a sustainable business. This learning can
be validated scientifically, by running experiments that allow us to test each element
of our vision.

Innovation Accounting. To improve entrepreneurial outcomes, and to hold
entrepreneurs accountable, we need to focus on the boring stuff: how to measure
progress, how to setup milestones, how to prioritize work. This requires a new kind of
accounting, specific to startups.

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into
products, measure how customers respond, and then learn whether to pivot or
persevere. All successful startup processes should be geared to accelerate that
feedback loop


the Lean StartUp METHOD & APPROACH:
not about code-writing, but about building things that people want.

Using the Lean Startup method Companies:
Can create order not chaos by providing tools to test a vision continuously.
Can create a sustainable plan form the start, due to the fact that by the time that
product is ready to be distributed widely, it will already have established customers.

The Lean Startup Method was created to answer a specific problem:
Many StartUps spend time perfecting a product that they think people want without
ever showing it, even to the prospective customer.
They often fail to reach broad uptake from customers because they never
determined whether or not the product was interesting.
When customers show indifference about the idea, the StartUp fails.


the Lean StartUp METHOD & APPROACH: 4 ways of working | thinking | doing:

1. Eliminate Uncertainty - "just do it" leads to work
“under conditions of extreme uncertainty”. A Lean
Startup continuously tests its vision.

2. Work Smarter not harder - "Should this product
be built?" vs
"Can this product be built?“

3. Develop an MVP - Create a build-measure-learn
feedback loop.

4. Validated Learning
Shrink development process - focus on figuring “the
thing customers want and will pay for”

[source: http://theleanstartup.com ]


the Lean StartUp MVP:

MVPs are NOT necessary and are in fact a waste when:
You are building a sustaining innovation product.
You don’t care if you’re wasteful.
You achieve product-market fit.
We should beware of points 1 and 3 about cities.

EXAMPLE of MVP in Kungsbacka, Sweden- Through The European
Commission’s Sustainable Urban Mobility campaign

“In collaboration with the local merchants of the inner-city we will try the delivery of
goods by cargo-bikes on selected occasions.
Objectives: Increase the number of pedestrians and cyclists in the city center.
Increase the revenues of commerce.
Try & evaluate if there is a place for some kind of delivery service even after the
project.” 08/04/13 - 12/08/13

[Source: http://dotherightmix.eu/lean-city-planning-and-delivery]


the Lean StartUp PIVOT:

Pivot = a change in strategy without a change in vision.
The Pivot as city branding policy

-PIVOT Dublin: the city as a test-bed/ platform for design solutions to local, national
and global challenges. A pivot creates a departure point, a fulcrum, an angle from
which to proceed. It is a step in the process of lining up for the next move. It suggests
success, urgency and decisiveness.

PIVOT sees these challenges and opportunities under four themes, which represent
issues that face all cities.
1. Connecting Cities. This theme is about connecting resources to needs; ideas to
finance; and conversation to action.
2. Making cities Lighter (sustainable)
3. Making cities flow
4. Making cities happy.

[Source: http://www.pivotdublin.com/index.php/vision ]


the Lean as MANAGEMENT POLICY:

Lean Thinking Melbourne (as Local Government policy)
Lean Thinking is an improvement system which focuses on improving the quality,
timeliness and cost of services we deliver from the perspective of the customer.
The system provides: 1. a structure
2. techniques and tools for carrying out improvements.
Goal: to deliver increased satisfaction for our customers and staff.
A continuous improvement model

Definitions & Theories| LEAN STARTUP

the Lean as MANAGEMENT POLICY:

Focus on the end-to-end systemic delivery of services and elimination of waste.
Widely known for its use at Toyota (called the Toyota Production System).
Focus on the end-to-end methodical delivery of services and the removal of non-
value added waste
WASTE = Anything more than the minimum amount of: Process, Labor, Materials,
Space, Equipment, and adds no value to the product or service!

Successful Examples| INTELLIGENT COMMUNITY FORUM (I.C.F.)

The Intelligent Community Forum is: a think tank that studies the economic and social
development of the 21st Century community.
The Intelligent Community Forum is working upon the notion that: for the 21st
Century community, connectivity is a double-edge sword: threatening established ways
of life on the one hand, and offering powerful new tools to build prosperous, inclusive
and sustainable economies on the other.
The Intelligent Community Forum (ICF) seeks to: share the best practices of the
world's Intelligent Communities in adapting to the demands of the Broadband Economy,
in order to help communities everywhere find sustainable renewal and growth.

