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Who can move the Construction Industry into the Digital Era

Who can move the Construction Industry into the Digital Era

Governments can, as per McKinsey in their Capital Projects & InfrastructureCapital Projects & Infrastructure, in answer to who can move the Construction Industry into the Digital Era.

Around the world, trillions of dollars are spent each year building skyscrapers, highways, pipelines, schools, and countless other structures, and the resources that could be saved using advanced analytics, automations, machine learning, and other technologies that are available now is staggering. As a primary investor and procurer in infrastructure projects and the shepherd of national economies, governments have a clear incentive to help accelerate adoption within the construction industry.

Governments can lead construction into the digital era

April 2019 | Article By Jose Luis Blanco, Thomas Dohrmann, JP Julien, Jonathan Law, and Robert Palter

New technologies can advance project outcomes in the construction industry. Governments are well-poised to cultivate greater adoption.

An industry notorious for cost and time overruns, the construction sector can capture significant efficiencies by adopting new technologies. While many executives acknowledge the potential of new technology, they often hesitate to risk multi-billion-dollar projects on applications they consider unproven. To create greater value from public and private spending on large capital projects, governments can help clear the path and bring new technologies to bear.

New technologies—advanced analytics, automation, machine learning, and the Internet of Things, for example—have delivered substantial benefits to industries at the forefront of adoption, particularly telecommunications and finance. And while these disruptive forces will eventually wash over every industry, the construction industry still lags.

Digital tools are already available, with $18 billion invested in construction technology between 2013 and early 2018. McKinsey research, however, finds that leaders struggle to adopt these applications—not because of cost concerns or lack of interest, but rather because of insufficient internal processes and risk aversion.

Pressing need for improvement

Using technologies to boost construction productivity can have a profound impact on public and private spending. In the United States alone, expenditures on construction reached $1.29 trillion in 2018, after rising an average of 7.4 percent annually over the previous five years.1 1.US Census Bureau.

The public sector accounts for a significant share of this total. Stripped of residential and private-use projects, construction expenditure on public infrastructure—for instance health care, education, and transportation—reached $334 billion in 2018 (Exhibit 1). Public spending will finance almost 80 percent of these infrastructure expenditures, by our estimates.

Exhibit 1

And the rise in construction spending is unlikely to abate soon. Increased urbanization is creating demand for projects that support denser population centers, such as transportation, power, and sewage. And in the United States, deteriorating public infrastructure must be addressed urgently. McKinsey research found that the country requires an additional $500 billion in infrastructure funding between 2017 and 2035 to meet its estimated requirements.

Amid this growing need, public and private projects have struggled to keep costs and construction times within original projections, especially for complex, high-cost projects. Early adopters have already begun to test new technologies to improve project outcomes. For instance, some companies are using wearable GPS devices or smartphone apps to optimize workflows and resources. Others have begun using virtual-reality systems for supervisors and crew to “walk through” processes to prepare sequencing, identify potential problems, and conduct safety trainings more efficiently.

Governments are well positioned to catalyze change

Despite these early efforts, many companies are reluctant to experiment in untested waters. This is understandable since billions of dollars and corporate reputations are at risk with these projects, and there is no room for do-overs. These hurdles, however, present a prime opportunity for governments to take the lead and break the inertia that slows the construction industry from entering a digital era.

Public expenditures account for a significant portion of non-residential, public-use construction projects, and government agencies work closely with private companies of all sizes to deliver these complex infrastructure projects. Such projects span a wide range of infrastructure, from roads to buildings to sewer systems (Exhibit 2). The government’s purchasing power touches every corner of the construction industry, while its regulatory power allows it to set standards that are most easily met using new technologies or even to mandate their use.

Exhibit 2

Our experience and research suggest five measures available to governments that can be powerful tools in accelerating adoption.

Set bold aspirations

At the outset, governments can articulate bold aspirations for the adoption and use of technology in public sector projects. Beyond increasing awareness, such public aspirations demonstrate the priority given to developing a more efficient construction industry through broader deployment of new technologies.

