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AITEC East Africa ICT Conference (24 Oct12)
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AITEC East Africa ICT Conference (24 Oct12)

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  • 1. A Vision for Smarter Cities in AfricaSeizing the opportunity nowAITEC East Africa ICT SummitOctober 24, 2012 © 2012 IBM Corporation
  • 2. It’s an exciting time for Smarter in Africa  The world is at an unprecedented level of urbanization  Cities contain an increasingly large share of the worlds highly skilled, educated, creative and entrepreneurial population …  … and also can support large-scale networks that absorb and extend innovation  In Africa, the potential is palpable2 © 2012 IBM Corporation
  • 3. There are many different visions of a “smarter city” An Accessible City The Healthy and Safe City The Sustainable Eco-City The Cultural-Convention Hub The City of Digital Innovation The City of Commerce3 © 2012 IBM Corporation
  • 4. As focal points of economic activity, cities are strongly positioned tobenefit from the new talent-intensive economic growth Top cities act as economic activity hubs (size of the bubble – ratio of city share of national GDP to its share of national population, 2009) 30 Lisbon City share of country population, % Sydney Mexico 20 Seoul Paris Brussels 10 Cape Town Beijing Johannesburg New Delhi Shanghai 0 -5 5 15 25 35 45 55 Bangalore Guangzhou -10 City share of country GDP, % Source: UN Habitat 2010, and IBM Global Center for Economics Development analysis4 © 2012 IBM Corporation
  • 5. Links between talent and innovation in jointly driving economicvitality and growth are growing stronger Links between skills, knowledge, creativity and technological innovation contributions to growth Annual average correlation 25 20 Correlation coefficient, rescaled x100 Traditional industries 15 Modern industries 10 5 0 -5 -10 -15 -20 -25 1980s 1990s 2000s 2010s(f)Source: KLEMS data base (2010) and IBM Global Center for Economics Development analysis5 © 2012 IBM Corporation
  • 6. Youth bulge, consumer classand room to grow Projected population 2020 Source: UNSource: McKinsey Global Institute Cityscope 2.0 East Africa Burundi Tanzania Population • Age: 45.8% (0-14), 51.7% (15-64) • Age: 41.4% (0-14); 55.6% (15-64) Structure Kenya Uganda • Age: 42.5% (0-14); 54.8% (15-64) • Age: 49.8% (0-14); 48.2% (15-64) Rwanda • Age: 42.6% (0-14), 55% (15-64) Source: CIA World Factbook6 © 2012 IBM Corporation
  • 7. Attracting, retaining, developing and enabling talent and innovationcan act as a powerful, long-term competitive advantage for cities  Cities, as focal points for economic growth and activity, are best positioned to benefit from the rising importance of talent and innovation There is an urgent need for  Cities are facing intensifying competition globally for talent and innovation as demand for higher quality and more diversified workers is cities to act increasing  Business and businesses go to where the talent is  Over the next 20 years, cities will need to attract, retain, create and enable the right and diverse mix of talents necessary for sustained growth by cultivating: All cities need to grow their talent – a thriving academic and creative culture base – a critical mass of skills and learning – business conduits through which knowledge and innovation flow across all these communities Achieving  Cities that possess the right mix of diverse talent will hold a powerful competitive competitive advantage in the economy based on skills, knowledge, advantage creativity and innovation7 © 2012 IBM Corporation
  • 8. Our world is becoming INSTRUMENTED Our world is becoming INTERCONNECTED All things are becoming INTELLIGENT8 © 2012 IBM Corporation
  • 9. For the first time, CEOs identify technology as the most significantforce affecting their organizations External forces that will impact the organization 2004 2006 2008 2010 2012 71% Technology factors 69% People skills 68% Market factors Macro-economic factors Regulatory concerns Globalization Socio-economic factors Environmental issues Geopolitical factorsSource: 2012 CEO Study, IBM Institute for Business ValueQ1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”9 © 2012 IBM Corporation
  • 10. Societal expectations are shifting with sociotechnical changeSource: IBM Institute for Business Value Source: Forrester Research10 © 2012 IBM Corporation
  • 11. People, and the communities they belong to (business, social,other), are expecting more People and their communities expect … Security Access Opportunity Prosperity ProgressTime Walls, Water, Jobs, Lifestyle, “Place” Roads Energy Education Culture Leaders set conditions for serendipity and deliver …11 © 2012 IBM Corporation
  • 12. We all have the power to know Top 3 factors affecting organizations* (to a large extent over the next 5 years) Information 73% Smarter Smarter Smarter food Smarter Smarter Smarter retail transportation education explosion systems 57% healthcare energy grids 62% Talent shortagess  Public sector 54%  Private sector Shorter time 61% s cycles 57% Smarter Smarter SmarterSource: 2010 CEO Study Smarter Smarter Smarter IBM Institute for Business Value Public Safety government countries water regions cities services management “We will go beyond … to systems that enable humanity to reach its greatest potential for human creativity, innovation and ingenuity.”12 © 2012 IBM Corporation - IBM Global Technology Outlook 2010, Frontiers of IT
