GeoVation - Collaboration and User Innovation in Transport
Upcoming SlideShare
Loading in...5
×
 

GeoVation - Collaboration and User Innovation in Transport

on

  • 635 views

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

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

Statistics

Views

Total Views
635
Views on SlideShare
586
Embed Views
49

Actions

Likes
0
Downloads
9
Comments
0

1 Embed 49

http://www.geovation.org.uk 49

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • 80+ people in London and Cheltenham Founded in 1996 by Jonathon Porritt, Sara Parkin and Paul Ekins. It was set up in response to an environmental movement that was mainly finding the faults and pointing the finger. Forum works with organisations to find the solutions to these faults and challenges. And its important to do this in a positive way. If you paint a picture of a future full of doom, gloom & hardship, you demoralise people and incentivise them to do the opposite of what is needed – their natural reaction is to have as much fun now whilst they still can. But if you instead show how the future will be better in a sustainable world (and it should be), and that they can build that world as they want it, then you empower them to act for the better.
  • Shell active Energy companies (biofuels) Food manufacturers may operate in this space with direct association to health Thames Water, sanitation, water testing
  • Env boundaries are the non-negotiable, hard physical parameters that we need to operate in. Social & political conditions are essential to flourishing society eg Arab spring example of how society falls apart without these crucial areas like trust and accountable governance. Economic activities are the means to achieving this, and are central to TSBs activities. All working towards the aim of enabling everyone to live well. Aimed for the right level of detail – comprehensive but everything on one page Holistic, showing how social and environmental factors determine the nature of the economy  Many of us are focused on the ‚how‛ - how to ensure sustainable outcomes; the Framework gives us a chance to step back and look at the “what”, the bigger picture, especially regarding social issues.  We either have a sustainable economy, or we have an unsustainable economy – there is no plan B!  The Framework can be applied to any business proposition , by asking: ‚How is the business building in sustainability?‛ The closer it sits to the boundaries, the riskier it is, now or in the future. The further away it is, the lower the market risk in the long run.
  • Env boundaries are the non-negotiable, hard physical parameters that we need to operate in. Social & political conditions are essential to flourishing society eg Arab spring example of how society falls apart without these crucial areas like trust and accountable governance. Economic activities are the means to achieving this, and are central to TSBs activities. All working towards the aim of enabling everyone to live well. Aimed for the right level of detail – comprehensive but everything on one page Holistic, showing how social and environmental factors determine the nature of the economy  Many of us are focused on the ‚how‛ - how to ensure sustainable outcomes; the Framework gives us a chance to step back and look at the “what”, the bigger picture, especially regarding social issues.  We either have a sustainable economy, or we have an unsustainable economy – there is no plan B!  The Framework can be applied to any business proposition , by asking: ‚How is the business building in sustainability?‛ The closer it sits to the boundaries, the riskier it is, now or in the future. The further away it is, the lower the market risk in the long run.
  • Env boundaries are the non-negotiable, hard physical parameters that we need to operate in. Social & political conditions are essential to flourishing society eg Arab spring example of how society falls apart without these crucial areas like trust and accountable governance. Economic activities are the means to achieving this, and are central to TSBs activities. All working towards the aim of enabling everyone to live well. Aimed for the right level of detail – comprehensive but everything on one page Holistic, showing how social and environmental factors determine the nature of the economy  Many of us are focused on the ‚how‛ - how to ensure sustainable outcomes; the Framework gives us a chance to step back and look at the “what”, the bigger picture, especially regarding social issues.  We either have a sustainable economy, or we have an unsustainable economy – there is no plan B!  The Framework can be applied to any business proposition , by asking: ‚How is the business building in sustainability?‛ The closer it sits to the boundaries, the riskier it is, now or in the future. The further away it is, the lower the market risk in the long run.
  • Env boundaries are the non-negotiable, hard physical parameters that we need to operate in. Social & political conditions are essential to flourishing society eg Arab spring example of how society falls apart without these crucial areas like trust and accountable governance. Economic activities are the means to achieving this, and are central to TSBs activities. All working towards the aim of enabling everyone to live well. Aimed for the right level of detail – comprehensive but everything on one page Holistic, showing how social and environmental factors determine the nature of the economy  Many of us are focused on the ‚how‛ - how to ensure sustainable outcomes; the Framework gives us a chance to step back and look at the “what”, the bigger picture, especially regarding social issues.  We either have a sustainable economy, or we have an unsustainable economy – there is no plan B!  The Framework can be applied to any business proposition , by asking: ‚How is the business building in sustainability?‛ The closer it sits to the boundaries, the riskier it is, now or in the future. The further away it is, the lower the market risk in the long run.