One approach would be to craft a digital construction strategy that encourages the use of new tools to reduce the time and cost of public works projects. For example, clear targets could be set for the use of pre-fabricated or modular components, enabled by digital collaboration tools such as BIM, that would reduce the instances of rework and change orders.

Some countries have already taken steps on this direction. In Ireland, for example, the National BIM Council published a national strategy for the construction industry in 2017 that included clear digital targets.2 2.National BIM Council, Ireland, Roadmap to Digital Transition for Ireland’s Construction Industry 2018-2021, December 2017. As part of its vision, the council strives to reduce project delivery times by 20 percent, increase construction exports by 20 percent, and cut capital costs by 20 percent, all by 2021 compared to 2018 levels.

Create meaningful incentives

Governments can also use their purse strings and tendering processes to create meaningful incentives for construction companies. For example, public grants could be offered to help companies adopt technologies that aid in project design and execution. National competitions and prizes that reward technology adoption in construction projects can also provide first movers with additional financial support, as well as publicly recognizing the importance of using technology to accelerate and bring down the costs of construction. Similarly, governments may consider publicly supported incubators that allow low-risk testing for new applications.

Further, public contracting agencies can insist that successful bidders incorporate digital collaboration tools into publicly-owned projects. For example, the Tennessee Department of Transportation recently announced it will require prime contractors and designers to use construction productivity software on all its projects, beginning with March 2019 contract awards.

In another example, the UK Infrastructure and Projects Authority estimated that public and private investment in infrastructure projects will total about $780 billion between 2017 and 2027 and pledged “to use its purchasing power to drive adoption of modern methods of construction.”3 3.UK Infrastructure and Projects Authority, Transforming Infrastructure Performance, December 2017. Among the announced measures, five major government departments will weigh offsite construction capabilities in assessing tenders for projects.

Manage risk

In addition to creating meaningful incentives to spur adoption, governments can help reduce the barriers and risks that are unique to these emerging technologies. For example, procurement or acquisition regulations often place a great deal of emphasis on a contractor’s past performance in future source selections. However, contractors that wish to pilot new technologies will not have as much experience or demonstrated cases as those offering traditional solutions. If this is seen as a major disadvantage, it could hinder the use of government procurement processes to encourage the adoption of new technologies. Re-thinking these guidelines to make allowances for emerging technologies, giving them time to establish a foothold, may be crucial to accelerated adoption.

At the same time, governments can consider assuming some of the contractor risks associated with trialing new technologies. In selected projects or portions of projects, for example, governments can offer to reimburse contractors if the new technologies fail to deliver projected savings. Such guarantees may sound bold, but they can be successful if focused on targeted project components, phases, or solutions with substantial long-term savings potential.

Ensure transparency

Measures can also be taken to increase transparency around the costs and progress of public projects. This transparency is supported by digital technologies that provide real-time information on the progress of major projects. In turn, increased transparency creates pressure to complete projects on budget and on time, which becomes easier when new technologies are deployed. The United Kingdom’s infrastructure initiative includes benchmarking tools that track cost and schedule during the life of a project. The system not only follows the progress of individual projects underway, but also assesses the impact of completed projects in their overall asset class, as well as movement toward network goals, such as customer satisfaction and performance, and national goals, such as reduced carbon emissions and economic development.

Ultimately, these benchmarks can be provided on online dashboards that allow the public and other stakeholders to monitor progress, increasing the pressure on construction companies to meet deadlines and costs. For now, like in the United Kingdom, the results of these benchmarking exercises are generally available in annual reports.

Build capabilities

As with most industries, the construction sector will struggle to find the talent needed to use new technologies effectively. Governments can play a dual role in helping to meet this challenge. First, they can invest in training programs that not only build needed capabilities but also provide new opportunities to workers displaced by these technologies.

