La especialización de los servicios empresariales para la transformación de las ciudades smarts


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EOI · 2/10/2013 ·
D. Carlos Vergara González, Responsable de Sostenibilidad de Accenture (España)

Foro Tikal: I Foro de Tecnología, Innovación y Conocimiento de América Latina (Palacio de Ferias y Congresos de Málaga)
Primer Foro de Tecnología, Innovación y Conocimiento de América Latina

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La especialización de los servicios empresariales para la transformación de las ciudades smarts

  1. 1. 16:00-17:00 h. Mesa redonda. PROYECTOS DE EMPRESAS EN SMARTCITIES “La especialización de los servicios empresariales para la transformación de las ciudades smarts” D. Carlos Vergara González, Responsable de Sostenibilidad de Accenture (España)
  2. 2. Accenture Intelligent Cities 2013, October 2nd
  3. 3. Definition of an Intelligent City A City that embeds technology into its design and operation •Enhanced sensing and control •Harnessing the potential of data •Technology driving social, economic and environmental value (e.g. carbon emissions reductions) A City that integrates across multiple infrastructure layers & drives new insights •Information exchange between infrastructure layers (water, waste, energy, transport…) •Economies of scope and scale across industries •Integrated strategies and roadmaps A City that focuses on service provision for its citizens and business •Systematic focus on the suite of services offered •Driven by the target human capital •Meeting needs of citizens and business A City using an innovative public & private sector collaboration model •A collaborative ecosystems of partners •Service delivery model innovation •Innovative sources of financing IMPROVED SUSTAINABILITY OUTCOMES Copyright © 2013 Accenture All rights reserved. 4
  4. 4. Challenges to achieving scale There are a number of challenges that need to be addressed to realise the Intelligent City ‘vision’ at scale No clear vision No clear vision Missing economies of scope and scale Siloed governance structures Poor communication of value Lack of business model innovation Urban planning led by the physical Copyright © 2013 Accenture All rights reserved. 5
  5. 5. Intelligent Cities Offering Portfolio
  6. 6. Some relevant Case Studies New York Guadalajara Singapure Safe City Testbed Toronto Presto Card Copyright © 2013 Accenture All rights reserved. Yokohama 7
  7. 7. NYU 311: Citizen Information Center Unlike many technology projects, NYC 311 is about fundamentally transforming the way in which the city operates Project Background •Vision was to align existing systems and processes to make it easier for residents to interact with city agencies to receive information, file complaints and resolve issues •Citizens in need of government assistance faced more than 4,000 entries on 14 pages of the New York City Phone Book •More than 40 city agency call centres and hotlines fielded inquiries regarding a vast range of services Accenture’s Role • City Service Identification: Worked closely with the city’s different government agencies to develop a searchable knowledge base and taxonomy of city, state and federal government services • Customer Service Centre Design and Build: Efficiently designed and built the new, integrated service centre and 311 hotline; introduced a host of new operational processes • Service Integration: Rolled-out 311 to more than 100NYPD precincts to help resolve citizen’s “quality of life” complaints. • Online Implementation: Launched “311 Online” Copyright © 2013 Accenture All rights reserved. 8
  8. 8. NYU 311: Citizen Information Center
  9. 9. Singapure Safe City Testbed Over a period of 15 months, the government agencies and consortia will work closely to build and test solutions to enhance the agencies’ operational capabilities and optimize the use of resources. Face complex public safety and security challenges due to their population density and high volume of incidents occurring daily. It is therefore vital for the relevant authorities to be able to utilise information optimally to perform situational assessments and respond effectively with the necessary measures. The Safe City Test Bed aims to enhance innovation capacity in industry to create new solutions which enable government agencies to integrate information and sensors in an automated manner, and derive analytical insights all in real-time. These capabilities, built on top of existing operating systems, are expected to improve situational awareness, inter-agency coordination and anticipation of security threats while optimising the use of manpower. Copyright © 2013 Accenture All rights reserved. 10
