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Smart Cities, Smart Citizens and Smart Decisions

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Presentation given on December 11, 2016 in Hong Kong, hosted by Savantas Policy Institute, The Hong Kong Computer Society, Hong Kong Industry-University-Research Collaboration Association, Invotech, Internet Professional Association (iProA), and Savantas Liberal Arts Academy.
We stand on the thresh hold of abundance. Higher productivity is possible. Better quality of life is possible. We have new opportunities in personal and family wellness. The technological advances in sensors, connectivity and data now provide a perfect storm of change – for smart cities, smart workplaces, smart education, and smart communities. In this perfect storm, relationships, trust and vision are essential for innovation leadership. Shared vision among smart citizens allows people operating independently to arrive together at the same future. Massive data permits continuous feedback for high quality decisions. Change is an imperative. Change is continual. In order to move forward, we must be both the architects and the engines of change.

The question before us is: Are we moving forward – and, are we doing so fast enough?

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Smart Cities, Smart Citizens and Smart Decisions

  1. 1. Smart  Ci)es,  Smart  Ci)zens     and  Smart  Decisions     December  11,  2015   Martha  G  Russell   mediaX  at  Stanford  University  
  2. 2. Overview   •  A  perfect  Storm  for  Change  and  TransformaGon     –  Urban  Beyond  Measure   –  Data  is  the  New  Gold   –  Trends  ImpacGng  Smart  Environments   •  Human  Dimension  of  “Smart  CiGes”   –  Smart  People  Make  Smart  Decisions   –  Partnership  of  People  and  Technology   •  Shared  Vision  of  the  Commons   –  Homo  narraGve  –  Why  Stories  MaTer   –  RelaGonal  Capital  in  innovaGon  Ecosystems   •  QuesGons  for  the  Future  
  3. 3. VISION   3.51  nauGcal  miles       The  half-­‐century  KondraGev  cycle   Academic  producGon     11  years  -­‐  pharma  to  11  seconds  -­‐  social  media   5-­‐20  years  for  future  of  Smart  CiGes  
  4. 4. OUR  SITUATION  IS  URGENT   The  relaGonships  between  producGvity,  people  and  place  are  in  flux.   Boundaries  are  blurred–  employee  /  employer,  work  /  leisure,  office  /  home,  personal  /  professional.   CommuniGes  and  Commons    have  personal  rather  than  geographical  definiGons   Changing  responsibiliGes  call  for  complex  new  skills.     Learning  is  conGnuous.   Work  and  workspaces  are  redefined.  
  5. 5. We  Have   Survived   Previous   TransformaGons          
  6. 6. 2  –  4  –  8  –  16  -­‐  ?   Zero  
  7. 7. PrinGng   . . . to this.From this . . .
  8. 8. 11   Educa)on  -­‐  -­‐  -­‐  Business  -­‐  -­‐  -­‐  Entertainment   Context  and  Control  for  Personal  Empowerment  at  Scale   •  Smart  CiGes,  Smart  People,  Smart  Living,   Smart  Working  and  Learning   •  Personalized  Data  Will  Include  Context   and  Social  Intelligence   •  ExponenGal  AugmentaGon  of  Human   PotenGal  
  9. 9. Overview   •  A  perfect  Storm  for  Change  and  TransformaGon     –  Urban  Beyond  Measure   –  Data  is  the  New  Gold   –  Trends  ImpacGng  Smart  Environments   •  Human  Dimension  of  “Smart  CiGes”   –  Smart  People  Make  Smart  Decisions   –  Partnership  of  People  and  Technology   •  Shared  Vision  of  the  Commons   –  Homo  narraGve  –  why  stories  maTer   –  RelaGonal  Capital  in  innovaGon  Ecosystems   •  QuesGons  for  the  Future  
  10. 10. Data  is  the  New  GOLD!   Abundant  Opportunity   Abundance  Depends  on  Empowerment  
  11. 11. Smart  CiGes  are  Data  Systems    CompuGng  Infrastructure   hTp://www.vaqueronet.com/colocaGng.php   hTp://www.alpheuscommunicaGons.com   Service Operations hTp://mashable.com/2009/04/30/facebook-­‐friends-­‐page/   USERS & Social Networks Technology Infrastructure and Support Sensors,  data,  algorithms,  compuGng   plahorm,  content,  human  behavior,  value    
  12. 12. √   Smart  CiGes  are  People  Systems   Sensor  and  data  ecosystems,  their  plahorms,   devices  and  APIs  exist  in  the  context  of     People  and  CommuniGes  
  13. 13. Smart  CiGes  Are  IdenGty  Systems  
