Your SlideShare is downloading. ×
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
BEST-konferansen 2014 - Greg clark, the business of cities ltd.
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

BEST-konferansen 2014 - Greg clark, the business of cities ltd.

509

Published on

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
509
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
12
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Oslo     Metropolitan  Region   Greg  Clark    February  2014  
  • 2. Overview   Oslo  today  and  tomorrow     Why  metropolis?     How  metropolis?   © The Business of Cities Ltd 2014
  • 3. 2010  metropolitan  populaCon: © The Business of Cities Ltd 2014
  • 4. 2050  metropolitan  populaCon: © The Business of Cities Ltd 2014
  • 5. Where  is  the  money  going?   Top  30  ciCes  for  direct  commercial  real  estate  investment  2010   –  2011   Oslo Stockholm Calgary San Francisco San Jose Los Angeles San Diego Toronto Boston Chicago NEW YORK Washington DC Houston LONDON PARIS Hamburg Berlin Frankfurt Munich Moscow Seoul Beijing TOKYO Shanghai Hong Kong Taipei Singapore Rio de Janeiro >$25bill $10-25bill Sydney Melbourne $4-10bill Source: Jones Lang LaSalle © The Business of Cities Ltd 2014 6
  • 6. Oslo’s  peers:  25  High  quality  of  life   (HQoL)  ciCes   •  Adelaide   •  OSLO   •  Amsterdam   •  Perth   •  Auckland   •  San  Diego   •  Barcelona   •  SeaBle   •  Singapore   •  Berlin   •  Stockholm   •  Boston   •  Brisbane   •  Sydney   •  Calgary   •  Tel  Aviv   •  Cape  Town   •  Toronto   •  •  Copenhagen   Vancouver   •  Frankfurt   •  Vienna   •  Melbourne   •  Zurich   •  Munich  
  • 7. Another  group  of  peers?   Aberdeen   Abu  Dhabi   Brisbane   Calgary   Houston     Hmmmmmm?   © The Business of Cities Ltd 2014
  • 8. Another  group  of  peers?   Stockholm   Copenhagen   Helsinki       Really  ??????????     © The Business of Cities Ltd 2014
  • 9. Oslo’s  peers:  25  High  quality  of  life   (HQoL)  ciCes   •  Adelaide   •  OSLO   •  Amsterdam   •  Perth   •  Auckland   •  San  Diego   •  Barcelona   •  SeaBle   •  Berlin   •  Boston   •  Singapore   •  Stockholm   •  Brisbane   •  Sydney   •  Calgary   •  Tel  Aviv   •  Cape  Town   •  Toronto   •  Copenhagen   Vancouver   •  •  Frankfurt   •  Vienna   •  Melbourne   •  Zurich   © The Business of Cities Ltd 2014 •  Munich  
  • 10. Oslo  in  a  global  context   Among  the  25  most  liveable  ciCes  in  the  world:   •  Above  average  economic  performance,  but  only  the  19th  most  globalised.  (GaWC,   2013)   •  4th  largest  trade  and  tourism  sector  (by  proporCon).   •  2nd  smallest  manufacturing  sector   Per capita income, 1993-2012 (1993=100) 160# Brisbane# 150# Tel#Aviv# 140# Oslo# 130# Toronto# 120# Auckland# 110# 2012# 2011# 2010# 2009# 2008# 2007# 2006# 2005# 2004# 2003# 2002# 2001# 1999# 2000# 1998# 1997# 1996# 1995# 1994# © The Business of Cities Ltd 2014 1993# 100# Cape#Town# Source: Brookings Institution (2012)
