This document provides an overview of entrepreneurship in the intelligent transportation systems sector over the past decade. It discusses how entrepreneurs have helped drive innovation and transformation in transportation technologies, such as connected and autonomous vehicles, in the same way entrepreneurs revolutionized transportation in previous centuries through innovations like canals, railroads, automobiles, airlines, and more. The document argues that while large corporations and government agencies also play important roles, entrepreneurs are uniquely motivated to take risks and achieve successes that disrupt outdated systems and help transportation systems to continuously evolve. It notes that entrepreneurship will continue to be important for the ongoing transformation of intelligent transportation.
Micromobility Explorer - how to make it sustainableStéphane Schultz
We've spent several months browsing cities, meeting executives and studying usecases to understand what is hidden behind the micromobility frenzy. As urbanist and mobility experts, we have tried to figure out how to solve the main issues encountered by operators and cities. Hope you enjoy the ride ! It's only the beginning...
Presentation by Tuomo Alasoini, Chief Adviser, Tekes (the Finnish Funding Agency for Innovation). The presentation consists of remarks based literature and presentations at the BRIE-ETLA & SWiPE seminar. The seminar was held on 30 August 2016 in the Business and Work in the Era of Digital Platforms research seminar in Helsinki, Finland, where SWiPE, Smart Work in the Platform Economy research project was launched. The seminar was hosted jointly by BRIE-ETLA and SWiPE research projects.
Digital Strategies: Why is this on top of the C-level agenda?Robin Teigland
The document discusses the need for companies to undergo a fundamental shift in strategy and business models to adapt to digital disruption. While many incumbents have unlocked value from digital technologies, digital disruption has only begun and will accelerate. New business models like platforms, ecosystems, and on-demand services are emerging. To thrive in this new environment, companies need to balance exploiting existing business with exploring new opportunities through activities like partnerships, data and software strategies, and retraining workforces. The skills required of workers are also changing rapidly as routine jobs decline and new types of non-routine work emerge.
Techquisition - Don't Be Disrupted. Be Disruption.Paul Cuatrecasas
The document discusses how technological disruption is affecting all industries, forcing even traditional companies to become "technology companies" through acquisitions. It provides numerous examples of large, non-tech companies acquiring technology startups and software companies across many industries in order to gain new capabilities, defend against disruption, and drive growth. The pace of technology M&A is accelerating as digital transformation becomes mission critical for survival in today's business environment.
New Industrial Revolution and Innovation OpportunitiesRobin Teigland
The document discusses how digital technologies are disrupting traditional industries and business models, enabling new platform-based businesses that leverage network effects through open ecosystems. Emerging technologies like AI, blockchain, and 3D printing are changing the nature of work, education, transportation, and trust in society. Platform companies are gaining competitive advantages by analyzing large datasets and using technologies to match needs between producers and consumers.
REACH - Accesshantering i realtid för ökad transporteffektivitetPer Olof Arnäs
Presentation av forskningsprojektet REACH.
Ambitionen med REACH är att, genom digital realtidsinteraktion, möjliggöra individualiserade nyttor för enskilda transporter beroende på situationsspecifik data.
Vi vill inom projektet utveckla kunskap som möjliggör avancerat samarbete i realtid mellan infrastruktur/facilitet och fordon/farkost.
New Industrial Revolution and Implications for the Labor Force and UniversitiesRobin Teigland
Slides from my keynote at Sweden's Ministry for Enterprise and Innovation in connection with a seminar on Competence and Digitalization's Opportunities (Kompetens och digitaliseringens möjligheter) on Sept 26, 2017
Micromobility Explorer - how to make it sustainableStéphane Schultz
We've spent several months browsing cities, meeting executives and studying usecases to understand what is hidden behind the micromobility frenzy. As urbanist and mobility experts, we have tried to figure out how to solve the main issues encountered by operators and cities. Hope you enjoy the ride ! It's only the beginning...
Presentation by Tuomo Alasoini, Chief Adviser, Tekes (the Finnish Funding Agency for Innovation). The presentation consists of remarks based literature and presentations at the BRIE-ETLA & SWiPE seminar. The seminar was held on 30 August 2016 in the Business and Work in the Era of Digital Platforms research seminar in Helsinki, Finland, where SWiPE, Smart Work in the Platform Economy research project was launched. The seminar was hosted jointly by BRIE-ETLA and SWiPE research projects.
Digital Strategies: Why is this on top of the C-level agenda?Robin Teigland
The document discusses the need for companies to undergo a fundamental shift in strategy and business models to adapt to digital disruption. While many incumbents have unlocked value from digital technologies, digital disruption has only begun and will accelerate. New business models like platforms, ecosystems, and on-demand services are emerging. To thrive in this new environment, companies need to balance exploiting existing business with exploring new opportunities through activities like partnerships, data and software strategies, and retraining workforces. The skills required of workers are also changing rapidly as routine jobs decline and new types of non-routine work emerge.
Techquisition - Don't Be Disrupted. Be Disruption.Paul Cuatrecasas
The document discusses how technological disruption is affecting all industries, forcing even traditional companies to become "technology companies" through acquisitions. It provides numerous examples of large, non-tech companies acquiring technology startups and software companies across many industries in order to gain new capabilities, defend against disruption, and drive growth. The pace of technology M&A is accelerating as digital transformation becomes mission critical for survival in today's business environment.
New Industrial Revolution and Innovation OpportunitiesRobin Teigland
The document discusses how digital technologies are disrupting traditional industries and business models, enabling new platform-based businesses that leverage network effects through open ecosystems. Emerging technologies like AI, blockchain, and 3D printing are changing the nature of work, education, transportation, and trust in society. Platform companies are gaining competitive advantages by analyzing large datasets and using technologies to match needs between producers and consumers.
REACH - Accesshantering i realtid för ökad transporteffektivitetPer Olof Arnäs
Presentation av forskningsprojektet REACH.
Ambitionen med REACH är att, genom digital realtidsinteraktion, möjliggöra individualiserade nyttor för enskilda transporter beroende på situationsspecifik data.
Vi vill inom projektet utveckla kunskap som möjliggör avancerat samarbete i realtid mellan infrastruktur/facilitet och fordon/farkost.
New Industrial Revolution and Implications for the Labor Force and UniversitiesRobin Teigland
Slides from my keynote at Sweden's Ministry for Enterprise and Innovation in connection with a seminar on Competence and Digitalization's Opportunities (Kompetens och digitaliseringens möjligheter) on Sept 26, 2017
A trip through time, examination of technology trends, the speed that they move, what holds us back from adopting them and how we can leverage them. Focus on Blockchain Technologies.
The document provides an itinerary for a visit by Huntsman Scholars from Utah State University to the UC Santa Cruz Silicon Valley Campus. The schedule includes welcome remarks, introductions of visitors and speakers, presentations on topics like human-computer interaction and the future of AI from an industry perspective, and a possible walking tour of the building and site before departing for lunch. The event aims to provide the scholars with insights into Silicon Valley's innovation ecosystem from faculty members at the Santa Cruz campus.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The Rise of the Platform Economy: Policy Issues, Business Choices, and Resear...SWiPE Research Project
Presentation by John Zysman, Professor Emeritus, UC Berkley. The presentation was held on 30 August 2016 in the Business and Work in the Era of Digital Platforms research seminar. The seminar was hosted jointly by BRIE-ETLA and SWiPE research projects.