  14. 14. Smart  (sensor-­‐based)  Services  and   InteracGve  Experiences  Contain   Embedded  Code  
  15. 15. Across  the  Spectrum     of  Data-­‐rich  Environments  in   Learning,  Commerce  and  Entertainment  
  16. 16. Apps  and    Systems  Learn  About  Their   Users  and  Promote  EmoGonal  Bonds  
  17. 17. IntenGon  Drives  the  Value   Context  Drives  Meaning  of  Data  
  18. 18. People  organize  by     Ideas   InspiraGon   Opportunity   Meaning   Velocity   Trust   Technology   Access   Dawn  of  New  User  Ecosystems  
  19. 19. Agents Events Impact Coalitions Shared   Vision   TransformaGon   Iterative Alignment Interact & Feedback Co-Create Value Through Context, Culture, Capital Shared Vision Transforms Russell, M.G., Still, K., Huhtamäki, J., and Rubens, N., “Relational Capital for Shared Vision in Innovation Ecosystems,” in Gebhardt, C., and Meig, H.A. (Eds.), Special Issue: The Spatial Dimension of Innovation: Triple Helix and the City, Triple Helix Journal, Forthcoming.
  20. 20. Partnership  of  People  and  Technology   EvoluGon  toward  device-­‐level  control,     real-­‐Gme,  all-­‐the-­‐Gme  learning  
  21. 21. Observe Situation Assessment Determine Objectives Generate Alternate Plans Project Probable Outcomes Select Best Plan Communicate & Implement Plan Validate & Improve Model adapted  from  Hayes-­‐Roth,  2006   Smart  CiGes  Are  Decision  Systems   And  need  conGnuously  improving  “Decision  Processes”  
  22. 22. Smart  Ci)es  are  Decision  Systems   Need  CorrecGve  CogniGve  “Lenses”  
  23. 23. Overview   •  A  perfect  Storm  for  Change  and  TransformaGon     –  Urban  Beyond  Measure   –  Data  is  the  New  Gold   –  Trends  ImpacGng  Smart  Environments   •  Human  Dimension  of  “Smart  CiGes”   –  Smart  People  Make  Smart  Decisions   –  Partnership  of  People  and  Technology   •  Shared  Vision  of  the  Commons   –  Homo  narraGve  –  why  stories  maTer   –  RelaGonal  Capital  in  innovaGon  Ecosystems   •  QuesGons  for  the  Future  
  24. 24. The  ‘Commons’  and     a  Common  Set  of  Problems  Elinor  Ostrom    Governing  the  Commons     The  commons  is  a  general  term  for  shared  resources  in  which  each  stakeholder  has  an  equal  interest.  Studies  on  the  commons  include  the   informaGon  commons  with  issues  about  public  knowledge,  the  public  domain,  open  science,  and  the  free  exchange  of  ideas.     All  efforts  to  organize  collecGve  acGon,  whether  by  an  external  ruler,  an  entrepreneur,  or  a  set  of  principals  who  wish  to  gain  collecGve   benefits,  must  address  a  common  set  of  problems.”  Coping  with  free-­‐riding;  Solving  commitment  problems,;  Arranging  for  the  supply  of  new   insGtuGons  ;  Monitoring  individual  compliance  with  sets  of  rules     Ostrom  found  that  groups  that  are  able  to  organize  and  govern  their  behavior  successfully  are  marked  by  the  following  design  principles:   §  Group  boundaries  are  clearly  defined.   §  Rules  governing  the  use  of  collecGve  goods  are  well  matched  to  local  needs  and  condiGons.   §  Most  individuals  affected  by  these  rules  can  parGcipate  in  modifying  the  rules.   §  The  rights  of  community  members  to  devise  their  own  rules  is  respected  by  external  authoriGes.   §  A  system  for  monitoring  member's  behavior  exists;  the  community  members  themselves  undertake  this  monitoring.   §  A  graduated  system  of  sancGons  is  used.   §  Community  members  have  access  to  low-­‐cost  conflict  resoluGon  mechanisms.   §  Commons  are  parts  of  larger  systems:  appropriaGon,  provision,  monitoring,  enforcement,  conflict  resoluGon,  and  governance  acGviGes   are  organized  in  mulGple  layers  of  nested  enterprises.  
  25. 25. Homo  NarraGve   Sense-­‐Making  Mandate  
  26. 26. •  The  listener’s   brain   determines   how  a  story   is  heard   •  Influence  by   – framing   – parGcipaGon   Put  ME  in  the  Story     hTp://uphillwriGng.org/wp-­‐content/uploads/2011/11/Reality-­‐Mirror.gif   Sensemaking  and  Storytelling  
  27. 27. The Way We USED to Think About Organizations New  OrganizaGonal  Chart  Based  on  RelaGonships   Relationship-Focused Co-Creation Infrastructure Stakeholder  Infrastructure  =  RelaGonships   (Interlocked  through  key  people  –   informa7on  flow,  norms,  mental  models. (Davis,1996)  