Successful Examples| INTELLIGENT COMMUNITY FORUM (I.C.F)

DESPITE OF ALL: The implications of Intelligent Cities ought to merge the physical,
institutional and digital space of cities having as intermediary a hybrid architecture of
multiple combinations driven form basic generic categories of knowledge and
innovation [Komninos, Schaffers, Pallot, Trousse, Nilsson, and Oliveira 2008]

Successful Examples| STOCKHOLM

Intelligent Community of the Year 2009: Stockholm, Sweden
“This is a community that has methodically and substantially redefined the
possibilities of urban living and sets an example of how technology can play a role to
enhance economic and social development,” said Louis Zacharilla, ICF Co-founder,
2009

STOCKHOLM: Sweden´s political, cultural and economic center since the 1200s.
Most of the country's head offices and 1/3 foreign-owned companies are located
there. 1/3 Swedish companies is located in the county. high education levels are
(51% of Stockholmers have studied at university levels compared with 35%
nationwide) and average salaries are proportionally higher.
2007 population of : 795.00
2030 expected population: 1.000.000 with parallel increase of the population at
the district of Malaren Valley approximately at 3.5 millions
According the European Innovation Figuratives amongst 208 districts in
Europe, Stockholm holds the first rank with “composite rate” 0.90 /1.00 &
additional high performances in domains of innovation, knowledge intensity,
on end education, patents, services of high technology.
Holds the 1st rank from 2003.

Successful Examples| STOCKHOLM

Stokab , a city-owned company, has started building since 1994 a fiber-optic network
throughout the municipality as a level playing field for all operators. 1.2 million
kilometer (720,000-mile) network / more than 90 operators & 450 enterprises as primary
customers / expected to add 95,000 households to the network. Stockholm’s Mayor has
set a goal of connecting 90% of all households to fiber by 2012.
The most popular digital online services are: Child Care / Student-Teacher Dialogue / Digital
Library / Traffic Management / Telemedicine and e-Health.

2007. Stockholm published Vision 2030: a world-class metropolis offering a rich urban
living experience.

2009. Stockholm has been chosen as the 1st Green Capital of Europe, for the holistic
plan concerning her goal to be the 1st City to be introduced independent of mineral
fuel until 2050

Successful Examples| KISTA

KISTA SCIENCE CITY. One of the world's largest and most rapidly growing ICT clusters
is located just north of Stockholm. Kista Science City is an innovation zone which today
houses more than 1100 businesses, 6000 students and 1000 researchers within ICT.
Starts at the mid of 1970 as satellite city of Stockholm.
In 1975 Ericsson moves into K.S.C
In 1978 ΙΒΜ moves into K.S.C. and from 1985 several small and medium enterprises.
1990 the Municipality of Stockholm undertake the initiative to create the Electrum
Institution in collaboration with private - public sector and universities, having as goal to
improve the knowledge transfer from academic-research society to civil society.
31.000 are the human force working at K.S.C
1.400 enterprises are accommodated in K.S.C.

“Kista Science City is much more than “just” an ICT cluster, it’s a city of science with
a well-planned public environment, with parks, recreation facilities, shopping facilities,
good housing and cultural activities and events, where people can enjoy living, studying
and working. Projects are constantly under way at Kista Science City, enhancing and
improving the townscape in the form of more efficient infrastructure and planning of new
districts.”

Successful Examples| KISTA

Some of the development projects that are ready in the near future are:
2011: Arne Beurlings Square / Sky scraper hotel Victoria Tower / Construction start
office complex NOD / Construction start residential area Kistahöjden
2012: Construction start sky scrapers Kista Torn with apartments and library
2013: Construction start residential area Kista Äng / Construction start new tramway /
Office complex NOD is finished
2014: Kista Torn is finished
2015: Residential areas Kista Gård och Kistahöjden finished
2017: Kista Äng finished & new tramway finished
Development of Kista’s city-like environment is proceeding at a rapid rate. A number
of new construction projects are under way in the area; in addition to the future
landmarks of Victoria Tower and Kista Torn, more housing is being built, together
with new squares that will become meeting places for Kista.