Singapore, for instance, includes construction in its $3.3 billion Industry Transformation Programme, announced as part of the country’s 2016 budget plan.4 4.Singapore Ministry of Trade and Industry, “Industry Transformation Maps (ITMs),” Oct. 31, 2016. In this effort, the government wants to train 80,000 workers in new construction technologies, such as design for manufacturing and assembly methods, integrated digital delivery, tools that enhance collaboration, and offsite construction, as well as green building capabilities. Structured internships and additional training for recent university graduates are two measures the country is using to reach this goal.

And second, governments can lead by example by building their own internal digital capabilities. Developing these skills—for instance by creating an advanced analytics group—would allow public agencies to use new technologies more effectively in overseeing projects and optimizing maintenance operations and to understand more clearly how new technologies can be deployed broadly in the industry.


About the author(s)

Jose Luis Blanco is a partner in McKinsey’s Philadelphia office, where JP Julien is a consultant. Thomas Dohrmann is a senior partner in the Washington, DC office; Jonathan Law is a partner in the New York office; and Robert Palter is a senior partner in the Toronto office.

Further reading:

  • Seizing opportunity in today’s construction technology ecosystemRead the article

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Ensuring the future of a networked world

Ensuring the future of a networked world

Or as put by Mounir Mahjoubi, author of this article below, @mounir as “Ensuring the next thirty years of a networked world.”

The responsibility for a sustainable digital future

On March 12, 2019, we celebrate the 30th anniversary of the “World Wide Web”, Tim Berners-Lee’s ground-breaking invention.

In just thirty years, this flagship application of the Internet has forever changed our lives, our habits, our way of thinking and seeing the world. Yet, this anniversary leaves a bittersweet taste in our mouth: the initial decentralized and open version of the Web, which was meant to allow users to connect with each other, has gradually evolved to a very different version, centralized in the hands of giants who capture our data and impose their standards.

We have poured our work, our hearts and a lot of our lives out on the internet. For better or for worse. Beyond business uses for Big Tech, our data has become an incredible resource for malicious actors, who use this windfall to hack, steal and threaten. Citizens, small and large companies, governments: online predators spare no one. This initial mine of information and knowledge has provided fertile ground for dangerous abuse: hate speech, cyber-bullying, manipulation of information or apology for terrorism – all of them amplified, relayed and disseminated across borders.

Laissez-faire or control: between Scylla and Charybdis

Faced with these excesses, some countries have decided to regain control over the Web and the Internet in general: by filtering information and communications, controlling the flow of data, using digital instruments for the sake of sovereignty and security. The outcome of this approach is widespread censorship and surveillance. A major threat to our values and our vision of society, this project of “cyber-sovereignty” is also the antithesis of the initial purpose of the Web, which was built in a spirit of openness and emancipation. Imposing cyber-borders and permanent supervision would be fatal to the Web.

To avoid such an outcome, many democracies have favored laissez-faire and minimal intervention, preserving the virtuous circle of profit and innovation. Negative externalities remain, with self-regulation as the only barrier. But laissez-faire is no longer the best option to foster innovation: data is monopolized by giants that have become systemic, users’ freedom of choice is limited by vertical integration and lack of interoperability. Ineffective competition threatens our economies’ ability to innovate.

In addition, laissez-faire means being vulnerable to those who have chosen a more interventionist or hostile stance. This question is particularly acute today for infrastructures: should we continue to remain agnostic, open and to choose a solution only based on its economic competitiveness? Or should we affirm the need to preserve our technological sovereignty and our security?

Photo courtesy of Getty Images/chombosan

Paving a third way

To avoid these pitfalls, France, Europe and all democratic countries must take control of their digital future. This age of digital maturity involves both smart digital regulation and enhanced technological sovereignty.

Holding large actors accountable is a legitimate and necessary first step: “with great power comes great responsibility”.

Platforms that relay and amplify the audience of dangerous content must assume a stronger role in information and prevention. The same goes for e-commerce, when consumers’ health and safety is undermined by dangerous or counterfeit products, made available to them with one click. We should apply the same focus on systemic players in the field of competition: vertical integration should not hinder users’ choice of goods, services or content.