  • Env boundaries are the non-negotiable, hard physical parameters that we need to operate in. Social & political conditions are essential to flourishing society eg Arab spring example of how society falls apart without these crucial areas like trust and accountable governance. Economic activities are the means to achieving this, and are central to TSBs activities. All working towards the aim of enabling everyone to live well. Aimed for the right level of detail – comprehensive but everything on one page Holistic, showing how social and environmental factors determine the nature of the economy  Many of us are focused on the ‚how‛ - how to ensure sustainable outcomes; the Framework gives us a chance to step back and look at the “what”, the bigger picture, especially regarding social issues.  We either have a sustainable economy, or we have an unsustainable economy – there is no plan B!  The Framework can be applied to any business proposition , by asking: ‚How is the business building in sustainability?‛ The closer it sits to the boundaries, the riskier it is, now or in the future. The further away it is, the lower the market risk in the long run.
  • Produced set of cards that explain Why is this boundary important? Where are the key trends and what does it mean for business? Plans to develop an interactive website and supporting resources to make it accessible and easy to use We think it works best as the basis for discussion, getting you think about the implications on what it means for satellite applications, what the sustainability risks and opportunities and what the commercial opportunities? The cards provide a structured starting point for discussions, helping to make connections and challenge thinking They help you understand how everything fits together and how elements of the Framework interact with one another – and to bring out the opportunities available Help business ‘draw’ their role in society and shape their long-term proposition Help reframe what your business is about (by looking at what boundaries/conditions you can draw on/impact) By working through the Framework colloratively you can share and align perspectives Spare copies available…..
  • The SEF is going to be used to help guide decisions in all key areas: in shaping all the Catapults, also being used as a tool when TSB refreshes it’s strategy and designs it’s programme and competitions. Will be applied practically with consortium partners and be integrated into business planning process
  • Interested in your feedback.
  • What we are going to talk about today mostly draws on this report C40 was set up by KL when Mayor of London in 2005 and I implemented as his adviser Based on London’s need to learn Idea is to share knowledge pure and simple, with some hope to also inflect international markets through the combined purchasing power of big city mayors Now led by Mayor of New York, who has provides generous funding through his Foundation, and has merged with Bill Clinton’s Climate Initiative
  • What we are going to talk about today mostly draws on this report C40 was set up by KL when Mayor of London in 2005 and I implemented as his adviser Based on London’s need to learn Idea is to share knowledge pure and simple, with some hope to also inflect international markets through the combined purchasing power of big city mayors Now led by Mayor of New York, who has provides generous funding through his Foundation, and has merged with Bill Clinton’s Climate Initiative
  • Roland
  • Roland Most of the organisations we work with have a competitive landscape that is growing and changing very quickly. And it's safe to say that their competition in the future is increasingly likely to come from leftfield, either from a rising star or from outside of their sector of expertise. Turning this on it's head I therefore also think this means that the next big collaboration opportunity can often come from outside of their sector or field of expertise. These types of collaborations are by definition non-core but have the benefit of being unlikely to cannibalise each others primary business so you can build trust much more easily, and so are more likely to succeed. Therefore I think we all need to develop better peripheral vision to spot those opportunities that crop up in the slipstream. E.g. McLaren and NATS e.g. Paal Smith-Meyer’s work on business development with adjacent markets e.g. Muji Lego collaboration http://www.muji.com/lego/
  • 2
  • The do’s and don’ts The challenges to users and providers
  • AC – Introduce the idea and how the project came about with knowledge of the industry, contact with clients, carbon emissions legislation and as an owner of a business. Value for money...
  • Individuals face many issues when trying to plan a route- (on click) too many places to find an answer
  • Cycle-unfriendly streets put people off cycling Fixing the problems requires political pressure Cycle campaign groups around country provide this Voluntary groups suffer usual problems Systems to manage poor Best practice poorly accessible Add geographical basis High barrier to volunteer entry Liaison with LAs often poor
  • Cars - 404 billion vehicle kilometres (80%) Vans – 68 billion vehicle kilometres (13%) HGVs – 29 billion vehicle kilometres (6%) Buses – 5.5 billion vehicle kilometres (1%) 13% improvement in vehicle efficiency, but 22% more cars gives overall increase of 6% in CO2 emissions over last decade