Successful Examples| LIVING LABS (L.Ls.)

European Network of Living Labs (ENoLL) :
international non-profit association - Brussels, November 2006
grew in 3 "waves" reaching 129 L.Ls.(10 outside Europe)
www.openlivinglabs.eu/livinglabs

Living Lab: a cluster/city area hosting a full scale urban laboratory, giving
ground to the invention, prototyping and marketing of new mobile technology
applications.

“user driven open innovation”

Key Innovative Concept: Real time and space participation of the citizen
A L.L. is an ecosystem that allows for the simultaneous evaluation of the social and
technological aspects of innovation, through a Partnerships of Public-Private-Peoples
(PPPP) (i.e.end-users, corporations, citizens, the public sector, NGOs and academia)


L.L.s Promote: DIRECT involvement + collaboration

Real time experimentation beyond that of a simple research field, through
constant interactive tests that give constructive feedback //LEAN STARTUP

Techniques of Real and Digital Space experiments (Innovaro 2009):
1. Virtual Persons/entities
Imaginary characters helping to imagine future people's needs-forms of integrating
products and technology in a future way of life
2. Behaviour Observation
Real time observation defining and understanding unspoken needs and behaviors
3. User Groups
1.000-6.000 members: consulting groups, peer reviews, on-line discussion,
modification proposals
4. Collaborative Design
clients directly involved in the product/service development- design teams formed by
designers, engineers, managers+ clients


L.L. Ecosystem Components:

Broadband infrastructure & innovation:
Cities/clusters become HUBS in the global flow of goods, services, people and ideas.
"Demand" is connected to "Offer" in sectors ranging from ICT technologies to energy,
environment, food, health, tourism, culture, and usually each L.L. has a thematic
orientation.
(e.g.SOLET-eTourism, TRAIL-Technologies for Rurality, Agro Living Lab, Issy-les-
Moulineaux Medialand, LIFENET, Gyor Automotive LL, ESAFrascati Living Lab,
Telemedicine Living Lab, Cyber Care Clinique, RENER-Renewable Energies, Smart-
House LLMadrid, CitySDK, Specifi, Creative Ring etc)

Technological Components & open involvement of the interested parties
ICT Technologies and Digital Space offer the necessary networks and platforms to
render participation and involvement feasible, especially in the case of large groups.
(eg.Crowd-spirit (http://www.crowdspirit.com/), Chaordix (http://www.chaordix.com/),
Ecospace platform (http://www.ip-
ecospace.org/,Cooltownstudios(http://www.cooltownstudios.com/category/placemaki
ng/), Ideascale (http://www.ideascale.com/), PeertoPatent
(http://www.peertopatent.org/)

[source: http://www.openlivinglabs.eu/, http://www.openlivinglabs.eu/news/enoll-strategic-project-involvement,
http://www.openlivinglabs.eu/livinglabs]

Key Components| NETWORKS & TECHNOLOGY

“Lean Smart Cities”: from centralized networks to decentralized or distributed ones

Key factor:
Technology & Technological Research  ICT Companies & Academia


SmartCitizen Project www.smartcitizen.me/en/

A platform to generate participatory processes of the people in the cities. Connecting
data, people and knowledge, it’s objective is to serve as a node for building
productive open indicators and distributed tools, and thereafter the collective
construction of the city for its own inhabitants.
Creation of citizen driven networks based on city environmental values or home
energy consumption. Geolocate your data, manage what you share, with whom and
why.

“after PCs (digital content creation) and Internet (digital content sharing), now
we can be aware of our environment and transform it”


SmartGeometry Clusters
(A)Synchronous Streams (sg2013)
Data collection, interpretation, and manipulation allowing for better understanding of
construction-urban implementation sites, thus responding better to its specificities
Volatile Territories (sg2013)
Using collected data as direct morphological parameters, thusmaking forms
expanding and contracting according to it.
[source: www. smartgeometry.org]

ConnectMe by Ericsson
"Imagine that your body is part of a network – able to transmit information, images
and codes – simply by touching an object".
[source: www.ericsson.com/thinkingahead/networked_society/connected_me]