  • 11. Amongst  the  HQoL  CiCes….   CompeCCve  ‘middleweight’  ciCes:     ü 1-­‐5  million  metropolitan  populaCon   ü highly   liveable   (top   25   as   measured   in   20   city   benchmarks   on   infrastructure,  life  outcomes,  visitor  percepCon  and  resident  saCsfacCon)   ü diverse  economies   ü aracCve  to  entrepreneurs  and  SMEs   Among  the  25  most  liveable  ciCes,  Oslo’s:     ü economic   structure   most   resembles   Vancouver,   Melbourne   and   Amsterdam.   ü degree   of   global   business   linkages   (79th   globally)   is   closest   to   Auckland   (72nd),  Vancouver  (76th)  and  Brisbane  (80th).   ü economic   performance   (income,   employment)   since   the   recession   is   closest  to  Munich,  Brisbane  and  Vancouver   © The Business of Cities Ltd 2014 Source: Brookings Institution (2012)
  • 12. What  unites  high  quality  of  life  (HQoL)  ciCes?   i.  ii.  iii.  iv.  v.  AracCve  climate,  scenic  assets,  green  and  blue  regions   Comfortable  commute  across  well  connected  regions   AuthenCc  culture  with  strong  sense  of  belonging     High  quality  of  regional  ameniCes   Walkable   and   inclusive   communiCes   -­‐   broad   access   to   housing   vi.  Liveability  has  become  part  of  city  idenCty  and  DNA   vii.  They  compete  on  specialisaCon  and  QUALITY       The  must  seek  scale  through  partnership  and  regional  integraCon   © The Business of Cities Ltd 2014
  • 13. HIGH  QUALITY  OF  LIFE  CITIES  HAVE   GROWING  REGIONAL  POPULATIONS     © The Business of Cities Ltd 2014
  • 14. Oslo:  Global  leader  for  resident  liveability   Quality of life • Top 10 city for all-round prosperity and living standards World’s very best urban infrastructure • Highly effective systems One of the world’s five greenest cities • Renewable energy, green space, efficient building © The Business of Cities Ltd 2014
  • 15. Oslo:  World-­‐class  knowledge  strengths  not  fully   harnessed   Proportion of workforce educated to high level in science, technology and humanities (Eurostat) %" 60" 2001" 2011" 50" Among   world’s   top   10   ciSes  for  human  capital     40" 30" AON, People Risk Index 2013 (low score = better) 20" 0" Singapore" 10" Vancouver" kf u rt" a" Fr an en n Vi nk i" Am st er da m " M un ich " M al m o" Go th en bu rg " He l si Br us se ls" ag en " " pe nh ric h Co Zu Os lo " St oc kh ol m " 0" But could become a more compelling commercial proposition…   • Moderate  risk  of  re-­‐locaSon  for  foreign  firms  (AON  ConsulSng)     • Smaller   high-­‐tech   employment   base   than   Stockholm   or   Helsinki   (Eurostat)   • Behind  Stockholm  and  Vienna  for  producSvity  (UN-­‐Habitat)     Zurich" Boston" Copenhagen" San"Diego" Stockholm" Oslo" Sea@le"" Helsinki" Frankfurt" Auckland" Vienna" Tel"Aviv" 20" 40" 60" 80" 100" Ra#ng&
  • 16. Oslo:  Medium  involvement  in  global  networks   No. of passengers through airports in 2011 •  Fairly  strong  passenger   throughput  given  distance  from   key  markets.   million&& passengers& 35" 30" 25" 20" 15" 10" No. of rotating international meetings (ICCA) 5" Zu ri p e ch" nh ag en " Vi en na " Os lo " Br i sb an St e" oc kh ol m Va " nc ou ve r" Sa n" Di eg o He " l si n Au ki" ck la nd " Co rn e" ou Se a* el b 2012" 160" M 2008" 180" le " 0" 200" 140" 120" •  Room   to   grow   in   the   academic   and  business  conferences  market   100" 80" 60" 40" 20" eg o" Di n" ow n" Sa n" to pe "T ve r" Bo s Ca Va nc ou rn e" " ou ric h el b M lo " " Zu Os ich M He l si oc kh o St pe nh Co ga p Sin Vi en n © The Business of Cities Ltd 2014 un nk i" lm " ag en " or e" a" 0"
