Technology Strategy Board presentation at Transport KTN's information and consortia-building event in Coventry on 25th March 2013 supporting the £5million Digital Railways r&d competition

1. Enabling the digital railway
Richard Kemp-Harper
Mark Glover
12th January 2011

2. Concept to Commercialisation
Accelerating the journey - concept to
commercialisation
Connecting the innovation landscape
Turning Government action into
business opportunity
Investing in theme areas based on
global potential
Continuously improving Organisational
capability
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3. Enabling the digital railway
• Up to £5m grant funding available
• Joint co-funded TSB and RSSB
programme with support of TSLG
• Key technology area within the Rail
Technical Strategy
• Global business opportunities for
systems and services
• Recognised UK business and academic
capabilities

4. Business innovation in transport
Meet key objectives
Large institutional sponsor or
client, probably public sector
System Integration
Technology enablers Design-led development
Business The people
opportunity – perspective
solution for a
market Consider human
behaviour
Apply distinct capabilities

5. Competition scope
• Specific challenges faced by a key rail
problem owners
• A range of capabilities in digital, ICT or
satellite application technologies
• Integrate these capabilities into end-to-
end proofs-of-concept
• Include consideration of human
behaviours

6. Challenge
Address one or more specific challenges
faced by a key rail business client, or
‘problem owner’

7. High level industry objectives
• Reduce energy usage and carbon
emissions
• Reduce cost: operations and
infrastructure
• Improving capacity and utilisation of
existing capacity
• Increase revenues and identifying new
revenue opportunities
• Further improving safety
• Improving the customer experience.

8. Capabilities
Combine a range of capabilities in digital,
ICT or satellite application technologies,
linked to rail expertise, to develop a
solution that could yield significant
business benefits for the problem owner

9. Innovative capabilities
• Network capabilities and services, • Visualisation and decision support
including cloud services • Satellite applications
• Internet of Things • Business models drawn from the
• Management and analysis of big digital and creative industries
data • Crowd-sourcing and social media
• Modelling and simulation • Digital services for engaging
supporting data interpretation customers through feedback or
• Systems integration with physical incentives
assets
• Communications technologies • Not an exclusive list

10. Integration
Aim to integrate these capabilities into
end to-end proofs-of-concept, to show
how the technologies involved can be
scaled up in a flexible way

11. Structure of a digital railway project
Meet their objectives
Key rail organisation
NR, LUL, Operators, Tier 1
System Integration
Technology enablers Design-led development
Rail employees,
Business decision-makers,
opportunity – passengers
services for rail
clients Influencing behaviour,
Ways of working,
Apply digital capabilities
Unmet needs

12. Human behaviour
Include consideration of human
behaviour in the potential solution, to
ensure that it will be accepted by end
users, whether they be rail industry
employees or passengers.

13. The people perspective
• Who are the users and what are their
needs?
• Can influencing behaviour be part of the
solution?
• How will your proposal address this up-
front?
• Do you have the right capabilities in
your consortium?

14. Consortia
• Not necessary to include client in consortium, not
excluded either
- for discussion with the clients
• Problem owner can be a business close to the
industry challenges such as tier 1 supplier
• A range of capabilities – a couple of partners is not
going to cut it
• Innovative capabilities + rail expertise

15. Collaboration and engagement
• Client engagement
• Business collaboration
• Academic expertise
• Use today!
• Unlocking Innovation event run by RIA 18th April
• KTNs – Transport, ICT, ESP, Creative Industries
• RRUKA

16. Role of clients in the process
• Network Rail and London Underground are directly
supporting this programme
• Defining challenges
• Access to points of contact and links to business
sponsors and resources where appropriate
• Ongoing, but managed, discussion through this
application process

17. And finally...
• Customer Experience competition from the Enabling
Innovation Team
• Rail capability analysis led by AD Little and Atkins
• Rail KTP call launching in April – modelling simulation
and synthetic environments
• Transport Systems Catapult

18. Thank you
• richard.kemp-harper@tsb.gov.uk
• 07824599610
• @kemp_harper
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