GeoVation - Collaboration and User Innovation in Transport GeoVation - Collaboration and User Innovation in Transport Presentation Transcript

  • Introduction and WelcomePeter ter HaarDirector of Products, Ordnance Survey
  • ContextRichard Kemp Harper,Technology Lead, Transport and Energy,Technology Strategy Board
  • Taking the bus has never been cooler!Sourced from: http://www.youtube.com/watch?v=75F3CSZcCFs
  • Ideas in Transit – Introduction tothe prospects of user innovationProfessor Glenn LyonsAssociate Dean & Professor of Transport andSociety.University of West of England
  • Policy context forcollaboration and userinnovationAndrew GoodwinStrategy UnitDepartment for Transport
  • A framework for delivering asustainable transport systemNicky ConwayPrincipal Sustainability AdvisorForum for the Future
  • The Sustainable EconomyFrameworkandMobility
  • 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
  • We work with
  • 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?
  • 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. Waste9. Chemical 10. Mobility OUTCOMESpollution 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
  • Sustainable Economy Framework ENVIRONMENTAL BOUNDARIES What are we aiming for? OUTCOMESUniversal and continuous access for current and future generations to the resources and opportunities to live well
  • Sustainable Economy Framework ENVIRONMENTAL BOUNDARIESTo 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
  • Sustainable Economy FrameworkTo 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
  • Sustainable Economy FrameworkAnd 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
  • a set of cards for practical use
  • 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
  • Most of the world’s people live in developingcountries and almost half, with incomes below $2 per day, are excluded from the global economy
  • Mobility systems must workfor rich and poor alike, toensure everyone has accessto goods, services and jobopportunities
  • Climate change ImpactsTransportation 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.
  • There are already 1 billion cars in the world, a figure which is expected to grow to 2 billion in the next 10 yearsLeading cities of the future will plan today to influence lifestyles rather than simply relying on additional road infrastructure and modes of transport.
  • Transport pricing fully reflect the costs of environmental and social impact
  • Unsustainable Sustainable patterns patterns Mobility respects and isIncreasing CO2 emissions within environmentalIncreasing land use boundariesIncreasing noise use Mobility affordable for allLoss of biodiversity Systems are designed forCompeting pressure for the long-termscarce resources High-trust enablesIncreasing obesity collaboration Contributes towards mental and physical health
  • thank youNicky Conway, Principal Advisorn.conway@forumforthefuture.orghttp://www.forumforthefuture.org/project/framework-sustainablewww.forumforthefuture.org | registered charity no. 1040519
  • Open Data and thetransport revolutionPeter MillerCEOIto World
  • Information Marketplaces –The New Economics of CitiesVolker BuscherDirector, Leader,Arup Smart Cities
  • Smart Mobility in our CitiesInformation Marketplaces:the new economics of citiesVolker BuscherDirector | Arup Smart Cities24th September 2012, GeoVation 2012
  • The C40 Cities5 Our Research and our thinking
  • Control Centres Walking & Cycling Traffic Light Priority Real-time Bus InfoWayfinding Journey Planner Emissions Reporting More Sensing Connectivity movement Bus Rapid Transit © Image Copyright Our Research and our thinking
  • Hong Kong AR Arup AR team31 Smart city examples
  • Underground Retail Tesco’s Seoul http://www.dailymail.co.uk/sciencetech/article-2021064/How-buy-groceries-virtual-supermarket--train-platform.html32 Smart city examples
  • C40 city actionsOur Research and our thinking
  • 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
  • Focus on “Soft” and “Hard” infrastructuresSmart Cities Framework
  • A holistic view of data beyond silosSmart Cities Framework
  • Manage information as a strategic assetSmart Cities Framework
  • www.arup.com Information @vbuscher Marketplaces The New Economics of CitiesThe Climate GroupArupAccentureNottingham University
  • 3939
  • Ticketing Systems Deutsche Bahn Touch and Travel uses NFC technology and mobile platforms to enable a convenient and multi-modal travel, information and ticketing service40
  • 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
  • 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
  • Charging Infrastructure The diffusion of electric vehicles in cities will continue to increase demand for tailored charging and parking infrastructures43
  • 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