  • 17. Oslo:  improving  global  appeal   •  Impressions   of   Oslo’s   reputaSon   just   behind   leading   liveable   European  and  North  American  ciSes,  in  global  top  20.   •  But  Stockholm,  Copenhagen  and  Edinburgh  all  ahead   Top 25 cities by global citizen perception (City RepTrak, 2013) 78# 76# 74# 72# 70# 68# 66# 64# 62# Sy dn e To y# ro n St oc to# kh ol m Vi # en na Ve # ni Flo ce# re Ed nce # in bu rg h# Zu ric h Lo # nd Co pe on nh # ag en Ge # ne v He a# l si nk M i# u Va nich nc # ou ve M r el bo # ur Fr ne# an kf ur t# Os lo M on # Am tre st al# er da m Du # b Ne lin# w #Y or k# P Ba aris # rc el on a Au ck # la nd # Ro m e# 60# © The Business of Cities Ltd 2014
  • 18. Oslo:  business  brand  could  be  clearer   Other  liveable  ciCes  are  viewed  as  amore  synonymous  with  commerce  …   IPSOS-MORI, % of global citizens that identify city as a place to do business, 2013 %" 12" 10" 8" 6" 4" 2" Zu ric h " Be r Sin l i n " ga po re Sy " dn ey " To ro Am nto " st er da m St " oc kh ol m " Bo st on " Os Au lo" ck la Co pe nd" nh a Ca gen " pe "T ow n" Te l"A viv " 0" …despite  an  improving  prospect  for  talent   • Top  10  labour  aracCveness  (TBOT,  2013)   © The Business of Cities Ltd 2014
  • 19. Munich   #  of  ciCes   133   120   Apr-­‐13     50   131   Date   Feb-­‐12   Feb-­‐12   Euromonitor  top  city   desCnaCon  rankings  2011   69   Feb-­‐12   City  Reptrak  Top  Line  Report   50   Feb-­‐13   Feb-­‐12   EIU/CiCgroup  Hotspots,   'Global  Appeal'   120   Date   EIU/CiCgroup  Hotspots,   'Social  and  Cultural   Character'   Jul-­‐12   Global image and brand AON  People  Risk  Index   Dec-­‐12   QS  Best  Student  CiCes   Feb-­‐12   EIU/CiCgroup  Hotspots,   'Human  Capital'   UN  State  of  the  World's   CiCes  'Infrastructure   Index'   #  of  ciCes   Mercer  -­‐  Top  CiSes  for   Infrastructure   Date   2thinknow  ConsulCng   InnovaCon  CiCes  Global  Index   EIU  Hotspots  -­‐  'Physical   Capital'   Infrastructure Innovation and Talent Sep-­‐12   Jan-­‐13   120   120   100   100   Vienna   11   10   2   31   #  of  ciCes   2   Munich   6   Vienna   3   30   5   38   Amsterdam   16   7   41   26   16   42   1   72   12   51   100   13   Vancouver   1   9   Oslo   2   18   1   Zurich   72   7   7   14   Vancouver   Zurich   2   24   1   Stockholm   16   27   27   16   Munich   Vienna   2   16   9   Vancouver   35   22   31   9   Zurich   1   18   17   Stockholm   1   18   10   Amsterdam   9   28   36   19   Stockholm   22   27   9   Amsterdam   1   23   10   Oslo   38   6   19   Oslo   45   46   5   Auckland   25   43   18   Tel  Aviv   28   59   49   Auckland   45   71   24   Adelaide   37   Brisbane   85   Brisbane   37   Auckland   91   21   Cape  Town   119   40   Tel  Aviv   44   © The Cape  Town   Business of Cities 28   90   Ltd 2014 Adelaide   Brisbane   22     42   32   Adelaide   35   Cape  Town   29   80   64   72   Tel  Aviv   57   67   89   63  
  • 20. Oslo:  overall  benchmark  assessment   Business  and  Finance   Knowledge  economy   Image/Brand   Quality  of  Life   Environment  and   Sustainability   Culture  and  diversity   Costs,  wages  and   Affordability   Transport  and   infrastructure   © The Business of Cities DesSnaSon  Power   Ltd 2014 ✓     ✓✓     Global  firm   links     R&D   ✓       ✓     Financial   services     FDI   ¢   Qualified   Workforce   ✓✓       ✓✓✓   HE   insStuSons   ✓   Entertain-­‐ ment   ¢   Health  and   Security   ✓✓✓   Land  Use,   Waste  and   Water   ✓     ✓✓   ✓✓✓     Liveability     CO2   ✓✓✓   ✓✓✓     PolluSon   ✓✓ ✓   ✓✓ ✓   ¢     ✓   ✓✓✓   ✓     Net  Income     Transport   No.  of   visitors   ✓✓     ✓✓✓       ✓     Affordability   Core  infra-­‐ structure   Internat-­‐ ional  links   ✓   ✓✓✓     ✓   Events  and   meeSngs   ✓  