But for our action to be effective and leave room for innovation, we must design a “smart regulation”. Of course, our goal is not to impose on all digital actors an indiscriminate and disproportionate normative burden.

Rather, “smart regulation” relies on transparency, auditability and accountability of the largest players, in the framework of a close dialogue with public authorities. With this is mind, France has launched a six-month experiment with Facebook on the subject of hate content, the results of which will contribute to current and upcoming legislative work on this topic.

In the meantime, in order to maintain our influence and promote this vision, we will need to strengthen our technological sovereignty. In Europe, this sovereignty is already undermined by the prevalence of American and Asian actors. As our economies and societies become increasingly connected, the question becomes more urgent.

Investments in the most strategic disruptive technologies, construction of an innovative normative framework for the sharing of data of general interest: we have leverage to encourage the emergence of reliable and effective solutions. But we will not be able to avoid protective measures when the security of our infrastructure is likely to be endangered.

To build this sustainable digital future together, I invite my G7 counterparts to join me in Paris on May 16th. On the agenda, three priorities: the fight against online hate, a human-centric artificial intelligence, and ensuring trust in our digital economy, with the specific topics of 5G and data sharing.

Our goal? To take responsibility. Gone are the days when we could afford to wait and see.

Our leverage? If we join our wills and forces, our values can prevail.

We all have the responsibility to design a World Wide Web of Trust. It is still within our reach, but the time has come to act.

Mounir Mahjoubi is the French Secretary of State for Digital Affairs.

Top Image Credits: Anton Balazh (opens in a new window) / Shutterstock

Algorithms have already taken over human decision making

Algorithms have already taken over human decision making

By Dionysios Demetis, University of Hull

I can still recall my surprise when a book by evolutionary biologist Peter Lawrence entitled “The making of a fly” came to be priced on Amazon at $23,698,655.93 (plus $3.99 shipping). While my colleagues around the world must have become rather depressed that an academic book could achieve such a feat, the steep price was actually the result of algorithms feeding off each other and spiralling out of control. It turns out, it wasn’t just sales staff being creative: algorithms were calling the shots.

This eye-catching example was spotted and corrected. But what if such algorithmic interference happens all the time, including in ways we don’t even notice? If our reality is becoming increasingly constructed by algorithms, where does this leave us humans?

Inspired by such examples, my colleague Prof Allen Lee and I recently set out to explore the deeper effects of algorithmic technology in a paper in the Journal of the Association for Information Systems. Our exploration led us to the conclusion that, over time, the roles of information technology and humans have been reversed. In the past, we humans used technology as a tool. Now, technology has advanced to the point where it is using and even controlling us.

We humans are not merely cut off from the decisions that machines are making for us but deeply affected by them in unpredictable ways. Instead of being central to the system of decisions that affects us, we are cast out in to its environment. We have progressively restricted our own decision-making capacity and allowed algorithms to take over. We have become artificial humans, or human artefacts, that are created, shaped and used by the technology.

Examples abound. In law, legal analysts are gradually being replaced by artificial intelligence, meaning the successful defence or prosecution of a case can rely partly on algorithms. Software has even been allowed to predict future criminals, ultimately controlling human freedom by shaping how parole is denied or granted to prisoners. In this way, the minds of judges are being shaped by decision-making mechanisms they cannot understand because of how complex the process is and how much data it involves.

In the job market, excessive reliance on technology has led some of the world’s biggest companies to filter CVs through software, meaning human recruiters will never even glance at some potential candidates’ details. Not only does this put people’s livelihoods at the mercy of machines, it can also build in hiring biases that the company had no desire to implement, as happened with Amazon.

In news, what’s known as automated sentiment analysis analyses positive and negative opinions about companies based on different web sources. In turn, these are being used by trading algorithms that make automated financial decisions, without humans having to actually read the news.

