The document discusses how Transport for London (TfL) has evolved its public service information system by incorporating open data and collaborating with over 5000 external developers to enhance user experience. It details the transition from a closed logic of production to a co-production model, emphasizing the necessity for organizational changes and new strategies to implement personalized public services. Additionally, it highlights the positive impact of open data on passenger satisfaction and economic opportunities, suggesting a direction for Italy's digital strategy for public administration.

1. Andrea Paletti Ph.D. candidate
Information Systems and Digital
Innovation Group
A.Paletti@lse.ac.uk
From Google to Transport for London:
How to personalize public services

2. Agenda
How can Google personalize its
services?
How Transport for London has
personalized the information service
What organizational changes are
necessary to produce personalize public
services?

3. 1
How Google has personalized its mobile services
Android applications developed by third parties represent different options of services

4. 2
The information service of Transport for London
TfL produced and provided the information service:
• Internal channels and resources: Staff,
Tfl.gov.uk, Contact centres, Printed material,
Email , SMS
Main characteristics:
• Information service was just produced in-
house
• Closed logic of production
• ICT used to increase the internal efficiency
Transport for London (TfL) produces public
transportation service for 8.7 million people
The information service about public transportation
is an ancillary service

5. In 2010, TfL introduced the Open Data platform
based on 62 separate datasets:
• Real-time feeds (such as Tube departure boards,
live traffic disruption, live bus arrivals, and TfL’s
Journey Planner API),
• Fixed datasets (such as timetables, station
locations, and station facilities)
What has changed?
• Information service is co-produced with external
actors
• Open logic of production
• ICT as enabler
3
The information service of Transport for London
TfL co-produces the information service with more
than 5000 registered developers
More than 500 applications available for
smartphones

6. The change of the value creation process
We have two value creation processes that represent two logics of production
4
Provider’s Sphere
The Public organization produces the public service
The Public Organization co-produces the public service with
external actors
Open Value Creation process
Closed Value Creation process

7. A new organizational strategy for TfL
The opening of the APIs was not enough. TfL had to rethink the entire strategy and organization
5
Authorizing Environment
Operational Capabilities
Mode of production
• In-House (TfL
website, SMS, Email)
• Open-sourced ( Apps
developed by third
parties)
Service produced
TfL aims at producing a
personalized information
service about public
transportation
Political
authorization
• 2008 Power of
Information Taskforce
• 2010 Conservative
Party Manifesto
Legal authorization
• 2010 Open
Government Licence
• TfL licencing
agreement for Open
Data
Skills
• Agile
• Innovation
Technology
• 2010 Cloud
infrastructure
• 2015Unified
API
Human Resources
• Agile development
• Open Source
mindset
• Digital Champions
Finance
• New cost structure
for cloud
• More investment
on the platform
Evaluation
KPIs
• No complains
• 7800 developers
• 700 Apps

8. The Open Data Governance
TfL has to orchestrate different needs and expectations to deliver value to citizens
6
Decision Making Process
When TfL produces a service has to consider
differences values and expectations (efficiency,
privacy, security, fairness, equality, etc…)
The Open Data decision making process is:
• Ex ante: Before to produce the service
(Oyster App)
• Ex post: After the service has been produced
(Bike Sharing data)
GLA
Transparency board
Legal team
Online at TfL

9. The ICTs infrastructure for Open Data
The opening of the APIs was not enough. TfL had to rethink the entire strategy and organization
8
APIs platform
Developers TfL
Mobile applications and others
TfL website and
other services
Online at TfL

10. General impact of TfL Open Data
TfL open data have helped to make citizens more satisfied but have also created business
opportunities
9
Saved time for passengers 70-90£ million per year
Better information to plan journeys, travel more easily and take more
journeys with TfL 20£ million per year
Creating Commercial Opportunities for third parties 12-15£ per year
Exchange of transportation data with third parties
(Waze)
Data from:https://tfl.gov.uk/info-for/media/press-releases/2017/october/tfl-s-free-open-data-boosts-london-s-economy

11. Good news: Italy can make it!!
The Italian digital strategy for the Public Administration is going in this direction
10

12. Questions and answers