  • 21. What  the  world  thinks  about  Oslo   “Tucked  away  in  the  corner  of  Europe,  Oslo  with  its  thick  winter  jacket  on   seems   far   from   the   cultural   and   intellectual   pulse,   but   again   you   would   be  surprised…  As  a  city  to  live  in,  Oslo  has  two  compeCng  traits.  In  part  it   is   entrepreneurial   and   vibrant,   parCcularly   in   its   eastern,   immigrant   quarter.  At  the  same  Cme  it  is  the  quintessenCal  urban  expression  of  the   square-­‐formed  social  democraCc  1970s:  a  city  that  thinks  it  knows  beer   than  you  which  way  is  North.”   The  Economist,  2012   “These   days,   the   most   appealing   areas   in   the   famously   expensive   Norwegian   capital   lie   on   the   periphery   of   the   city   center,   in   its   newly   trendy   neighborhoods   —   hip   Grunerlokka   to   the   northeast,   glamorous   Tjuvholmen  to  the  southwest  —  and  beyond,  in  the  glorious  landscapes   of  the  Oslo  Fjord  and  the  sprawling  northern  forests.  ”   New  York  Times,  2013     “Compared  with  the  other  Nordic  capitals,  Oslo  has  never  been  much  of   a  tourist  desCnaCon…But  there  are  [now]  compelling  reasons  to  visit  the   Norwegian  capital.”   Financial  Times,  2013   © The Business of Cities Ltd 2014
  • 22. What  must  Oslo  do?   i.  Have  a  plan  for  scale   ii.  Organise  the  region   iii.  Plan  for  populaCon  growth   iv.  Build  the  business  brand  and  story   v.  Develop  clear  economic  strategy   vi.  Talent  aracCon  and  retenCon   vii.  Tell  world  why  you  are  relevant  with  one  big   story   © The Business of Cities Ltd 2014
  • 23. OSLO  NEEDS  TO  BE  A  METROPOLIS   © The Business of Cities Ltd 2014
  • 24. Metro  Regions:   CiCes  outgrow  their  boundaries   Metropolitan  Areas  offer:   •  Scale   •  Clout   •  ProducCvity   •  Visibility   •  Diversity   •  Coherence     But  only  if  they  are  organised.  Growth   management  or  growth  mis-­‐managment.   © The Business of Cities Ltd 2014
  • 25.  Metro  Markets   © The Business of Cities Ltd 2014
  • 26. Some  Recurring  Themes…..     CiSes  of  the   Future   Audi   Deutsche   Bank   Microsoa   Atkins   GDF  Suez   Sustainability   /  Eco-­‐CiSes   Siemens   GE   Arup   Bombardier         Global  CiSes   JP  Morgan     Aecom   AT  Kearney     © The Business of Cities Ltd 2014 Liveability   Mercer   Monocle   Grosvenor     Smart  CiSes  +   Networks   Cisco   Ericsson   IBM   Cap  Gemini   Bird  +  Bird  
  • 27. Three  metro  governance  opCons     1.  ConsolidaCon  of  municipaliCes:  Auckland,   Toronto.   2.  CreaCon  of  2  Cer  authoriCes:  Singapore,   Miami.   3.  Closer  collaboraCon  between  municipaliCes:   Amsterdam,  Manchester.     © The Business of Cities Ltd 2014
  • 28. rd  Cycle  Dynamics   3 2nd  cycle   Assets   1st  Cycle   Projects  &  Physical  Renewal   ProacCve  city  brand   Tourism   © The Business of Cities Ltd 2014 Strategic  plans   Specialist  Agencies   New  funding  tools.   Programmes   Economic  space.     3rd  cycle     Managing  growth   Shaping  the  future   PPPs   Metropolitan  sphere   Broader  leadership   Integrated  brand   4th  Cycle   Managing  success   at  the   internaCatonal   scale  