Unintended consequences

In fact, algorithms operating without human intervention now play a significant role in financial markets. For example, 85% of all trading in the foreign exchange markets is conducted by algorithms alone. The growing algorithmic arms race to develop ever more complex systems to compete in these markets means huge sums of money are being allocated according to the decisions of machines.

On a small scale, the people and companies that create these algorithms are able to affect what they do and how they do it. But because much of artificial intelligence involves programming software to figure out how to complete a task by itself, we often don’t know exactly what is behind the decision-making. As with all technology, this can lead to unintended consequences that may go far beyond anything the designers ever envisaged.

Take the 2010 “Flash Crash” of the Dow Jones Industrial Average Index. The action of algorithms helped create the index’s single biggest decline in its history, wiping nearly 9% off its value in minutes (although it regained most of this by the end of the day). A five-month investigation could only suggest what sparked the downturn (and various other theories have been proposed).

But the algorithms that amplified the initial problems didn’t make a mistake. There wasn’t a bug in the programming. The behaviour emerged from the interaction of millions of algorithmic decisions playing off each other in unpredictable ways, following their own logic in a way that created a downward spiral for the market.

The conditions that made this possible occurred because, over the years, the people running the trading system had come to see human decisions as an obstacle to market efficiency. Back in 1987 when the US stock market fell by 22.61%, some Wall Street brokers simply stopped picking up their phones to avoid receiving their customers’ orders to sell stocks. This started a process that, as author Michael Lewis put it in his book Flash Boys, “has ended with computers entirely replacing the people”.

The financial world has invested millions in superfast cables and microwave communications to shave just milliseconds off the rate at which algorithms can transmit their instructions. When speed is so important, a human being that requires a massive 215 milliseconds to click a button is almost completely redundant. Our only remaining purpose is to reconfigure the algorithms each time the system of technological decisions fails.

As new boundaries are carved between humans and technology, we need to think carefully about where our extreme reliance on software is taking us. As human decisions are substituted by algorithmic ones, and we become tools whose lives are shaped by machines and their unintended consequences, we are setting ourselves up for technological domination. We need to decide, while we still can, what this means for us both as individuals and as a society.The Conversation

Dionysios Demetis, Lecturer in Management Systems, University of Hull

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Innovation & entrepreneurship ever-increasing role in the MENA

Innovation & entrepreneurship ever-increasing role in the MENA

BIZTECH AFRICA in an article on a forthcoming Smart Cities Summit to be held in Algiers towards the end of this month introduced it as innovation & entrepreneurship ever-increasing role in the MENA region being at the fore-front of development. 

It reads thus:

Innovation and entrepreneurship play an ever-increasing role in growing Africa’s emerging technology ecosystem. According to research by the GSMA Ecosystem Accelerator, over the past two years alone, Africa has seen the number of innovation hubs double. Whilst the big 3 cities – Nairobi, Lagos, Cape Town – have been dominating the Sub-Saharan growth narrative, the next wave of incubators are arriving from new ecosystem cities in North Africa. And the cities driving this growth, Casablanca, Cairo, Sousse and Algiers, are serious about generating sustainable operating models in the fast evolving ICT landscape to overcome core business challenges around viability, future-proofing the business and most importantly, producing continuous success stories.

Funding in North Africa is shifting from relying on public spending

According to the Disrupt Africa Tech Start-ups Funding Report 2017 , funding in African tech start-ups surged 51% to reach $195 million in 2017, as compared to figures of the same period in 2016. When it comes to funding, the majority of Africa’s tech hubs are grant funded by Governments and foundations, however there has been a growth of social ventures and a trend toward for profit and self-funded endeavours to fast track growth.

Rabeh Arezki, Chief Economist for Middle East and North Africa Region (MNA) at the World Bank stated, “When it comes to sustainable funding, African tech hubs tend to focus on demand-driven service models that solve problems and support the specific needs of an ecosystem. To succeed, a modern innovation hub needs to pinpoint a niche in growth areas and deliver that proposition. Key areas ripe for development are start-ups looking at improving Internet infrastructure, payment systems and education. These are the types of businesses we see succeeding.”