Technology evolves in big waves that we call revolutions. The first revolution was the Industrial revolution that started in Britain in 1771. Since than we have see more revolutions come and how we are in the fifth. These revolutions follow a similar path. First there is an installation period where the new technologies are installed and deployed, creating wealth to those who were are the right place at the right time. This is followed by a frenzy, where financial markets wants to be apart. The there is crash and turning point, followed by synergy, a golden age.
In 1908, a new technological revolution started. It was the Age of Oil and Automobile. The technology trigger was Henry Ford´s new assembly line technique that allowed the manufacturing of standardized, low cost automobile. This created the car industry and other manufacturing companies. This also created demand for gas thus creating the oil industry. During the Roaring Twenties the stock prices rose to new levels, until a crash and the Great Depression. Only after World War II, came a turnaround point followed by a golden age in the post-war boom.
In this lecture we look at a framework for understanding technological revolutions. There revolutions completely change societies and replace the old with new technologies. We will explore how these revolutions take place. We should now be in the golden age phase.
We also look at generations.
Freight transportation in the future - Some indicationsPer Olof Arnäs
This presentation highlights some of the notable trends and developments that are affecting transportation (freight) and logistics. The areas covered are digitalization, automation, "new" transport modes, sharing economy, real-time data driven decision making, block chain technology and servitization. Any and/or all of these may have profound impact on freight transport.
The document discusses several topics related to ubiquitous computing and new technologies, including multi-touch interfaces, augmented reality, RFID, sensor networks, and social media. It notes that South Korea is embracing ubiquitous technologies and building smart infrastructure. While data is increasingly mapped and visualized, ubiquitous computing will truly be realized when people and things can constantly share information in real-time through platforms like Twitter. The document also discusses trends in communication moving toward slower experiences, the importance of social objects, and opportunities in experiential play and emerging markets.
Stepping into Internet-Virtual Worlds and Future of Value CreationRobin Teigland
This document provides an overview of virtual worlds and the potential opportunities they present. It discusses:
- An international project exploring how entrepreneurs and SMEs can use virtual worlds to improve competitiveness.
- Examples of economic activity in virtual worlds, including the rise of "avapreneurs" and how virtual worlds are being used for collaboration, training, and innovation.
- The benefits of immersion in virtual worlds but also challenges to adoption such as technology limitations and lack of non-verbal cues.
- The future of virtual worlds, including how they may disrupt traditional models of work and organizations through greater mobility and more open, collective models of value creation.
The document discusses the new industrial revolution which began around 2005 and is expected to last 50 years. It will be characterized by 7 themes: customized manufacturing, environmental responsiveness, niche approaches, hybridized manufacturing models, China's continued rise as a manufacturing power, a push for new technologies, and a transition to more skilled labor and design-focused work. The new revolution will create opportunities for talented people and countries that develop strong design and engineering capabilities can position themselves higher in global manufacturing value chains.
Digital Networks & Platform Business Models (Masterclass)Benjamin Tincq
Slides from a Masterclass I did at WeFab in São Paulo, for business executives and entrepreneurs:
1) Introduction
2) The Long Tail of Production
3) Uberization? No: Platform Economy
4) Open, Collaborative & Decentralized
5) Exercise: The Platform Design Toolkit
Offering a critical response to the dominant vision of the smart city, this talk seeks to look beyond the seductive imagery and hype that surrounds emerging smart city paradigms. In their place, it explores arrange of critical perspectives to smart city planning that are emerging across the social sciences and activist communities, in various places across the world. These critiques centre, broadly, on ways in which smart city paradigms radically deepen urban surveillance ; the way they embed power into corporate urban operating systems; the way the glossy hype and marketing hides tendencies toward authoritarianism and centralized power ; and the way in which ‘smart’ city labels are used to camouflage the construction of highly elitist urban enclaves. The talk will finish by exploring efforts to mobilise digital media to more democratic and egalitarian urban vision.
Ajay Bhatia, Chief Information & Product Officer, Carsales.comB&T Magazine
The document discusses how digital disruption is influenced by culture. It provides an example of how Kodak chose a traditional film executive over a candidate more knowledgeable about digital technology, which contributed to Kodak's later struggles. The document advocates that companies need innovators as role models to inspire new generations and discusses how to scale innovation while avoiding common pitfalls. It emphasizes that innovation depends on people and their attitudes and abilities.
The document discusses the opportunities for information and communication technology (ICT) companies to become heroes and leaders in sustainability solutions in the 21st century. It notes that we have crossed several planetary boundaries and ecosystems are collapsing. There is agreement that we need to reduce our environmental impact significantly. ICT can play a key role by providing transformative solutions that enable major reductions in resource use across sectors like transportation, energy, and manufacturing. Trillions of dollars will be invested in infrastructure over the next 30 years, presenting a huge opportunity for ICT solutions. The document calls on ICT companies to seize this opportunity to become heroes and help solve the biggest challenges facing humanity and the planet.
Open Economy Society - fab lab as strategic model for new supply chainsAndrea Cattabriga
How a society where collaborating it's the rule looks like ?
How fablabs and all kind of shared microfactories could be key players in the near future?
We are facing a season of big changes, that someone called "big shift", where I'm observing an "open-everything" mood in response to the growing complexity of problems affecting our socio-economical infrastructures.
In this presentation showed at SMAU - Research to Business 2016 Bologna, I try to design a collaborative multi-level ecosystem where "smart factories" are accessible by smaller manufacturers, where SMEs are networked and supported to adapt to continuous changes (not necessarily forced to scale) and where, at the same time, peer-production and open networks, as well as individuals and communities are empowered and helped in succeeding.
Feedbacks are welcome :)
The document discusses congestion issues and potential solutions. It argues that solely increasing infrastructure capacity is not sustainable and that a new operational model is needed that integrates different transportation modes. Intelligent transportation systems (ITS) can help fill gaps between modes by providing real-time traveler information, payments, and analytics to optimize the transportation network as a whole. However, ITS alone is not enough - travelers and operators must be willing to make flexible choices between modes based on available information to naturally balance congestion across the system. This type of systemic change will take time but is already underway around the world.
Digital Transformation must be a 3 winners game: Citizen - Company - State Hugues Rey
Digital transformation must benefit citizens, companies, and the state. New technologies like artificial intelligence, data analytics, and robotics are disrupting industries and societies. While this disruption creates opportunities, it also leads to workforce changes and issues of business models, consumer perception, and trust. For digital transformation to succeed it is important that citizens' needs are met through improved lives and wellbeing, companies adapt business strategies to changing customer demands, and the state supports innovation through regulations, skills development, and accountable institutions. When these three groups win together, digital transformation can drive significant value.
The document discusses how the original ITS technology developed over the past couple decades was exceptional for its time, but to keep transportation infrastructure current, governments and industries must support innovation rather than clinging to the past. It also notes that the 2005 San Francisco ITS World Congress marked the transition of ITS from research to being incorporated into transportation planning industry-wide. Advances in technology, data analytics, and connected vehicles now allow transportation systems to function more efficiently and predictively.
The document discusses progress in intelligent transportation systems and connected vehicle technology. It notes that the US Department of Transportation will require all new passenger vehicles after 2015 to have connected vehicle technology. It argues that true progress is defined not by individual technologies but by how well systems are integrated and work together through open standards and collaboration between public and private sectors. The distinction between vehicle-based systems and roadside systems is blurring as they become more interconnected through technologies like cloud computing and big data. Cooperation and incremental improvements are more important than any single breakthrough technology.