  • Mobility as a Service Car-sharing services like Car2Go are re-shaping the way mobility services are accessed and consumed45
  • 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
  • Great Place to Live & Work Economic Development Ecological Age Congestion, Environment & Transport System Cost Electrification of bus network•47
  • InformationMarketplacesSmart UrbanMobilityThank Youvolker.buscher@arup.com@vbuscher
  • DiscussionRichard Kemp Harper
  • Exploring User Innovation
  • Situating Innovation inpeople’s everyday livesProfessor Glenn Lyons
  • 52 of Situating Innovation in People’s Everyday Lives Glenn LyonsCentre for Transport & Society, UWE, Bristol
  • 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 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 ofFrom 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 ofImage from: http://www.flickr.com/photos/brandcamp/2240145620/
  • 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 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 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 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 triphttp://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 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 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 planningGfK. Travel Information Services Wave 10 − 8th to 13th March 2007 Department for Transport. UK Department for Transport, 2007
  • 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 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 of In passing – The myth of the ‘prosumer’Reproduced from Jacob Nielson’s Alertboxhttp://www.useit.com/alertbox/participation_inequality.html
  • 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 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
  • Grassroots innovation –motivations, barriers andenablersTracy RossResearch Fellow and Associate DeanLoughborough Design School
  • Grassroots innovation:motivations, barriers and enablersTracy RossLoughborough Design School
  • Overview  Grassroots innovation  The innovators  Motivations  Barriers & Enablers  Implications for stakeholdersLoughborough Design School
  • Grassroots InnovationWhat 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 postingsLoughborough Design School
  • The innovatorsLoughborough Design School
  • Innovator engagement myptpLoughborough Design School
  • MotivationsLoughborough Design School
  • Grassroots innovationMotivations - 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 solvingLoughborough Design School
  • Passion for a cause or interest seat61.comManInSeat61  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 & tipsLoughborough Design School
  • 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
  • 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 individuals travel carbon footprint Smartphone software that detects location, velocity and pattern of the users movements and hence determines mode ‘Historical’ data fed back to users/groups (Android & Blackberry) Carbondiem.comLoughborough Design School
  • Barriers & EnablersLoughborough Design School
  • Enablers and/or BarriersLoughborough Design School
  • Immersion in the problem spaceCourier 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.ukLoughborough Design School
  • Awards, competitions, investment, publicityCarbon Diem  2012 New Cities Foundation AppMyCity! 2007-2010 Finalist UK Government Technology Strategy Board £830k  2012 SmartUKProject UKs Most Innovative Project Leader Mobile Companies shortlist Gartner Research Cool Vendor List  2011 UKTI & ICT KTN Mobile World Nokia Calling All Innovators Judges 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.comLoughborough Design School
  • 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.netLoughborough Design School
  • 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 systemsmbarclay.net/london-bus/ London Bus (iPhone) Loughborough Design School
  • Implications for stakeholdersEnd 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 keyLoughborough Design School
  • Implications for stakeholdersOther 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
  • Implications for stakeholdersRoutes 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 duplicateLoughborough Design School
  • Some final thoughts on a common theme: Crowd-sourced dataLoughborough Design School
  • Crowd-sourced data/informationWhat 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 etcLoughborough Design School
  • Crowd-sourced data/informationWhats 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 itLoughborough Design School
  • Future opportunities for stakeholdersRoles 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 DRTLoughborough Design School
  • Thank you t.ross@lboro.ac.uk www.lboro.ac.uk/ldsLoughborough Design School