  28. 28. Alumni Entrepreneurial Leadership Networks The unique culture at Stanford: Is strongly oriented toward world-class research Expects socially-conscious, business-relevant intellectual leadership - at every level of its research, education, and service Facilitates frequent and fluid interaction with the business community Respects contributions from non-academic colleagues Fosters expectation that alumni will become innovators
  29. 29. Deep Knowledge with Wide Applicability IN  THE  HEART  OF  SILICON  VALLEY    IN  A  CULTURE  OF  RAPID  ITERATION,  WHERE  DISRUPTION  IS  CELEBRATED,  WHERE  TALENT,                        INFORMATION  &  CAPITAL  RESOURCES  FLOURISH   THE  ISSUE  IS  NOT  THE  RATE  OF  TECHNOLOGY  TRANSFER    THE  ISSUE  IS  THE  EFFECTIVENESS  OF  INNOVATION  AND  KNOWLEDGE  TRANSFER      WE  CALL  THIS  “COLLABORATIVE  DISCOVERY”   The  mediaX  approach    WORK  ON  BOLD  IDEAS  WITH  BUSINESS,  TEST  SUCCESS/FAILURE  CONDITIONS,      ITERATE  RESULTS  QUICKLY,  TRANSFER  INSIGHTS  AT  EVERY  STAGE   at S T A N F O R D U N I V E R S I T Y H-STAR HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE mediaX at Stanford University
  30. 30. Ecosystem  for  Discovery  CollaboraGons  
  31. 31. CSLI Eng EE Psy Ed SSP SCIL SUMMIT PBLL GSB Ling CHIMe Art Discovery Collaborations Span Stanford Labs School of Education; Education and Learning Sciences Digital Art Center Graduate School Of Business Communication Between Humans and Interactive Media Stanford Center for Innovations in Learning Project Based Learning Laboratory Symbolic Systems Program Engineering & Product Design Center for the Study Of Language & Information Stanford University Medical Media & Information Technology Computer Science Psychology Linguistics Phil Philosophy Law Center for Legal Informatics LIFE Learning in Informal and Formal Environments CS Electrical Engineering SHL Stanford Humanities Lab VHIL Virtual Human Interaction Lab PBLL Work Technology & Organization DVL Distributed Vision Lab Des Stanford Joint Program in Design d.school at S T A N F O R D U N I V E R S I T Y
  32. 32. at S T A N F O R D U N I V E R S I T Y In  sum   •  The  Experience  of  Immersion   •  Plahorms  for  CollaboraGon  and   ProducGvity     •  Augmented  Human  Intelligence   •  Improving  Decision  Quality   •  Context  Aware  Smart  Environments   •  Knowledge  Worker  ProducGvity   •  Digitally  Empowered  Learning   •  Technologies  for  Wellness   •  InnovaGon  Ecosystems  
  33. 33. Design  and  develop  with  human  rights  and   empowerment  as  guiding  principles.   Enable  stories  about  the  future  we  want  to  create.  
  34. 34. Are  We  Moving  Forward  -­‐  -­‐  -­‐     •  Fast  enough?  
  35. 35. Summer  2015   CONFIDENTIAL  MATERIALS   38   Simplify  my  life.     Heal  the  mistakes  of  previous  poor  decisions.     Crowd-­‐source  solu)ons  for  the  common  good.  
  36. 36.          Thank  You   Martha  G  Russell   Martha.russell@stanford.edu   What Can We Do Together That Neither of Us Could Do Alone?
  • ajkwoksj

    Dec. 13, 2015

Presentation given on December 11, 2016 in Hong Kong, hosted by Savantas Policy Institute, The Hong Kong Computer Society, Hong Kong Industry-University-Research Collaboration Association, Invotech, Internet Professional Association (iProA), and Savantas Liberal Arts Academy. We stand on the thresh hold of abundance. Higher productivity is possible. Better quality of life is possible. We have new opportunities in personal and family wellness. The technological advances in sensors, connectivity and data now provide a perfect storm of change – for smart cities, smart workplaces, smart education, and smart communities. In this perfect storm, relationships, trust and vision are essential for innovation leadership. Shared vision among smart citizens allows people operating independently to arrive together at the same future. Massive data permits continuous feedback for high quality decisions. Change is an imperative. Change is continual. In order to move forward, we must be both the architects and the engines of change. The question before us is: Are we moving forward – and, are we doing so fast enough?

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