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Rapid Adoption rate of digital infrastructure: 5 times faster that any other previous infrastructures such as electricity, telephone etc. Cloud Security Xaas Security
To make a leap forward of this magnitude, we have to refocus, change the lens we’ve been applying to our challenges and ask some new questions…questions about the way our systems are interconnected and our challenges are interconnected.
With such strategic impact on business transformation, the real estate and IT function should be considered earlier in the building life cycle. More than 75% of the lifecycle cost is incurred in the operation stages. The ability to impact the cost in the operation stages in much earlier in the lifecycle process. Historically, building and workplace design do not include IT considerations, and IT design is not dealt with until after delivery of the property. This then is too late to have the opportune impact IT and real estate could have on your business. Combined, however, real estate and IT provide such impact on the way the facility serves the company, the planning and design of the IT and building systems convergence needs to be considered when the ability to impact on the cost and functional design is greatest and where cost of changing the building design is lowest. The further in the lifecycle, it will be not only more expensive to implement the changes; but the impact Connected Real Estate may have on the functionality and operation of your real estate could be lost. This lifecycle and the notion of entering integrated building, workplace, and IT design in the strategy stages does not only work for new developments. Every owner goes through the same cycle for each and every renovation and major renovation activities. Although the ultimate financial impact might be different, it is never to late to consider Connected Real Estate as the investment will pay for itself due to reduced cost in operations and increased productivity and revenue. The red line represents the team’s decreasing ability to affect change in a project as it unfolds and design deliverables are developed and resolved. The green line describes conventional wisdom that, as a project unfolds from design through fabrication to construction, costs of making changes increases dramatically. The red line depicts the critical concept of earliest possible decision making that maximizes ability to affect change, and minimizes the potential cost of design changes (particularly those caused by mis-integration of design information).
Start with Quote: Add #s jobs created, # of business Barcelona voted Europe i Capital http://europa.eu/rapid/press-release_IP-14-239_en.htm
From Vision to Reality: How City Administrations Succeed in the Long Hall: http://www.civic-strategies.com/Adobe/Visionary%20mayors.pdf Borrow from everyone: The most successful mayors are magpies who pick up their visions from conversations and ideas that are already floating around the community. Start with small conversations but expand quickly: Contrary to popular belief, the most successful visions rarely come from town hall meetings or radio call-in shows. They emerge from small gatherings in which thinkers and leaders trade ideas with elected officials. But town hall meetings and neighborhood forums do play a critical role as early proving grounds for ideas. Build from existing strengths: Visions succeed because they “feel right” to people, and that’s generally because they build on an existing asset in the community. The asset may not be readily apparent to all, but once it is pointed out, it becomes obvious. Don’t go public with visionary programs too soon: Once you’ve settled on a vision, spend time planning for its implementation. In particular, identify the four to five greatest obstacles the visionary program will likely face and work hard to reduce them. Otherwise your vision is likely to become a political football. Also, use this time to get “buy-in” from other leaders, including city administrators, city council members and business leaders. You’ll need their support later on. Show how to pay for it: One obstacle all visionary programs face is skepticism about paying for them. Deal with this obstacle first. Begin with the parts of your vision people can most easily relate to: One problem with visions is that they’re, well, too visionary. Make sure yours is marketed on a human scale, with many opportunities for residents and business interests to see how it will improve their lives and livelihoods. Stay focused: Most mayors are remembered for only a handful of things. Make sure that this administration is remembered for its successes, not its failures. The best way to do that is by identifying the two or three things that will be your lasting accomplishments, pour your time and energy into them – and don’t fail.
Smart Connected Cities Cisco Vision & Perspective by Ravinder Pal Singh
Smart Connected Cities
Head : IoE Software
Cisco Vision & Perspective
Ravinder Pal Singh