This document appears to be a magazine or publication called "Contagious" that is celebrating its 10th anniversary. It includes the following:
1) An introduction from the founders reflecting on how the marketing industry has changed dramatically over the past 10 years with the rise of mobile, social media, and how brands can have more purpose.
2) A timeline sketching the major events and trends in technology, media, and business over the past 10 decades.
3) An offer for 25% off new subscriptions and extra digital logins to share content from the publication.
4) A section attempting to impose alphabetical order on the major themes, trends, and technologies that have defined the "Contagious
This document discusses the benefits of auto rickshaws in urban transportation systems. It argues that auto rickshaws can enhance existing transportation systems by being more nimble and affordable, while also creating jobs and serving the urban poor. The document outlines three key ways that auto rickshaws can positively impact transportation: 1) Connecting the Dots - by being part of a seamless whole system, 2) Moving Money - through innovations in services, technology, and financing, and 3) Moving Minds - by changing perceptions and policies around their role in transportation.
For this paper, we interviewed some of the leading voices in the connected car industry to uncover some of the trends influencing the market, and what it might mean for the future of any business seeking to capitalize on this radical change in how we live and move. We examine how these changes are fundamentally altering the talent landscape in the industry, heralding the arrival of a new breed of executives to fill an evolving talent gap in the mobility sector; created by the convergence of the traditional automotive sector and a myriad of outside influences.
A trip through time, examination of technology trends, the speed that they move, what holds us back from adopting them and how we can leverage them. Focus on Blockchain Technologies.
The document provides an itinerary for a visit by Huntsman Scholars from Utah State University to the UC Santa Cruz Silicon Valley Campus. The schedule includes welcome remarks, introductions of visitors and speakers, presentations on topics like human-computer interaction and the future of AI from an industry perspective, and a possible walking tour of the building and site before departing for lunch. The event aims to provide the scholars with insights into Silicon Valley's innovation ecosystem from faculty members at the Santa Cruz campus.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The Rise of the Platform Economy: Policy Issues, Business Choices, and Resear...SWiPE Research Project
Presentation by John Zysman, Professor Emeritus, UC Berkley. The presentation was held on 30 August 2016 in the Business and Work in the Era of Digital Platforms research seminar. The seminar was hosted jointly by BRIE-ETLA and SWiPE research projects.
Technology evolves in big waves that we call revolutions. The first revolution was the Industrial revolution that started in Britain in 1771. Since than we have see more revolutions come and how we are in the fifth. These revolutions follow a similar path. First there is an installation period where the new technologies are installed and deployed, creating wealth to those who were are the right place at the right time. This is followed by a frenzy, where financial markets wants to be apart. The there is crash and turning point, followed by synergy, a golden age.
In 1908, a new technological revolution started. It was the Age of Oil and Automobile. The technology trigger was Henry Ford´s new assembly line technique that allowed the manufacturing of standardized, low cost automobile. This created the car industry and other manufacturing companies. This also created demand for gas thus creating the oil industry. During the Roaring Twenties the stock prices rose to new levels, until a crash and the Great Depression. Only after World War II, came a turnaround point followed by a golden age in the post-war boom.
In this lecture we look at a framework for understanding technological revolutions. There revolutions completely change societies and replace the old with new technologies. We will explore how these revolutions take place. We should now be in the golden age phase.
We also look at generations.
Freight transportation in the future - Some indicationsPer Olof Arnäs
This presentation highlights some of the notable trends and developments that are affecting transportation (freight) and logistics. The areas covered are digitalization, automation, "new" transport modes, sharing economy, real-time data driven decision making, block chain technology and servitization. Any and/or all of these may have profound impact on freight transport.
The document discusses several topics related to ubiquitous computing and new technologies, including multi-touch interfaces, augmented reality, RFID, sensor networks, and social media. It notes that South Korea is embracing ubiquitous technologies and building smart infrastructure. While data is increasingly mapped and visualized, ubiquitous computing will truly be realized when people and things can constantly share information in real-time through platforms like Twitter. The document also discusses trends in communication moving toward slower experiences, the importance of social objects, and opportunities in experiential play and emerging markets.
Stepping into Internet-Virtual Worlds and Future of Value CreationRobin Teigland
This document provides an overview of virtual worlds and the potential opportunities they present. It discusses:
- An international project exploring how entrepreneurs and SMEs can use virtual worlds to improve competitiveness.
- Examples of economic activity in virtual worlds, including the rise of "avapreneurs" and how virtual worlds are being used for collaboration, training, and innovation.
- The benefits of immersion in virtual worlds but also challenges to adoption such as technology limitations and lack of non-verbal cues.
- The future of virtual worlds, including how they may disrupt traditional models of work and organizations through greater mobility and more open, collective models of value creation.
The document discusses the new industrial revolution which began around 2005 and is expected to last 50 years. It will be characterized by 7 themes: customized manufacturing, environmental responsiveness, niche approaches, hybridized manufacturing models, China's continued rise as a manufacturing power, a push for new technologies, and a transition to more skilled labor and design-focused work. The new revolution will create opportunities for talented people and countries that develop strong design and engineering capabilities can position themselves higher in global manufacturing value chains.
Digital Networks & Platform Business Models (Masterclass)Benjamin Tincq
Slides from a Masterclass I did at WeFab in São Paulo, for business executives and entrepreneurs:
1) Introduction
2) The Long Tail of Production
3) Uberization? No: Platform Economy
4) Open, Collaborative & Decentralized
5) Exercise: The Platform Design Toolkit
Offering a critical response to the dominant vision of the smart city, this talk seeks to look beyond the seductive imagery and hype that surrounds emerging smart city paradigms. In their place, it explores arrange of critical perspectives to smart city planning that are emerging across the social sciences and activist communities, in various places across the world. These critiques centre, broadly, on ways in which smart city paradigms radically deepen urban surveillance ; the way they embed power into corporate urban operating systems; the way the glossy hype and marketing hides tendencies toward authoritarianism and centralized power ; and the way in which ‘smart’ city labels are used to camouflage the construction of highly elitist urban enclaves. The talk will finish by exploring efforts to mobilise digital media to more democratic and egalitarian urban vision.
Ajay Bhatia, Chief Information & Product Officer, Carsales.comB&T Magazine
The document discusses how digital disruption is influenced by culture. It provides an example of how Kodak chose a traditional film executive over a candidate more knowledgeable about digital technology, which contributed to Kodak's later struggles. The document advocates that companies need innovators as role models to inspire new generations and discusses how to scale innovation while avoiding common pitfalls. It emphasizes that innovation depends on people and their attitudes and abilities.
The document discusses the opportunities for information and communication technology (ICT) companies to become heroes and leaders in sustainability solutions in the 21st century. It notes that we have crossed several planetary boundaries and ecosystems are collapsing. There is agreement that we need to reduce our environmental impact significantly. ICT can play a key role by providing transformative solutions that enable major reductions in resource use across sectors like transportation, energy, and manufacturing. Trillions of dollars will be invested in infrastructure over the next 30 years, presenting a huge opportunity for ICT solutions. The document calls on ICT companies to seize this opportunity to become heroes and help solve the biggest challenges facing humanity and the planet.
Open Economy Society - fab lab as strategic model for new supply chainsAndrea Cattabriga
How a society where collaborating it's the rule looks like ?
How fablabs and all kind of shared microfactories could be key players in the near future?