Datenspiel / Dataplay (+Goethe Institute@Frowntails // Hybrid City Revolutions
Conference) 19-26/5/2013 Athens
4 experimental workshops about networks, data and their invisible flows in the urban
environment, directed by international artists. They will explore/use the city's
electromagnetic fields, to capture and map the city's data body and to propose new
free and independent models for sharing and distributing information.
[source: http://frowntails.blogspot.gr/2013/03/datenspiel-dataplay-eng-version.html ]

Successful Examples| Microsoft

Proof of concept by Microsoft

Proof of Concept can:

find solution that meet the business needs

Ensure that the solution can be deployed successfully

Help enterprise decision-makers arrive at a purchasing decision quickly and
cost-effectively

Introduce Microsoft Dynamics solution to the staff to obtain their acceptance

Provide an initial system configuration that can be carried forward to the next
phases of implementation

Intelligent Transport Proof of concept by Microsoft

Birmingham : UK's first Intelligent City

Bringing together digital media and transport technologies

Information about: traffic congestion, car parking availability, bus scheduling

provides real time location-specific tracking information through one platform

Helps find the quickest and most fuel-efficient routes

information gets constantly updated

applicable for pedestrians and public transport users

linking with many separate information sources

[source: http://www.ibm.com/smarterplanet/us/en/smarter_cities/overview/]

Successful Examples| IBM Smarter City

IBM smarter city solutions

Social programs solutions

Healthcare solutions

Education solutions

Public safety solutions

Smarter buildings and urban
planning solutions

Government and agency
administration solutions

Infrastructure solutions

[source:
http://www.ibm.com/smarterplanet/us/en/
smarter_cities/overview/
http://www-
03.ibm.com/innovation/us/thesmartercity
/?cm_mmc=agus_brsmartcity-
20090929-usbrp111-_-p-_-smcityvan-_-
smcityvan]

Successful Examples| Barcelona 22@

Poblenou: from a mid-nineteenth century vibrant and successful textile sector,
Into ‘the Catalan Manchester’.
2000: 22@Barcelona project transforms the old industrial areas of Poblenou in a
high-quality environment for working, living and learning. An innovative district
offering modern spaces for the strategic concentration of knowledge-based activities.

TOTAL PLANNING AREA: 1.159.626
m² 22@ land.

HOUSING:
. Recognition of the existing 4.614
dwellings
. Creation of 4.000 new state-
subsidized housing units (minimum
25% rental).

INCREASE IN GREEN SPACES:
114.000 m² land.

NEW FACILITIES: 145.000 m² land.

NEW JOBS GENERATED: 130.000.

INVESTMENT IN INFRASTRUCTURE
PLAN: 180 million Euros


22@Barcelona is based on a triple axis:
•urban refurbishment -create a diverse and balanced environment where the different
facilities coexist with state-subsidized buildings, equipments and green spaces.
•economic refurbishment -an important scientific, technologic and cultural platform
transforming Barcelona into one of the most dynamic and innovative cities throughout
the world. Εmphasis on SME, starts ups and entrepreneurs.
•social refurbishment -interrelation among different professionals who work in the
area and the participation of the district's neighbours in the opportunities information
technologies offer.


Barcelona Urban Lab - the city as an urban
laboratory
•Facilitate: Urban Lab acts as a gateway to the City
Council and facilitates internal coordination among
the different areas
•Pilot programs: allows for the creation of pilot
programs but is not a tool to sell products that
already exist on the market.
•Urban impact: pilot programs must demonstrate
an express need to use public spaces, the city
streets
•Pre-market: seeks out innovative solutions to
unresolved needs
•Aligned: The pilot programs must meet the
Barcelona City Council’s real needs and must have
a direct impact on the functioning of the city or on
the services provided by the City Council itself,
benefiting residents.

Successful Examples| CONCLUSIONS

Through the examples we can see Smart Cities being organized as multileveled
urban systems, in which infrastructure and human capacities,
information/knowledge handling institutions and digital networks complete
each-other, improving the capability of mutual problem solving.

They can thus answer to more complex and crucial urban problems like:

1. Competitiveness, growth, productive clusters extroversion (see Singapore
iN2015, L.Ls.,ENOLL)
2. City Environment (see IMB, Smart Cities)
3. City Transport (see MS, Intelligent Transport proof of concept)
4. Security in urban areas (see CISCO, Intelligent Urbanization)

Startup Cities-Smart Cities

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