Jan Sturesson. Moscow – Russia's Global City
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Jan Sturesson. Moscow – Russia's Global City






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    Jan Sturesson. Moscow – Russia's Global City Jan Sturesson. Moscow – Russia's Global City Presentation Transcript

    • www.pwc.psrc.comMoscow – RussiasGlobal CityMoscow Urban Forum7-9 December 2011.July, 2011Jan SturessonGlobal LeaderGovernment &Public Services
    • Cities of OpportunitiesPwC 2
    • Cities of Opportunity is a highly visible thoughtleadership initiative from PwCCentral thesis: “The morewell-balanced a city is forboth businesses andresidents, the better it willfare”  creating futurewell fare... 3
    • Cities of Opportunity 2011: 26 Cities across 20countries 4
    • Indicator Rankings Indicator Best performing citiesIntellectual capital and StockholminnovationTechnology readiness New YorkTransportation and ParisinfrastructureDemographics and livability StockholmEconomic Clout LondonCost HoustonLifestyle Assets New YorkHealth, safety and security StockholmEase of doing business Hong KongSustainability BerlinPwC 5
    • In 2011, Moscow enters Cities of Opportunity forthe first time, representing Central and EasternEuropeBuilding minds that will build the city Moscow emerges as the leader of the10 developing cities included in this year’s report for intellectual capital andinnovation • Green spaces finishing second only to Stockholm • Tops all 26 cities for small classroom size, an important education variable – the knowledge agenda • Comes in an impressive fourth place in the proportion of its population with higher education degrees • Scores highly on the number of libraries with public access 6
    • The seeds for growing economic clout, Moscow islaying down the foundations for a strongeconomic future…Moscow performs exceedingly well in A number of indicators comparison to the developing cities ended up on the lower end:across a number of indicators deemedcritical to the success of a city, notably: • Demographics & livability • Health • Lifestyle assets • Safety & security; • Technology readiness • Costs • Intellectual capital •Ease of doing business • • Sustainability Well regarding • Capital foreign direct investments • Global 500 headquarters in the city, • Skyline and Tourists 7
    • ObservationsPwC
    • From local to global and from competition tocollaboration, or… Collaborating Society Local • Glocalization Global Approach • Co-opetition Approach Competing Society 9
    • From organizational to territorial focus Territory The new strategic playground for growth and development cross sectors Internal External Control Control Effective service delivery and process improvement Organization
    • Creating a new playground for stakeholdercollaboration - opportunity space Dialogue Enabling University Private Sector City and Creation of regional Supporting prototypes leadership Non-profit Enthusiastic Renewal associations citizens Open attitude
    • Holistic Approach to Resources – The “NewCapitalism”
    • …How manyseeds arethere in anapple… Source: L. EdvinssonPwC
    • A Constant Unique Tall Building…
    • …How manyapples are there in a seed… Source: L. Edvinsson PwC
    • A Constant Unique Low Building…
    • Finally, we need... Higher density of knowledge, innovation and solid relationships domestically and internationally Lower friction in collaboration, communication and between people, stakeholders, cross sectors and cultures Higher frequency and speed in social intelligence, renewal and innovation process in order to create cities of the future ..