We are facing a season of big changes, that someone called "big shift", where I'm observing an "open-everything" mood in response to the growing complexity of problems affecting our socio-economical infrastructures.
In this presentation showed at SMAU - Research to Business 2016 Bologna, I try to design a collaborative multi-level ecosystem where "smart factories" are accessible by smaller manufacturers, where SMEs are networked and supported to adapt to continuous changes (not necessarily forced to scale) and where, at the same time, peer-production and open networks, as well as individuals and communities are empowered and helped in succeeding.
Feedbacks are welcome :)
The document discusses congestion issues and potential solutions. It argues that solely increasing infrastructure capacity is not sustainable and that a new operational model is needed that integrates different transportation modes. Intelligent transportation systems (ITS) can help fill gaps between modes by providing real-time traveler information, payments, and analytics to optimize the transportation network as a whole. However, ITS alone is not enough - travelers and operators must be willing to make flexible choices between modes based on available information to naturally balance congestion across the system. This type of systemic change will take time but is already underway around the world.
Digital Transformation must be a 3 winners game: Citizen - Company - State Hugues Rey
Digital transformation must benefit citizens, companies, and the state. New technologies like artificial intelligence, data analytics, and robotics are disrupting industries and societies. While this disruption creates opportunities, it also leads to workforce changes and issues of business models, consumer perception, and trust. For digital transformation to succeed it is important that citizens' needs are met through improved lives and wellbeing, companies adapt business strategies to changing customer demands, and the state supports innovation through regulations, skills development, and accountable institutions. When these three groups win together, digital transformation can drive significant value.
The document discusses how the original ITS technology developed over the past couple decades was exceptional for its time, but to keep transportation infrastructure current, governments and industries must support innovation rather than clinging to the past. It also notes that the 2005 San Francisco ITS World Congress marked the transition of ITS from research to being incorporated into transportation planning industry-wide. Advances in technology, data analytics, and connected vehicles now allow transportation systems to function more efficiently and predictively.
The document discusses progress in intelligent transportation systems and connected vehicle technology. It notes that the US Department of Transportation will require all new passenger vehicles after 2015 to have connected vehicle technology. It argues that true progress is defined not by individual technologies but by how well systems are integrated and work together through open standards and collaboration between public and private sectors. The distinction between vehicle-based systems and roadside systems is blurring as they become more interconnected through technologies like cloud computing and big data. Cooperation and incremental improvements are more important than any single breakthrough technology.
This document appears to be a magazine or publication called "Contagious" that is celebrating its 10th anniversary. It includes the following:
1) An introduction from the founders reflecting on how the marketing industry has changed dramatically over the past 10 years with the rise of mobile, social media, and how brands can have more purpose.
2) A timeline sketching the major events and trends in technology, media, and business over the past 10 decades.
3) An offer for 25% off new subscriptions and extra digital logins to share content from the publication.
4) A section attempting to impose alphabetical order on the major themes, trends, and technologies that have defined the "Contagious
This document discusses the benefits of auto rickshaws in urban transportation systems. It argues that auto rickshaws can enhance existing transportation systems by being more nimble and affordable, while also creating jobs and serving the urban poor. The document outlines three key ways that auto rickshaws can positively impact transportation: 1) Connecting the Dots - by being part of a seamless whole system, 2) Moving Money - through innovations in services, technology, and financing, and 3) Moving Minds - by changing perceptions and policies around their role in transportation.
For this paper, we interviewed some of the leading voices in the connected car industry to uncover some of the trends influencing the market, and what it might mean for the future of any business seeking to capitalize on this radical change in how we live and move. We examine how these changes are fundamentally altering the talent landscape in the industry, heralding the arrival of a new breed of executives to fill an evolving talent gap in the mobility sector; created by the convergence of the traditional automotive sector and a myriad of outside influences.
1) The transition to smarter transportation infrastructure may seem daunting but significant groundwork has already been done through systems like automated fare collection, electronic toll collection, and traffic management systems that have been in place for decades.
2) Pulling together these separate systems into a unified, seamless information architecture is now the task, ensuring all modes are connected from pedestrians to planes. This can be done without disruption by building on existing infrastructure.
3) Emerging technologies are enhancing all modes of transportation without requiring new physical infrastructure, through connectivity between users, vehicles, and systems using data, analytics, and mobile applications.
Technology is facilitating international business in six key ways:
1) Telecommunications such as cellular phones and wireless technologies allow for improved international communication and growth of global business.
2) Advancements in transportation including jet aircraft and container shipping have reduced travel times and costs of shipping goods long distances.
3) Breakthroughs in global communications networks have enabled the globalization of production across many industries as companies can now coordinate operations worldwide.
This document discusses marketing strategies for financial services companies in an era of ubiquitous technology and digital connectivity, referred to as "U-commerce". It begins by outlining the evolution of technology's impact on the financial services industry. It then introduces the concept of U-commerce and its key characteristics of ubiquity, universality, uniqueness, and unison.
The document proposes a 2x2 framework to help financial services marketers identify objectives and strategies. The objectives are amplification, attenuation, contextualization, and transcension. Corresponding marketing strategies of nexus marketing, sync marketing, immersion marketing, and transcension marketing are presented. Examples specific to financial services are used to illustrate how companies can achieve the objectives through these strategies.
The disruptive potential of new technologies is growing at a staggering speed and challengers in the market are more vigorous than ever. The combination of these new possibilities and the rise of new competitors are the main drivers that are accelerating innovation. This is the reason why leaders put technology on top of their list of factors that will determine their organization’s future.
This document discusses disruption in established organizations like The New York Times and the U.S. Department of Defense. These organizations feel threatened by new digital entrants and the fast pace of innovation. Disruptive innovations like Airbnb and Uber are able to quickly gain traction by addressing customer needs in new ways. However, established organizations often struggle to change and innovate, clinging to past successes. The document warns that without designing their own disruptions, organizations risk falling behind competitors and becoming obsolete. It encourages embracing disruptive innovation to stay relevant in times of accelerating technological change.
This document discusses how the design and construction industry is undergoing a transformation from specialized silos to more integrated, cross-disciplinary approaches. Drivers like digital technologies, demand for capital efficiency, and systems thinking are causing the roles of engineers, architects and builders to converge once again into more well-rounded "Renaissance" professionals. Emerging trends like building information modeling (BIM) allow project teams to collaborate virtually across disciplines early in the design process. Leading companies are capitalizing on these changes by developing new business models that integrate design, construction, operations and maintenance on a global scale.
Flying High in a Globally Connected WorldAnja Hoffmann
CEOs are startled by the rising expectations of the connected customers. New digital technologies like mobile, analytics, and social media are advancing rapidly on the economic landscape. Data is the new "oil" in every industry, also in the travel industry. But there's a lot more to consider when you're looking for the next disruptive innovation in your industry.
How do you serve connected customers?
Understanding the Emergence of the Next Business PlatformIan Thomas
Decades ago, “containerization” transformed the shipping industry and introduced globalization to physical supply chains. Could new technology lead history to repeat itself with digital and social supply chains?
PlaceEXPO: Place Tech: David Hardman, UK Science Park AssociationPlace North West
This document discusses the evolution of science parks and innovation ecologies in a digital world. It notes that while science parks originally aggregated companies in compact geographic areas, innovation ecologies are now intrinsically dynamic and subject to rapid change. Successful clusters now grow organically from entrepreneurs fostering innovation, rather than top-down government investment. The future of innovation involves smaller, connected real estate spaces that are digitally enhanced and part of integrated, urban locations stimulating collaboration across sectors. Innovation will be driven by connected communities attracted to places, rather than places themselves.