  • 29. Comparing  the  opCons   Metropolis  off.   •  Sectoral  policies  lead   •  Autonomous  bodies   •  Hierarchical  system   •  SpaCal  variaCon   •  Low  co-­‐ordinaCon   equilibrium.   •  Tax  and  transfer  payments   © The Business of Cities Ltd 2014 Metropolis  on.   Integrated  planning   Cross  cutng  objecCves   Networked  governance   SpaCal  cohesion   Cross  cutng  projects   High  co-­‐ordinaCon  equilibrium   Financial  innovaCon  and   leverage    
  • 30. Metropolis  Off  or  On  ?   Metropolis  Off     •  Vienna   Metropolis  On     •  Milan   •  Stockholm   •  Berlin   •  Amsterdam   •  Sydney   •  Melbourne   © The Business of Cities Ltd 2014 •  Barcelona  
  • 31. Barcelona  Metropolitan  Area   •  36 municipalities •  Population of 3.15 million •  Metro Area created by legislation in 2010 © The Business of Cities Ltd 2014
  • 32. Barcelona  Metropolitan  Area  (AMB)   AMB:  Union  of  MunicipaliCes    Transport  Authority    Environmental  Authority   PEMB:  The  Strategic  Metropolitan  Plan  of  Barcelona  –  Vision  2020     -­‐ Launched  at  same  Cme  as  Metro  Area  was  created  by  law   -­‐ Vision:  consolidate  AMB  as  one  of  the  most  aracCve  and  influenCal  European  regions  for   innovaCve  global  talent  by  2020   -­‐ Growth  strategy  and  prioriCes:     – Extend  port  capacity,  boost  connecCvity  to  NW  Europe  +  Iberian  Peninsula   – Improve  visibility  for  design,  media,  food,  biotechnology,  energy,  sustainable  mobility.   Barcelona  Global   • Private,  independent  civil  society  plaworm  –  made  up  of  200  of  region’s  business  leaders   • Develops  and  implements  pracCcal  soluCons  to  improve  overall  compeCCveness     • Aim:    to  make  Barcelona  one  of  the  most  aracCve  ciCes  in  the  world  for  business  and  talent.   • Responsible  for  city-­‐region’s  brand  management   • Collaborates  and  works  with  PEMB   © The Business of Cities Ltd 2014
  • 33. Stockholm  Business  Region   •  Stockholm City plus 49 surrounding municipalities •  3.6 million inhabitants © The Business of Cities Ltd 2014
  • 34. Stockholm  Business  Region   •  Stockholm  -­‐  The  Capital  of  Scandinavia     –  Shared  brand  name  for  the  Stockholm  region   –  CommunicaCon  of  scale   •  Stockholm  Business  Region  Development     –  Official  investment  promoCon  agency  for  region   –  Responsible  for  markeCng  and  provision  of  informaCon,  advice  and   assistance  to  investors  and  companies   •  Goals   –  to  become  the  leading  sustainable  growth  region  in  Europe   –  to  become  the  world’s  most  innovaCon  driven  economy  by  2025   •  Results   –  Region  receives  43%  of  foreign  investment  in  Sweden   –  Stockholm  ranked  No  1  in  European  CiCes  and  Regions  of  the  Future,  fDi   Intelligence  2012/2013   –  Ranked  No  5  of  in  CiCes  of  Opportunity  2012,  PWC   © The Business of Cities Ltd 2014
  • 35. Amsterdam  Metropolitan  Area   •  Informal collaboration of 36 municipalities, 2 provinces (North Holland and Flevoland), and the Amsterdam City Region.  •  ~2.4 million inhabitants •  Comprises the ‘North Wing’ of larger Randstad region •  The story of the 35 Deputy Mayors…..