  • 13. We all have the power to know Top 3 factors affecting organizations* (to a large extent over the next 5 years) Information 73% explosion 57% 62% Talent shortagess  Public sector 54%  Private sector Shorter time 61% s cycles 57% Source: 2010 CEO Study IBM Institute for Business Value “We will go beyond … to systems that enable humanity to reach its greatest potential for human creativity, innovation and ingenuity.”13 © 2012 IBM Corporation - IBM Global Technology Outlook 2010, Frontiers of IT
  • 14. Here’s where it gets really interesting Role of Information  “See”, “Discover”  Understand, learn Role of ICTs  Define  Prioritize  Low and high-level mediation within and among urban systems  Make choices  Sensing urban system activity  Act / catalyze action  Visualizing, analyzing, optimizing  Measure, evaluate  Transparency among people,  Tell the story government, commerce  New forms of urban infrastructure  2-way interaction beyond portals14 © 2012 IBM Corporation
  • 15. What is a Smarter City?A city, district, metro area or urbanizing region …… with communities of people and organizations / businesses that interact …… using pervasive and integrated information from ICT-enabled urban systems to … Address common issues … … for shared outcomes (examples) (examples) Competing effectively for more diversified and An attractive place in which to live, work, internationally mobile talent play, and thrive Assuring safety and security “Worry-free” mobility Extending urban infrastructure Infrastructure capacity and longevityBalancing today’s growth, tomorrow’s stewardship Sustainable development Increasing efficiency while reducing costs Optimized city services and operations Preserving culture while opening up A modern platform for African voices15 © 2012 IBM Corporation
  • 16. 1. Engaging people to co-define / co- 2. Integrating and leveraging produce “what’s important” in information to make better context decisions Government and Agency Urban Planning   Administration Planning and Public Safety Management Environmental  Central / Citizens Federal government Human Infrastructure Social Energy  and Health and Water City Businesses government Education Transportation3. Coordinating resources to operate 4. Anticipating problems to resolve efficiently and effectively them proactively and manage risk16 © 2012 IBM Corporation
  • 17. Four core systems play a crucial role in attracting and expanding skills and innovation Retain Attract Cities that invest and enable human Cities that can attract mobilecapital must ensure increasingly mobile human capital and innovation human capital stays will gain competitive advantage Enable Create / Develop Successful cities ensure people Cities need to invest in people and make use of skills and abilities, their skills through education,enabling innovation and investment training and learning opportunities in human capital 17 Source: IBM Global Center for Economic Development analysis © 2012 IBM Corporation
  • 18. These core systems make up the enabling environmentSmarter transport Improving educationimproves the delivery and streamliningattractiveness of a city for government serviceshighly skilled, diversified helps cities to supportcitizens and innovation talent-focused growth andintensive businesses enable innovation Better emergency Improving access to response and lower crime patient-centric healthcare helps cities to attract and boosts quality of care and retain skilled people and the attractiveness of a city knowledge intensive for creative and innovative businesses workers18 © 2012 IBM Corporation
  • 19. Leaders can take steps today … 1 Define / Decide what the city’s Smarter brand should be and how it might be experienced 2 Adopt policies conducive to skills, creativity and knowledge- driven growth 3 Understand what you have today and use the information to engage communities and optimize services around them 4 Employ systems thinking in all aspects of planning, design, execution and management 5 Apply the fundamental enabling information technologies to core city systems19 © 2012 IBM Corporation
  • 20. … and chart a path of progress forward INSTRUMENTED INTERCONNECTED INTELLIGENT Unified and interactive response and risk Value Value Proactive management planning and decision making Stakeholder and EXPANDING context relevant operational insight Integrated, EXTENDING trusted information Access to relevant data EMBEDDING EVOLVING EMERGING20 Maturity © 2012 IBM Corporation
  • 21. It’s an exciting time for Smarterin Africa Projected population 2020 Source: UN Source: McKinsey Global Institute Cityscope 2.0 East Africa Burundi Tanzania Population • Age: 45.8% (0-14), 51.7% (15-64) • Age: 41.4% (0-14); 55.6% (15-64) Structure Kenya Uganda • Age: 42.5% (0-14); 54.8% (15-64) • Age: 49.8% (0-14); 48.2% (15-64) Rwanda • Age: 42.6% (0-14), 55% (15-64) Source: CIA World Factbook21 © 2012 IBM Corporation
  • 22. Cities (and regions) in Africa have a profound opportunity toaccelerate and sustain progress in their Smarter journey As cities in rapidly developing economies continue to mature, talent becomes an increasingly valued resource, especially when combined with technological innovation The core systems of a city – transport, government services and education, public safety and health – profoundly influence the quality of life and the attractiveness of a city Smarter Cities continuously strive to create an enabling environment conducive to attracting, retaining, creating, developing and enabling talent and innovation 1. Define / Decide what your Smarter brand should be for your city and how it might be experienced 2. Adopt policies conducive to skills, creativity and knowledge-driven growth 3. Understand what your have today and use the information to optimize services 4. Employ systems thinking 5. Apply the enabling ICTs to core city systems22 © 2012 IBM Corporation

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