Presentation given by David Wood at TransVision06 conference in Helsinki, 18 Aug 2006: "The mind-boggling futureof the mobile phone: Learning from an example of accelerated technology?"
See http://www.youtube.com/watch?v=7AmmUUBAXu0 for a lowish quality video of the presentation taking place.
See http://transhumanismi.org/tv06/ for more details of TransVision 2006.
This document summarizes a research paper on China's experiences with technology, trade, and inclusive development in the context of globalization. The research examined China's patterns of trade, technology, and investment to analyze their impact on development. It found that while foreign direct investment, trade, and economic growth were in long-run equilibrium, they also created a wide income inequality gap. The researchers conclude it is important for policymakers to address obstacles and improve absorptive capacity to maximize inclusive development and equality.
Evaluation of technology, trade, and inclusive development: Chinese experiencesAkhilesh Chandra Prabhakar
The present study begins by surveying, broadly supports the assertion that technology, trade, sustainability and
development-led globalization is the path in the Chinese context not adequately paid to attention except with very few
original or significant contributions. This research examines the existing pattern in the areas of trade, technology,
investment with a view to locate in the development context in the era of globalization. This study also investigates
theories of trade, technology movement under capitalist paradigm along with the empirical one. The survey broadly
supports the frequent, through usually undocumented, assertion that China’s socialist market paradigm was not
different from the capitalist mode of production as tended to neglect and to which they had made few if any original or
significant contributions. Alongside, this study used secondary data and analyzed, where the results confirmed that
foreign direct investment (FDI), trade and economic growth indicated the presence of long-run sustainable equilibrium
relationship between them but created income inequality gap widely among people. It is, thus, important for
policymakers to remove obstacles and improve the respective absorptive capacity in order to reap maximized positive
inclusive development with equality basis.
Introductory deck describing Parkofon's unique infrastructure-free technology and value proposition across multiple modes as a provider of Mobility-as-a-Service (MaaS)
Intelligent transportation systems aim to optimize traffic flow and safety through new technologies. The publication discusses connected vehicle programs in California, using data analytics to optimize traffic light timing for emergency responders, and monitoring remote intersections without much effort. It also examines how the industry can maintain credibility with media coverage of new technologies.
The document discusses intelligent transportation systems (ITS) which use information technology to make transportation systems more efficient. ITS have been shown to significantly improve transportation system performance by reducing congestion and increasing safety. However, the US lags global leaders like Japan, Singapore, and South Korea in deploying ITS. The document argues that for the US to achieve an effective ITS system, the federal government must take a greater leadership role in both research and development as well as deployment, similar to how it led the development of the interstate highway system.
This document discusses how real-time traffic information is not sufficient to manage traffic congestion. While modern transportation infrastructure provides real-time data on traffic conditions, it cannot anticipate and prevent congestion from occurring. Predictive analytics that integrate historical data with real-time information can forecast traffic issues well in advance, allowing decisions to be made ahead of developing problems and enabling proactive mitigation of congestion. IBM's Traffic Prediction Tool piloted in Singapore uses this approach to provide accurate predictions and recommendations to optimize traffic flow across all modes of transportation.
1) The document discusses Isambard Kingdom Brunel, a 19th century innovator in transportation infrastructure who pushed technological boundaries but whose largest project, the steamship Great Eastern, was too advanced for the technologies of its time.
2) It argues that modern transportation innovations like Integrated Corridor Management and managed motorways are successfully applying lessons from Brunel by optimizing existing infrastructure instead of introducing wholly new systems.
3) Specifically, it suggests prioritizing upgrades that leverage established rights-of-way, integrate different modes of transport, standardize fare payment systems, and collect data to manage traffic flow - rather than pursuing innovations too advanced to be practically implemented.
The Washington State Supreme Court ruled that fleet tracking services should be classified as "information services" rather than "telephone services" for tax purposes. This is an important decision as it means these services will be subject to lower taxes. Specifically:
- Qualcomm's OmniTRACS fleet tracking system transmits vehicle location and status data via satellite. The state classified this transmission component as a taxable "telephone service".
- The Supreme Court reversed, finding the system should be viewed as a whole. It determined the primary purpose is to provide information to fleet managers, making it an "information service" subject to lower taxes.
- This establishes an important precedent that could influence how such intelligent transportation services are tax
This document summarizes the privatization of railroads in Latin America in the 1990s. Political changes towards democracy and encouragement from organizations like the World Bank created a climate open to privatization. Railroads were seen as important to economic development but had deteriorated under state ownership. Countries implemented privatization by targeting railroads, passing laws allowing foreign investment, and using models like leasing or management contracts to transfer control to private operators while retaining ultimate ownership. Early successes with privatization in countries like Mexico and Argentina demonstrated the potential benefits and encouraged further privatizations.
1. ITSinnovationandentrepreneurship
™
™
TheintelligentchoiceforITS
MCITY • VIDEO DETECTION • INFORMATION PROCESSING • 10 YEARS OF THINKING HIGHWAYS
thinkinghighways.com
Volume 10 Number 4 January 2016
thinkinghighways.com
NORTHAMERICA
EDITION
INTELLIGENT TRANSPORTATION SYSTEMS AND ADVANCED TRAFFIC MANAGEMENT
THEEVOLUTIONOFSMART
THE ENFORCEMENT AWAKENS
HYPE CYCLE
How the sector has kept pace over the last decade
Where next for autonomous vehicles?
HTenyearsofThinkingHighways
10
3. www.thinkinghighways.com22
COVER FEATURE
(Re-) enter the entrepreneur
Smart and Connected transportation is innovating, evolving and
transforming faster and in more complex ways than ever before.
However, a few have stepped up to lead it, with a little help from their
friends, as David Pickeral elucidates
P
icking up from my “State of Transi-
tion” discussion at the end of 20151
,
the past two years – encompassing
the NHTSA rulemaking,2
the EU Mobility
as a Service (MaaS) Alliance,3
The Detroit4
and Bordeaux5
ITS World Congresses and
now the Fixing America’s Surface Trans-
portation (FAST) Act6
and the US Depart-
ment of Transportation (USDOT)7
Vulcan8
Smart Cities challenge (more on these last
two later) — have witnessed an unprec-
edented degree of public and/or private
sector-driven change across and between
the intelligent transportation system (ITS),
telematics, wireless, information and com-
munications technology (ICT), mobile
network operator (MNO), infotainment,
and Connected and Autonomous Vehi-
cle (CAV) industries as well as the vehicle
OEMs themselves.
Up until now, this change, however rev-
olutionary, positive and necessary has also
created a certain degree of uncertainty,
even instability as ATMS merged (some
might even suggest collided head-on)
with ADAS, and government and indus-
try stakeholders debated the merits of
dedicated short range communications
(DSRC), Wi-Fi, LTE, “5G”, Mesh and more.
More fundamentally the key question
among stakeholders (inclusive of but
not limited to equipment manufactur-
ers, service providers, network opera-
tors, investors, regulators and the public)
has evolved rapidly from, “So what?” to
“Where do I sign up?”
FUDGINGTHEISSUE
Certainly there has been a lot written and
said about the evolution and convergence
of ITS-CAV by any number of pundits, aca-
demics, industry thought leaders, visionar-
4. www.thinkinghighways.com 23
ENTREPRENEURSHIP
ies, dilettantes and just plain crackpots (and
feel free to place me in any one or more of
these categories).