  • 36. Amsterdam  Metropolitan  Area   Regional  agreements  have  been  put  in  place  concerning  traffic  and  transport,   the  economy,  urbanisaCon,  landscape  and  sustainability   • Amsterdam  Economic  Board  (est.  2011)     –  Encourages  cross  sector  collaboraCon;  provides  informaCon  and  support  on   business,  finance  and  housing   –  Focuses  on  8  regional  clusters:  CreaCve  industry;  logisCcs;  financial  and   business  services;  flowers  and  food;  ICT/  e-­‐Science;  Tourism  and  ConvenCons;   Life  Sciences  and  Health;  High  Tech  Materials   –  Members  =  CEOs,  scienCsts,  academics  and  public  sector  representaCves   –  Funded  by  government,    industry  and  knowledge  insCtuCons   • Goal   –  To  be  in  top  5  European  metro  regions,  and  thereby  secure  a  posiCon  as  a   global  business  hub,  and  a  hub  of  commerce,  people  and  informaCon   • Results   –   #1  place  in  Europe  for  tech  start-­‐ups  in  2011     –  #1  EIU  Hotspots  ‘Physical  Capital’   –  #6  Worldwide  for  Livability  (Global  Power  City  Index)  
  • 37. Berlin     Berlin-Brandenburg Region: •  6 million people •  30 000 square km •  Geographic Heart of the EU © The Business of Cities Ltd 2014
  • 38. Berlin   Helmut  Kohl’s  vision  of  ‘New  Berlin’  +  explosive  growth  post  1989  –  not  realised.     Why?     • Partly  because  of  intense  compeCCon  from  Brandenburg  region  –  especially  for   housing  and  retail  investment.    Use  of  zoning  and  tax  incenCves.     • ‘Blockades’  from  wider  region  prevented  infrastructural  development  e.g.  Berlin   –  Brandenburg  airport  delays   • CompeCCon  lead  to  a  degree  of  hollowing  out  of  centre  +  suburbanisaCon  of   people  and  business     3500000     3450000     3400000   3350000     3300000   3250000     Berlin  –  PopulaCon  Growth  Before  and  A•er   1989   Brandenburg  MunicipaliCes  –  PopulaCon  Growth   Before  and  A•er  1989   900000   880000   860000   840000   820000   800000   3200000   780000   3150000   760000   3100000   740000   3050000   1980   1985   1991   © The Business of Cities Ltd 2014 1993   1995   1998   720000   1980   1985   1991   1993   1995   1998  
  • 39. Berlin  /  Brandenburg  –  why  did  they   compete  not  collaborate?     •  Sociological  factors  -­‐  Cold  War  years  isolated  Berlin  from  its   periphery;  deep  seated  city-­‐suburb  antagonisms  and  mistrust;   East/  West  rivalries   •  Planning  regions  radiaCng  out  from  Berlin  fragmented  the   metropolitan  area   •  1996  referendum  on  administraCve  ‘merging’  of  Berlin  +   Brandenburg  -­‐  populace  voted  NO     •  OrchestraCng  the  global  city  promoted  an  inward-­‐oriented   perspecCve  in  Berlin’s  poliCcal  and  business  elite:  ideas  to   develop  a  regionalist  strategy  largely  resisted   •  Fiscal  system  of  populaCon-­‐based  and  business-­‐tax-­‐generated   local  revenues  encouraged  compeCCon  rather  than   collaboraCon   © The Business of Cities Ltd 2014
  • 40. Grande  Milano   •  7 million inhabitants •  Strong urban core (city of Milan, 1.2 million inhabitants) with large suburban hinterland.