  10. 10. PRESTO card, Toronto Client Portfolio •Metrolinx set out to implement a strategy which would introduce a secure, multi-modal fare card system for the region’s public transit •ln 2006, the Ontario Ministry of Transportation asked Accenture to help bring the vision for a GTHA public transit fare card system to life and manage the new system for 10 years Accenture was responsible for: •Program and Project Management •System Design Authority •System Integration Services •Back Office Operational Services Organization Benefits •Established a multi-supplier framework •Delivered turnkey implementation and operations contract •Ran a fare collection system efficiently •Established a multi-vendor device sourcing arrangement and planned next generation technologies including open payments. •Provided a common body of knowledge across all our clients so that lessons can be shared and best practices developed and followed. •Proven base solution for the client’s Central System will be used for the RTC with minor customisations Copyright © 2013 Accenture All rights reserved. 11
  11. 11. Guadalajara, Mexico • ProMexico is developing a Digital Creative City (CCD) in Guadalajara, which aims to undertake a major renovation of the city centre and create a world-class urban hub for audio-visual and creative industries • CCD aims to attract and retain foreign direct investment and talent, as well as, promote local IP development and service exports to international markets. • Accenture worked closely with the CCD leaders and physical master planners to develop the following for CCD: 1. Strategy: to identify all of the possible avenues of value creation for CCD and understand the implications of the selected site 2. Business Plan: to define potential business models to realise this value 3. Financial Plan: to identify funding streams and incremental opportunities for value creation 4. Marketing Plan and Ecosystem Development: to develop the key marketing messages to communicate the vision of CCD and attract businesses, citizens and partners Copyright © 2013 Accenture All rights reserved. 5. Governance Model: to define the best way the role of the city authority and business partners 12
  12. 12. Amsterdam Smart City European Union (2020) The Netherlands (2020) Amsterdam (2025) • • • • • • 20% CO2 reduction compared to 1990 20% energy reduction 20% sustainable energy • 30% CO2 reduction compared to 1990 Double energy reduction to 2% per year in the following years 20% sustainable energy • 40% CO2 reduction compared to 1990 20% sustainable energy Municipal organization climate neutral before 2015 Challenge Approach Contribute to ambitious climate goals through technology enabled sustainable solutions and changing behavior Accenture has been instrumental to city of Amsterdam in new concept development; short listing / prioritizing of initiatives; coordination of multiple partiers and project initiations Smart Grid Enabler Current Status Applied Technologies Results • • • • • • • • • Amsterdam Smart City contributes to Amsterdam’s climate goals in an economically sustainable way by enabling its partners to apply innovative technologies and stimulate behavioral change with end users in the program’s sustainability projects: Initiation of ‘Global Smart City Network’ Over 16 partners engaged Copyright © 2013 Accenture All rights reserved. Smart meters Energy displays Energy advice Smart (LED) lighting Electric vehicles Recharging stations New logistics solutions “Smart projects that can change the world. We test them first in Amsterdam” 13
  13. 13. Smart City Yokohama Challenge •Yokohama needs to revamp existing programme to meet new national CO2 targets and achieve economic growth •30% CO2 reduction by 2025 and a reduction of 60% by 2050 •Increase in renewable energy by more than tenfold by 2025 Approach •Trend analysis: Analyse current trends for smart grids and smart cities, assess applicability to Yokohama •Vision development: Develop smart city vision for Yokohama •Feasibility Study: Identify potential smart city pilot regions, initial partnership discussions, high level cost benefit analysis, and potential issues Results •Initiatives: Potential projects identified in smart living, smart working, smart mobility and public space, discussions with Nissan, Toshiba among others •Target areas: Focus on Yokohama’s new urban development and port side areas, as well as new build area •CO2 reduction impact and business case under development Copyright © 2013 Accenture All rights reserved. 14
  14. 14. Command and Control Wall Copyright © 2013 Accenture All rights reserved. 15
  15. 15. Learn more at Copyright © 2013 Accenture All rights reserved. 16