We have explored, ruminated and even
pontificated about the way forward over
more years than many of use care to recall.
Perhaps the end result of all this dialogue
may have been merely to obfuscate the
issue, creating risk perception that con-
strains the potential of the future in favor of
proven,comfortinglegacyideasaboutplan-
ning, procuring, designing, building, operat-
ing and enhancing transportation systems.
However, at some both point abstract
aspirations and outdated methods need to
be put into practice as the speculation of
many, mired in the inertia of the past, gives
way to the actionable path forward created
by few. As the late Dr. Carl Sagan, one of
the greatest scientists and philosophers of
the 20th Century observed: “In every time
and culture there are pressures to conform
to the prevailing prejudices. But there are
also, in every place and epoch those who
value the truth… Future generations are in
their debt.”9
Theseseekersoftruthhavecomeinmany
forms throughout the course of human his-
tory — be they religious, social or political
reformers, scientists, and of course inven-
tors and engineers. In the case of transpor-
tation so many seminal transitions in this
industry related to both products and serv-
ices were started by entrepreneurs.
CONFORMISTSNEEDNOTAPPLY
Simply put, with the significant (and most
recent) historical exceptions of post Sec-
ond World War Mass Transit and the Inter-
state Highway System and its equivalents
worldwide, much of the real disruptive
change in transportation innovation since
the Industrial Revolution began has always
been initiated as the result of a few focused
individuals. Entrepreneurs of the previous
two centuries started small, but ultimately
redefined how people and freight could
be moved more rapidly, at lower cost, and
with a higher degree of safety than previ-
ous generations had come to expect.
From the canals of Thomas Telford; to
George Shillibeer’s omnibus10
; to the rail-
roads, tunnels, bridges and ships built by
Marc and Isambard Brunel11
; to the transoce-
anic steamship lines of Samuel Cunard12
;
to the transcontinental stagecoach routes
of Ben Holladay13
and then the transconti-
nental railroad of Leland Stanford14
; to the
pioneer automobiles created by Karl Benz
and Henry Ford; to the first North Ameri-
can metro financed and built by August
Belmont, Jr.15
; to the
North-America wide
bus network woven
together by Carl Eric
Wickman16
; to the elite
global airline launched
by Juan Trippe17
fol-
lowedbythedisruptive
low cost carrier created
by Herb Kelleher18
…
all combined strong
business acumen, the latest technology, a
consuming passion to succeed, and an often
flagrant disregard for convention and how it
had “always” been done before.
Along with the innovations and trans-
portation products and services that these
entrepreneurs produced there were any
number of their peers in adjacent industries
whose efforts were as essential as their own
to their ultimate success. Whether motive
power provided by the genius of Tesla, steel
from the enterprise of Andrew Carnegie,
financing provided by the Mellons, commu-
nication provided sequentially by Samuel F.
B. Morse, Alexander Graham Bell and finally
Marquis Guglielmo Marconi, and business
information systems perfected by Thomas
J Watson Sr. and Jr. that taught the world to
THINK!,19
by the start of the new millennium
there was a formidable legacy of success in
transport development, and legacy infra-
structure supporting it, to build upon.
Even the consultants that supported the
transformation of the industry during this
period were entrepreneurial, with Edwin
Booz devising entirely new methodolo-
gies to gather and analyze transportation
data long before the advent of software
and algorithms to provide unique insights
to his clients that resulted in lasting change
through the refinement of operational and
business practices.20
Standing on the shoulders of these 19th
and 20th Century Entrepreneurs (and in
some cases graduating from universi-
ties established by them!) the present
day transportation entrepreneurs blend a
diversity of backgrounds, experience and
invariably talent as never seen before and
across a wider spectrum of both device and
data driven enterprises.
Whether from humble origins working
from scratch or born into means they are
able to capitalize upon, the achievements
that preceded them while in no way being
obligated to follow the conventions these
achievements had established. Sir Richard
Branson, Travis Kalanick, Garrett Camp,
Ehud Shabtai, Elon Musk, Brian Souter,
“Therehasbeenalotwrittenandsaidabouttheevolutionand
convergenceofITS-CAVbyanynumberofpundits,academics,industry
thoughtleaders,visionaries,dilettantesandjustplaincrackpots”
“Entrepreneursoftheprevioustwocenturies
startedsmall,butultimatelyredefinedhow
peopleandfreightcouldbemovedmorerapidly,
atlowercost,andwithahigherdegreeofsafety
thanpreviousgenerationshadcometoexpect”
5. www.thinkinghighways.com24
COVER FEATURE
David Neeleman, Logan Green, Antje Dan-
ielson, Robin Chase, Joseph Kopser, Craig
Cummings, Shelby Clark and many other
present day Entrepreneurs have already
made great strides to develop the 21st Cen-
tury model for mobility, even to the point
of that being a distinct concept from trans-
portation itself, which no previous genera-
tion had done much less even conceived of.
ABIGGERBANG
Once again these innovators hardly oper-
ate in a vacuum but do so in the context
of strong technological and operational
engagement with adjacent industries and
with resources ranging from financing to
bandwidth to rights of way. ICT is now no
longer working in parallel to support trans-
portation enterprises as in the previous
two centuries but increasingly infused with
it while consultants (not to mention the
transportation operators themselves) have
a full array of big data and analytics tools to
assess, predict and advise.
Like their predecessors, today’s entrepre-
neurs have been both lauded and vilified
in the media, the market and the public
eye. Love them or hate them their impact
is beyond question reinforced on social
media and even traditional TV through
such topical shows aired worldwide as
Shark Tank and Dragons’ Den, and even
celebrity cameos such as that of Tesla’s Elon
Musk this past Thanksgiving on the popular
US comedy The Big Bang Theory.
Whether enjoying rock star status or
laboring (for the time being at least) in
obscurity, all entrepreneurs across geog-
raphies and across the years have essen-
tially one thing in common — motivation.
The immediate imperative that entrepre-
neurs have to achieve tangible, monetized
success tends to brush all confusion and
uncertainty aside. There isn’t going to be
a pension or even a retirement plan match
and there are no points for playing through
the bureaucracy, being a loyal “company”
person or “good team player,” or finding a
safe niche to hang out on some big govern-
ment or big corpo-
rate organizational
chart. If the ITS-CAV
transformation is
going to be success-
ful, and few now
doubt that it will be,
motivation will con-
tinue to be central to
the process.
CORPORATECONSTRAINTS
On that note, established companies, espe-
cially large public corporations, are by virtue
of their entrenchment of decades, genera-
tions or even centuries, often at the mercy
of an ever more connected and commen-
surably reactive customer base and, even
more, the global investment community
— a community that now includes millions
of amateur day traders clicking in their cubi-
cles during their lunch breaks — reacting
to profitability signals literally hour-to-hour
based on the latest industry analyst assess-
ment, earnings report or social media feed.
This has unfortunately led in recent years
to what might be called ‘diseconomies of
scale’ by creating a strong (and perfectly
logical from a strict balance sheet stand-
point) aversion to risk, viz, why assume the
risk of innovation when we have product
lines that are already selling profitably to
meet target?