  • DiscussionRichard Kemp Harper
  • Open Data, business models,roles, tools, skills and mindsetsRoland HarwoodCo founder 100%Open
  • October 2, 2012 © 100%Open 2012 95Collaboration & User Innovationin Transport – Roland Harwood
  • 02/10/12 © 100%Open 2010 96Opening Up1. 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
  • 02/10/12 © 100%Open 2010 97Collaborative Attributes Appetite Agile & Diversity of Respected & Resilience/ Trust & for Risk Responsive Connections Reputation Persistance Empathy
  • 02/10/12 © 100%Open 2011 98Open 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
  • 02/10/12 © 100%Open 2009 99Lessons Learned Find and engage your top 1%.
  • October 2, 2012 © 100%Open 2012 100Collaborative - E.ONA customer-led innovation programme which was designed and piloted, and thenrolled out cross company with 45,000 customers, to create 8 x £10m propositions.
  • 02/10/12 © 100%Open 2010 101Co-Creative - LEGOLEGO Cuusoo is a social platform where people can submit designs, build a marketbefore investing in production, and receive a 1% royalty when it is produced.
  • 02/10/12 © 100%Open 2010 102Co-Creative - InterfaceInterface are a $1bn carpet company who have a promise – called Mission Zero - toeliminate any negative impact the company may have on the environment by 2020.
  • October 2, 2012 © 100%Open 2012 103Start at the End “Innovation is a U-Shaped Process.” Paul Vanags
  • 02/10/12 © 100%Open 104McLaren & NATSMcLaren’s predictive F1 software allows air traffic controllers to predict how aircraftare likely to act at airports, overcoming costly and dangerous uncertainty.
  • 02/10/12 © 100%Open 105Swatch & Mercedes = SmartSwatch worked closely with Mercedes to develop the hugely popular Smart car usingthe same type of manufacturing strategies and personalization.
  • 02/10/12 © 100%Open 2010 106Cola-LifeColaLife works in developing countries to bring Coca-Cola and its bottlers together toopen up distribution channels to carry ‘social products’ such as oral rehydration salts.
  • October 2, 2012 © 100%Open 2012 107Mostly Open “From what we get, we can make a living; what we give, however, makes a life.” Arthur Ashe
  • October 2, 2012 © 100%Open 2012 108Do’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
  • October 2, 2012 © 100%Open 2012 109Dont’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
  • October 2, 2012 © 100%Open 2012 110Connect the Dots “Connect on your similarities, and benefit from your differences.” Valdis Krebs
  • October 2, 2012 © 100%Open 2012 111Unexpected 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
  • October 2, 2012 © 100%Open 2012 112Cultivate the Edge “The future reveals itself through the peripheral.” J.G. Ballard
  • October 2, 2012 © 100%Open 2012 113Thank YouRoland HarwoodCo-Founder & Partner100%Open | Somerset House | South Building | London | WC2R 1LAPhone: +44 (0)20 78133 1006 | +44 (0)7811 761 435Email: roland@100Open.comWeb: www.100Open.comTwitter: @100Open
  • Execution: Enabling userinnovation to flourish I
  • The GeoVation ChallengeChris ParkerInnovation GroupOrdnance Survey
  • The GeoVation challenge –Facilitating innovative ventures from realunmet needsChris ParkerGeoVation, Innovation Group24 September 2012
  • Supporting external innovation
  • Science & Innovation 2010 Ordnance Survey Seminar:Underpinning innovation with geography The Dos and Don’ts of Opening up DataDo… Don’t…Set out to create Be brave – people may Just release data and Wait for the big budgetcommercial or social do things with the data expect people to or formal process butvalue with data that you dont like understand or create start big things with with it. Publication is small amounts nowMake sure data quality Create relationships not the same asis high between policy officials communication Expect people to and developers interpret the data in theLeverage 21st century Wait for FOI requests, same way you do‘gardening’ - the Aim to reduce FOI put the data out firstwillingness of the workload informally Be technology led, becrowd business led instead Use open source Avoid challenges toPromote innovation software wherever current income streams Focus on part of ausing government data possible system (e.g. the GMsets. Transparency is Be late in releasing data crop solution) but anonly a means to an end Pass on learnings to overarching concept other similar Rely on future (e.g. AgrarianEnhance organisations (local technology to solve Renaissance)communication with authorities) today’s problemsthe public e.g. Hack Expect the communityWarwickshire Invent new business Go straight for the to entirely self-manage models e.g. farming as finished article, useIncentivise developers a service rather than as rapid prototyping Restrict open data to a producer of the IT literate – create David Simoes-BrownCreate a strong external commodities Be put off by the interdisciplinary 100%Open Ltd.community tensions between partnerships confidentiality, data 0207 193 7231Get organised, create a protection and Get caught in the falsemovement around an publishing dichotomy that isissue commercial vs. social