  • 41. Milan   Milan’s  global  posiCon  has  slipped  since  its  industrial  heyday,  when  it  could   count  itself  as    Europe’s  3rd  City.    Now  it  is  globally  ranked  anywhere  between   #  11  (GaWC  World  CiCes)  and  #47  (EIU  Hotspots)   Why?     • Milan  has  sprawled  to  merge  with  a  wider  industrial  region.     • The  new  metro-­‐region  is  highly  fragmented  with  a  three-­‐Cer  administraCve  system:   248  municipaliCes,  the  Province  of  Milan  and  the  Region  Lombardy.     • Poor  co-­‐operaCon  between  municipaliCes  and  city  has  led  to  few  concrete   collaboraCve  projects.     • Public  infrastructure  and  services  have  not  kept  pace  with  the  need  for  linkages   across  the  enlarged  metro-­‐region.     • Housing  shortages  and  poor  suburban  public  transport  provision  have  lead  to   liveability  bolenecks  –  direct  impact  on  the  region’s  ability  to  aract  talent.     © The Business of Cities Ltd 2014
  • 42. © The Business of Cities Ltd 2014 Vienna   •  Vienna’s  hinterland  is   spread  across  4  countries:   Austria,  Czech  Republic,   Slovakia  and  Hungary     •  4  different  languages   •  Overlap  with  other  ciCes   esp.  BraCslava  –  only   60km  apart     •  >  6.5m  people   •  EU  Interreg  III  project  –   Centrope  –  to  establish   formal  mulCnaConal   region  from  2003  
  • 43. Vienna   Vienna  is  a  world  leading  metropolis:  long-­‐term  global  leader  in  Quality  of  Life  +  new   strengths  emerging  as  a  Green  and  Smart  city.   BUT  wider  metro-­‐region  has  not  benefied  from  Vienna’s  success.     Why?     • Metro  region  encompasses  4  different  countries  and  languages  –  pracCcal  barriers   • Total  dominance  of  powerful  Vienna  has  lead  to  co-­‐operaCon  failures   –  By  far  largest  city  (1.6m  ppn  to  next  biggest  BraCslava’s  430,000)   –  20%  of  region’s  populaCon  but  46%  of  R&D  personnel,  37.3%  of  students   –  Eastern  regional  municipaliCes  have  new  and  relaCvely  unstable   administraCve  structures,  insCtuConally  unprepared  for  cross-­‐border  co-­‐ operaCon     •  Issues  with  Centrope  project   -­‐  Underorganised.  Lile  done  to  promote  clusters  /  interacCon  between  firms   in  industries  spanning  naConal  boundaries  e.g.  ICT,  biotech,  automoCve   -­‐  Decision  making,  financial  flows  and  implementaCon  in  hands  of  the   Austrian-­‐only  steering  commiee  and  consorCum     -­‐  Eastern  regions  have  limited  resources  available  for  full  parCcipaCon   © The Business of Cities Ltd 2014
  • 44. Regional Strategic Planning © The Business of Cities Ltd 2014
  • 45. Why  do  ciCes  do  strategic  planning?  TacCcs   i.  ii.  iii.  iv.  v.  vi.  vii.  viii.  ix.  x.    Tackle  short  termism  –     Integrate   Governance  –     Influence     Advocate     Engage     Leverage     PrioriCse   Promote  the  future  –     IdenCfy  catalysts   © The Business of Cities Ltd 2014
  • 46. IdenCty,  Vision,  and    Metro  Brands   Visitor   Brand   Innovator  /   Leader   Brand   © The Business of Cities Ltd 2014 IdenCty   IntegraCon   CiCzen   Resident   Brand   Investor   Business   Brand  