Moreover, the lead time for corporate
ROI is by most estimates shrinking – now
the action-reward cycle is more like 2-3
years, not the 3-5 famously cited by Amazon
founder Jeff Bezos some years ago. Along
the same line of reasoning, unworkable
decisions need to be reversed that much
faster before they show up in the bottom
line which also tends to incentivize inaction
atthe topand perhapsevenmoreacrossthe
mid-to-senior ranks beneath them who may
value the stability of the status quo even at
the price of missed new opportunities.
By this I certainly do not mean to criti-
cize big corporations, where I myself have
spent a very rewarding portion of my
career and which are and will inevitably
remain the backbone of the global econ-
omy and the primary creators of wealth for
investors and citizens as long as a free mar-
ket economy exist on earth. However, this
does make the role of both the entrepre-
neur and, as I will shortly explain, govern-
ment all the more important.
TOPCOVER
Having been born in Washington, DC half
a century ago this spring and spent 41 of
those 50 years in and around the Beltway
(and been employed by four different gov-
ernment agencies during my early career
before taking what turned out to be a very
gratifying a leap onto the corporate ladder
17 years ago) I try to avoid the temptation
to lapse towards either cynicism or opti-
mism when it comes to my expectations of
public institutions.
Far too many people seem to gravitate
towards the extremes of blaming their gov-
ernments for the lack of progress in trans-
portation and expecting them to solve all of
their problems — and more than a few do
both. There has been a great deal of rhetoric
from industry, and even from within other
facets of the public sector, that government
should simply step out of the way and let
the market run its course. As justifiable as
this may appear, this legally shall not, and
practically must not happen. As I have said
in this and other forums — and will continue
to stress not because it is my personal opin-
ion but because it is a statement practical of
reality supported by centuries of historical
fact—transportation, behind perhaps only
“Standingontheshouldersofthese19thand20th
Centurygreatsthepresentdaytransportation
entrepreneursblendadiversityofbackgrounds,
experienceandtalentasneverseenbefore”
6. www.thinkinghighways.com 25
ENTREPRENEURSHIP
health, food and nuclear energy, is the most
heavilyregulated industryonearthandwith
very good reason.
Through in the laissez-faire regulatory
environment of the 19th and early 20th
centuries transportation along with other
industries (e.g. mining, manufacturing,
agriculture, pharmaceuticals, food serv-
ice, telecommunications) operated largely
unchecked, often with disastrous human,
social and economic consequences such
as pervasive environmental damage, ram-
pant disease, horrific industrial pollution,
massive crop failures and of course railway,
highway and maritime disasters (including
even the loss of the Titanic which was as
much the result of nonexistent ICT regula-
tion as it was poor contemporary transpor-
tation safety oversight)21
. With the Great
Depression as a backdrop the largest gov-
ernmental reshaping in the history of the
United States consolidated Federal power
and resources for generations to come.
NEWPOWERGENERATION
For that and other reasons, the vast majority
of those in a senior decision-making capac-
ity today grew up during those 60 years of
unprecedented Federal Government power,
resources, and influence that stretched from
the New Deal in the mid-1930s to the end
of the Cold War in the early 1990s — this
inclusive of course of the period in which
the Interstate Highway System was planned,
funded, procured, and constructed.
It was also the era during which local
and state governments, almost invariably
with significant federal support, took over
en masse the once private and prosper-
ous transit properties which had failed in
large measure due to competition from
the personal automobiles as one (or more)
appeared in every garage and driveway.
Add to that the creation of Amtrak in 1971
and it is easy to see how a culture of Fed-
eral Government dependency arose in the
US, and was paralleled in many aspects by
Canada, the EU member states, and other
governments throughout the world.
Transportation thereby moved from the
realm of entrepreneurs and visionaries,
into check-writing bureaucrats and politi-
cians with the foregone conclusion that
many aspects of mobility were operated
at a loss merely out of governmental social
obligation. All of this co-developed along
with the North American power grid and
the public switched telephone network
(PSTN) both with heavy public support
through funding and regulatory impetus
such that by the time “Ice-Tea”, the first
modern, comprehensive Surface Trans-
portation Authorization and the precursor
to the FAST Act, was signed in 1991,22
gov-
ernment at all levels had gotten squarely
into the infrastructure business.
Now the pendulum is swinging back
again and it is practically unlikely that any-
one of any age now in the workforce will
be able to rely on that sort of public sec-
tor funding in any economy during their
professional or biological lives. While there
havebeenalotofveryarticulatearguments
by some of the most brilliant minds here
about the lack of
leadership in and
beyond Wash-
ington,23
the fact
remains that, big
government or
small government,
the tide of spending has not just gone out,
but the ocean itself has dried up.
If anything the current situation in ITS-
CAV is perhaps in a small way more com-
parible to the creation of the national
railway network in the latter half pf the 19th
Century. Then the Federal Government was
instrumental in facilitating and providing
oversight for the project, however the real
innovation and investment came from pri-
vate investors and entrepreneurs (yet again
invoking Stanford – who incidentally also
switched sides of the public/private table
himself to serve as Governor of California).
The situation is much the same today,
where the Federal Government, through
the Federal Communications Commission
(FCC)inamoveveryanalogoustothoseland
grants that made the railway network pos-
sible, allocated 75MHz of licensed spectrum
for the purposes of deploying CAV wireless
technology, to include DSRC for safety criti-
calV2Vand,possibly,otherapplications.24
At
the risk of stating what should be obvious,
and has been generally accepted by the
modern democracies of the world, only gov-
ernments may do that sort of thing.
Beyond the world of public land grants
and frequency allocations there are other
more immediate roles involving so called
“inherently governmental functions,” such
as operational oversight, criminal prosecu-
tion, and international treaty negotiation
which simply cannot be delegated into
private hands, and essentially are not in all
nations with a functioning government.
Moreover they are critical responsibilities
profoundly affecting all economic strata of
citizens that are shared effectively across all
three branches of government to balance
legislation, enforcement and adjudication.
In particular it will be important that the
courts, legislatures and administrations
(Presidents, Governors, Premiers, Ministers,
Kreyetars, etc.) will be able to provide some
necessary measure “top cover” for CAV
deployment. This is not by any means to
allow for faulty engineering, poor quality
control, or inconsistent standards develop-
ment, or to prevent legitimate claims for
loss or injury, but to assure and protect the
responsible companies and academic insti-
tutions that follow acceptable design and
operational practices.
Although there will be some unavoid-
able failures and unfortunately even acci-
dents involving CAVs as there have been
“IftheITS-CAVtransformationisgoingtobe
successful,andfewnowdoubtthatitwillbe,
motivationwillcontinuetobecentraltotheprocess”
7. www.thinkinghighways.com26
COVER FEATURE
throughout transportation history, the
potential for reduction of what is now well
over one million traffic deaths worldwide25
will certainly offset these. Meanwhile, it is
essential that governments ensure that the
inevitable litigation profiteering that must
inevitably accompany this type of imple-
mentation as it did cruise control, air bags,
etc. does not raise the cost of adoption and
reasonable indemnification so high as to
slow the progress that must be made.
GETTINGREAL
In delineating the strengths and challenges
of each of these three different elements
of the entrepreneur-industry-government
“triangle” it becomes evident that a symbi-
otic relationship is emerging. In this context
I have by no means forgotten about aca-
demic institutions, which unlike the others
reside not so much at a single point of the
triangle as at the very center of it. Whether
public or private being in most cases at least
partially insulated from both political agen-
dasandprofitmargins,academiahasledthe
way in such things as collaborative research,
open standards, and P3 development.