  • OpenData Master Classes
  • Everything happens somewhere – that’s geography!
  • Unprecedented challenges require global thinking….…local action and ………….doing more with less, doing it sustainably, through….
  • ……. collaborative engagement of public, private, civil society and ourselves Government Business Consumer Civil Society..stimulating innovation across all sectors of the economy
  • 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.
  • GeoVation runs challenges to address specific needs within communities, which may be satisfied in part through the use of geography. geography www.geovation.org.ukOrdnance Survey’s external innovation network
  • The GeoVation Challenge is supported by:
  • The GeoVation Processhttp://www.youtube.com/watch?v=XHuk8X-iEYI&feature=youtu.be
  • 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
  • GeoVation Camp - problem focussedNeeds identified throughexpert “PowWow” and Campers groundfed into GeoVation solutions and ventures inCamp identified need
  • INNOVATION = PROBLEM X SOLUTION X EXECUTION
  • inventionINNOVATION = PROBLEM X SOLUTION X EXECUTION
  • assumptionINNOVATION = PROBLEM X SOLUTION X EXECUTION
  • Transport Challenge PowWow 15 people 115 problems 5 themes 24 insights
  • # 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 morebetter bike friendly ‘eco widely used: they make yousystem’ 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.
  • Identifying unmet needs amongst disabled travellers
  • GeoVation Challenge
  • Execution: Enabling userinnovation to flourish IIUser innovation experiences
  • Mission:ExploreDaniel Raven Ellison
  • MySocietyFixMyTransportPaul Lenz
  • A CHARITABLE PROJECT THAT BUILDS WEBSITES THAT GIVE THE PUBLIC SIMPLE, TANGIBLE WAYS TO CONNECT WITH AND IMPROVE THEIR SOCIETY
  • 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
  • liftshareMyPTP (personal travel plan)Bryony Ecclestone
  • 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”
  • 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 easierMy 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
  • Solution myPTP is a unique web, tablet + mobile based application that encourages andenables a variety of users to make informed travel choices for all theirjourneys in real time. myPTP data feeds enable transport operators to know the travel plans ofindividuals so they can maximise the efficiency of their service and tailor theiroffering 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.
  • 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
  • Next StepsCurrently: 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
  • CylestreetsCyclescapeMartin Lucas-Smith
  • Helping cycling groups get more people cycling, more often
  • What’s the problem?Fixing cycle-unfriendly streets needs local pressureLocal voluntary groups face typical difficulties
  • Our solution: Cyclescape Members watch areas Subscribed when issues added Discuss, in geographical context Propose solutions
  • Cyclescape features
  • GeoVation enabled the projectFunding of £27kA new, open-source projectCycling 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.”
  • Where are we now?Cambridge beta-testers: Usage high New people involved Opportunities - change on groundFunding difficulties – ambitious projectLaunch: Cyclenation conference + blog.cyclescape.org
  • AccessAdvisrNeil Taylor
  • “Making DifficultJourneys Easier”… … (the hard way!)
  • 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)
  • 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!”
  • Execution
  • Where are we now?
  • What next?
  • Thank you for your time todayNeil Taylor0115 9886903taylor@accessadvisr.netwww.accessadvisr.net
  • SustainationEd Dowding
  • Speed Dating at GeoVationChallenge winners tables
  • Where next?Collaborative everything?What others are doing
  • Collaborative Everything?http://www.fundacionbankinter.org/en/videos/what-is-fastest-path-to-the-internet-of-thinSourced from: http://www.robinchase.org/content/videos-articles-slides
  • Exploring user innovationfor future mobility –reflections and discussionStephen HartRichard Kemp-Harper
  • Driving Innovation Developing end user innovation Stephen Hart 24th September 2012
  • 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?
  • 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
  • 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?
  • 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
  • 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 ……
  • 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
  • Thank you