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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
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?
1
How Google has personalized its mobile services
Android applications developed by third parties represent different options of services
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
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
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
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
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
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
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
Good news: Italy can make it!!
The Italian digital strategy for the Public Administration is going in this direction
10
Questions and answers

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From Google to Transport for London: How to personalize public services. Andrea Paletti, London School of Economics

  • 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