Eric Chan, Digital Investment Expert, Xona Partners remarked, ‘What’s important is that we are seeing the gaps in infrastructure that impact technology development, digital entrepreneurship, and innovation closing. What’s powerful is that technology hubs are facilitating the development of that infrastructure. A lot of hubs are driven by forward thinking, young entrepreneurs who are looking to improve their skillset. The hubs are filling those skill gaps which will only continue to progress the development of the local ecosystem in a positive way.’

Algiers has been claiming a highly favourable investment climate and hosting major regional events like the upcoming Global Smart Cities Technology and Investment Summit on June 27-28 2018, where 4,000 smart city leaders from around the world will discuss how smart technology and ecosystems, smart data and sustainability and the Government’s role in stimulating new technology are changing the landscape. Founder of Smart City Algiers, Fatiha Slimani said “Algiers smart city project is in a way our commitment to develop our city based on principles of durability, sustainability and innovation. We’re trying to find solution to what we call – the cascading technology trap – where technology moves way faster than policy makers’ decision making.”

Whilst awaiting this Algiers Smart Cities Summit, we would propose an article’s of Construction Week 2 imbedded videos posted on June 16th, 2018 on what is going on mostly in the Gulf region of the MENA’s east sprinkled with some news arising from Africa.

Smart city concepts are gaining traction in the Middle East.

A study by Report Buyer states that smart city initiatives are gaining traction in the Middle East and Africa (MEA) region due to increasing rates of urbanisation that have been placing pressure on city services. According to the United Nations, the urban population in the region increased from more than 20% in 1960 to about 45% by the end of 2015.

Read Is the Middle East home to tomorrow’s smart cities?

Digital Transformation of all market sectors

Digital Transformation of all market sectors


This article by Anthony Bartolo is about the Digital Transformation of all market sectors using Platforms in the context of the Middle East. Digital Platforms were in their worldwide application been copiously covered up until now. Could this essay published by TahawulTech  be regarded as not only applicable to the Middle East but to the rest of the world.


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Why employee mobility should be a priority for Middle East businesses

There was a time when disrupting the status quo was the way to become a market leader. Now it’s simply a way of surviving. With the rise of the so called ‘platform economy’, it’s not just the likes of Uber and Amazon that are harnessing digital transformation – everyone is ‘moving fast and breaking things’, primarily to stave off competition and stay in business.

 

We have been witnessing technological innovations since the beginning of the 21st century. However, if you thought the past 10 years were disruptive, the biggest transformation is yet to come – especially in the form of employee mobility. Various researches have proved that mobility increases employee satisfaction, and subsequently improves their productivity. It is estimated that by 2022, 42.5% of the global workforce will be mobile.

Employees will be able to work anytime, anywhere, and can use their smart devices for work as much as they use it for leisure. Blue-sky thinking? It’s already happening and smartphones with a network connection or a device that is connected to the Internet of Things (IoT) is the go-to implement for this ‘mobile-first’ workforce.

So how will this mobile workforce shape in the new digital platform economy?

Anthony Bartolo, Chief Product Officer, Tata Communications

Supply isn’t satisfying the demand

With mobility, suddenly employees are liberated from being tied to a physical workplace. Enterprises now have their own social media space, using functionalities such as crowd-sourcing and the shared economy to create new ways of working.

To meet the needs of this rapidly mobilising workforce, CIOs must focus on a mobile platform approach that enables access to a multitude of corporate applications in real time via mobile, irrespective of the location or network.

Yet communications service providers (CSPs) are lagging behind. Although there are about 900 network based mobile CSPs, there is a reticence to expose networks and services to access via application programming interfaces (APIs).

Existing and emerging enterprises are now hungry for that exposure. They want to use that capacity to mobilise their workforce and open up access to a vast range of rich mobile services on a global scale.

There is a way forward

The next step then is to move on from simplistic mobile services – where end users simply send a message or make a call – to something much more sophisticated.