Academics are thereby ever more agile in
their ability reach across all three points of
the triangle, and often multiple ones in the
same transaction. It is hardly surprising that
the vanguard for CAV development, and the
training ground for the next wave of entre-
preneurs from both a technology business
enterprise standpoint, have been recent
projects as the UMTRI-USDOT Connected
Vehicle Safety Pilot26
, the University of
Waterloo WatCAR27
, the Virginia Tech Trans-
portation Institute’s work with the I-81 Cor-
ridor Coalition28
and, of course, Stanford.29
In terms of government, while it is as pre-
viously noted an era of doing more with less,
USDOT has perhaps more than any agency
in Washington become adept at doing just
that. Indeed, in writing this article I origi-
nally thought to acknowledge by name the
leadership at the ITS JPO,30
RITA,31
OST,32
NHTSA,33
FHWA,34
FMCSA35
and FAA36
dur-
ingthecurrentandpreviousAdministrations
that made the current oversight and enable-
ment posture of USDOT a reality. I soon real-
ized that that list would be unmanageably
long, and that I would run the risk of leaving
out key executives and thought-leaders past
and present in the process, both appointed
and SES (with an appeal to at least my fellow
Americans to know
asweenteranelec-
tion year what that
last important dis-
tinctions means!)37
.
During the
final few weeks of
2015 four events
took place here
in Washington, DC that to me solidify the
theory that while such challenges and
unknowns as the Fiscal Cliff, the 2016 elec-
tions and others still lurk here around the
Beltway, it is clear that government-indus-
try-entrepreneurs (academia) are, despite
a lot of rhetoric, more aligned as a partner-
ship of equals than they ever have been in
Smart & Connected Transportation.
The first two were the FAST Act and the
Smarter Cities Challenge co-sponsored by
USDOT and Vulcan as already mentioned.
Add to that the Telecommunications Indus-
try Association (TIA) Vehicle Connectiv-
ity Workshop38
and USDOT Smart Cities
Forum39
– each done both live and by web-
cast with archival materials copied – and it
becomes clear that things are progressing.
In many ways the exploration and the
debating must die down to at least some
extent, and as mundane as this sounds it
is going to be essential that CAV technol-
ogy does becomes ‘commoditized’ much
as all other aspects ICT have over the past
30 years. There will always be room for
innovation, new products, and proprietary
solutions within the context of CAV. But in
David E. Pickeral, JD, has 28 years of
leadership experience in both public
and private sector related to realizing
the potential of information and
communications technology (ICT) to
enhance transportation effectiveness,
efficiency, accessibility, sustainability,
intermodality and safety from the local
to the global level. He is currently the
Chief Strategy Officer & Partnerships
coordinator for Weather Telematics
(WTX) and TRIMETA, as well as having
several other leadership, advisory and
entrepreneurial roles worldwide.
www.linkedin.com/in/pickeral
For a list of refences for this article please
see page 57.
order to ensure widespread adoption and
acceptance there needs to be an embed-
ded base of technology for CAV that is
standardized, ubiquitous and to a large
extent interchangeable. In many ways the
opposite occurred in legacy smart trans-
portation technology for ADAS, AFC and
ATMS, that involve stovepipe systems that
have to be replaced rather than upgraded.
Simply put, the market can no longer afford
to do that – and starting in 2016 I think the
change will start hitting the bottom line
and, thereby, the balance sheet.
Once it does, with all of the elements
described in place, and whether through
rapid organic growth, partnership or (as
appears to be the trend already) acquisi-
tion, the potential in this era of Unicorns
to leap from Local-to-Global, tomorrow is
the exciting possibility that all of us have to
look forward to whatever our niche in this
industry.Althoughnooneislikelytoachieve
true Nirvana in the coming year, collectively
we have as an industry taken a large step
towards enlightenment that may yet move
us towards the best of all possible worlds.
“Indelineatingthestrengthsandchallengesofeach
ofthesethreedifferentelementsoftheentrepreneur-
industry-government“triangle”itbecomesevident
thatasymbioticrelationshipisemerging”
8. www.thinkinghighways.com 57
NOTES AND REFERENCES
REFERENCES FROM THE ARTICLE ON PAGES 22–26 – (RE-) ENTER THE ENTREPRENEUR
1 http://edition.pagesuite-professional.co.uk/launch.aspx?eid=9f2a9cab-429c-4bcf-9ae7-94b3879a9696&pnum=14
2 http://www.safercar.gov/v2v/index.html
3 http://maas-alliance.eu/
4 http://itswc.conferencespot.org/?qr=1
5 https://proceedings.itsworldcongress.com/login
6 https://www.transportation.gov/fastact
7 https://www.transportation.gov/smartcity
8 http://www.vulcan.com/Areas-of-Practice/Philanthropy/Key-Initiatives/Smart-City-Challenge
9 Cosmos, Episode 1, “Heaven & Hell”, PBS Television, 1980
10 LondonBuses-ABriefHistory, John R, Capital Transport Publishing, 2000
11 MenShips&TheSea, Capt. Alan Villiers et al, National Geographic Society, 1973
12 TheCunardStory, Chris Frame and Rachelle Cross, The History Press, 2011
13 TheExpressmen, “The Old West” series, David Nevin et al, Time-Life Books, 1974
14 AllAboard–TheRailroadinAmericanLife, George H. Douglas, Smithmark, 1996
15 722Miles–TheBuildingoftheSubwaysandHowTheyTransformedNewYork, Clifton Hood, Simon & Schuster, 1993
16 TheGreyhoundStory–FromHibbingtoEverywhere, Oscar Schisgall, J. G. Ferguson Publishing, 1985
17 TheJetAge,“TheEpicofFlight” series, Robert J. Sterling et al, Time-Life Books, 1982
18 Nuts!SouthwestAirlines’CrazyRecipeforBusiness&PersonalSuccess, Kevin and Jackie Frieberg, Bard Press, 1996
19 ABusinessandItsBeliefs:TheIdeasthatHelpedBuildIBM, Thomas J. Watson, Jr., 1963
20 OntheMove,Booz•Allen&HamiltonTransportationConsulting1915-1994, John F. Wing with Robert D. Randolph, Booz Allen Hamilton, Inc., 1995
21 https://www.linkedin.com/pulse/wrc15-transport-yes-its-you-david-pickeral?trk=mp-reader-card
22 TheIntermodalSurfaceTransportationEfficiencyActof1991,(ISTEA) full text at http://ntl.bts.gov/DOCS/istea.html
23 http://www.brookings.edu/blogs/the-avenue/posts/2015/11/16-congress-transportation-bill-leadership-kane-puentes
24 http://www.its.dot.gov/DSRC/dsrc_faq.htm
25 http://www.who.int/gho/road_safety/mortality/en/
26 http://www.its.dot.gov/safety_pilot/
27 https://uwaterloo.ca/centre-automotive-research/
28 http://www.vtti.vt.edu/research/i81/
29 http://cars.stanford.edu/
30 http://www.its.dot.gov/
31 http://www.rita.dot.gov/
32 https://www.transportation.gov/office-of-secretary
33 http://www.nhtsa.gov/
34 https://www.fhwa.dot.gov/
35 https://www.fmcsa.dot.gov/
36 http://www.faa.gov/
37 https://www.opm.gov/policy-data-oversight/senior-executive-service/
38 Materials at: http://www.tiaonline.org/events/vehicle-connectivity-workshop
39 Presentation recordings available at: http://1.usa.gov/1YkHuxN