  • 47. Regional  Brands   Brand  family:     i.  An  aack  brand     ii.  Sub  brands  (geographies,  market  segments,  themes)   iii. Works  with  local  brands  (‘an  overbrand’  ).     Greater  Manchester     Barcelona   © The Business of Cities Ltd 2014
  • 48. Manchester     •  •  •  •  MarkeCng  Manchester  –  promoCon  agency  for  the  Manchester  city-­‐region   (naConal  and  internaConal)   Looks  to  :     –  Develop  the  Manchester  brand,  focussing  on  contemporary  and  tradiConal   strengths  of  the  city-­‐region's  culture.   –  Increase  visitors  through  the  creaCon  of  a  world-­‐class  events  programme.   –  PosiCon  Manchester  as  a  gateway  to  the  NW  and  an  alternaCve  gateway  to   Britain.   –  Further  establish  the  city  as  one  of  Europe's  leading  business  desCnaCons.   –  Develop  tourism  infrastructure.   Visit  Manchester  is  the  tourist  board  for  the  city-­‐region  and  a  division  of  MarkeCng   Manchester   Example  Projects   –  HosCng  of  Soccerex  European  Forum  2013  –  networking  event  for  football  industry.   –  Presence  at  MIPIM,  Cannes   © The –  CreaCon  of  a  new  image  and  media  bank  for  the  city.     Business of Cities Ltd 2014
  • 49. Barcelona   Barcelona  Global  -­‐  responsible  for  the  city-­‐region’s  brand  protecCon.     Currently,  Barcelona  brand  well  known  in  tourism  and  leisure  sectors.  But  much   weaker  in  business.    Barcelona  Global  intends  to  address  this.     AcCviCes:     •  Trademarking  of  ‘Barcelona’  as  a  ‘collecCve  brand’   •  AcCve  protecCon  of  the  Barcelona  trademark.   •  CreaCon  of  a  private-­‐public  Barcelona  brand  management  agency:  Barcelona   Growth  /  Barcelona  Creixement.     •  Monitoring  the  evoluCon  and  impact  of  the  city  brand  in  its  target  markets   •  •  © The Business of Cities Ltd 2014 •  PromoCng  a  storytelling  approach  to  the   Barcelona  brand,  in  order  to  make   Barcelona  a  global  centre  for  business.   •  Setng  up  a  Barcelona  Business  Council   made  up  of  major  companies  in  the  city-­‐ region  that  want  to  contribute  to  the   improvement  of  Barcelona’s  posiConing.  
  • 50. Regional  Advocacy   •  The  Capital  City  Region  in  a  NaCon  State   Problem.   •  How  to  get  NaConal  Government  on  your   side?   –  New  common  regional  story.   –  Focus  on  opCmising  contribuCon  to  naCon.   Evidence.   –  Build  links  to  other  regions.     © The Business of     Cities Ltd 2014      The  Dublin  Story…….  
  • 51. Regional  InsCtuCons   Get  region  governance  right.     Then  consider:     Regional  Business  and  Civic  Leadership     Regional  Economic  Agency   Regional  Leadership  Board       © The Business of Cities Ltd 2014
  • 52. 7  Secrets  of  Regional  Success   i.  ii.  iii.  iv.  v.  See  the  big  global  trends.  MetropolitanisaCon.   Focus  on  the  real  compeCCon,  not  the  neighbours.   Manage  and  shape  growth  acCvely.   Get  NaConal  Government  on  side.   Think  and  act  for  long  term,  big  impact   intervenCons.     vi.  A  leadership  role  for  all  leaders.   vii.  Clear  mechanisms  of  affiliaCon  for  all.   © The Business of Cities Ltd 2014

×