If service providers are prepared to offer more advanced mobile network services, then it’s win-win for buyers as well as sellers. Enterprises will see a significant shift in what’s possible via mobile – be it richer unified communications and collaboration experiences or easy access to cloud-enabled services. Meanwhile, the new business models and services that are created, can give rise to billions of dollars of added value for the mobile industry.

To get there is going to require another shift in thinking, where employers and employees start seeing mobility in the same way they view the worldwide web or cloud today. All apps, content and services should be accessible via mobile, irrespective of location and without the high cost of data roaming.

As the world moves towards 5G, we will see new models being adopted by mobile communications service providers. Mobile services can be delivered in a way that reflects how the worldwide web is constituted – offering a consistent, seamless experience and on a global basis.

The time to deliver is now

Ericsson forecasts that by 2022, we can expect 6.8 billion smartphones subscriptions around the world along with 29 billion connected devices.

Mobile services need to start delivering to this vast market now. And CIOs need to know that they can rely on programmable, borderless mobile services without any of the cost, security or access constraints they face today. The mobile communications platform of the future can serve as an innovation engine for next-generation mobile services, while acting as a powerful new revenue stream for mobile network operators

Citizen engagement vital for Smart City success: Gartner

Citizen engagement vital for Smart City success: Gartner

Citizen engagement vital for Smart City success: Gartner, which according to this firm, is becoming one of the most critical drivers to the success of Smart City initiatives.

The picture above is of INC. Arabia’s article published on May 24th, 2016 and titled Why Morocco Might Just Become The “Smartest” Arab Nation.

“The way forward today is a community-driven, bottom-up approach where citizens are an integral part of designing and developing smart cities, and not a top-down policy with city leaders focusing on technology platforms alone,” said Bettina Tratz-Ryan research vice president, Gartner.

For smart citizens the focus is not just about the use of technologies such as artificial intelligence (AI) and smart machines, but the enhancement of services and experience. Therefore, citizen-government dialogue is a key component that will ensure that the right issues are tackled.

To keep pace with the changing needs of citizens, and the development of new business, cities are now striving to become not just smart, but also innovative. Machine learning and chatbots are being used to engage citizens or assets with their environment. Cities are building business and technology policies to assess the opportunities offered by potentially disruptive technologies like AI for elderly care, autonomous driving or delivery bots. In addition, there are emerging use cases for blockchain for transactions and in record keeping.

Tratz-Ryan also noted that changes in citizen mindsets mean that governments must change their mindsets as well. “Government CIOs today need to look at creating innovation strategies to attract new industries and develop digital skills. They need to look at changing their spatial planning, road infrastructure, data and service management.”

Gartner analysts recommend three key factors CIOs in local government should keep in mind: Firstly, they need to understand the problems that directly impact citizens and apply technology to solve these problems. Then, they have to be mindful of the digital divide and pay equal attention to the issues of citizens with fewer IT skills. Incorporating technologies such as natural-language-powered virtual personal assistants is a step in this direction. Lastly, CIOs need to create open data strategies guaranteeing access to all interested parties in a city. Open data portals allow industries and universities — as well as interested citizens — unencumbered access.

“The key to CIO success is building objectives by developing key performance indicators (KPIs) that detect stakeholder priorities and measure success and impact. The UAE, especially Dubai, is a perfect example of how incorporating these guidelines help in the execution of the of the smart city framework,” said Tratz-Ryan.

By 2020, two-third of all smart city execution strategies will incorporate KPIs to visualise the impact of mobility-related urban services.

“Business strategies must clearly focus on the development of a seamless citizen service experience through digital access to information and government services. While preparing for the World Expo 2020, the Dubai government is focusing on creating thought leadership by implementing the most innovative technologies that create new modes of transportation (Hyperloop), energy generation (in conjunction with Masdar), or health and safety experiences,” added Tratz-Ryan.

 

Source: Citizen engagement vital for Smart City success: Gartner

The World Congress of Smart Cities in Barcelona