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services delivery and the need for sustained tourism and business
development are pressing cities to consider the opportunities afforded
by emerging technologies. Navigating transformative change, as is
required by Smart Cities, is a long-term and complex process. Cities
need to be able to assess their current situation and determine the
critical capabilities needed to enable a Smart City. To help cities
address these issues, IDC Government Insights has created a Smart
Cities Maturity Model defining the key technology- and non-
technology-related areas for assessment. IDC Government Insights'
Smart City Maturity Model is a framework of stages, critical measures,
outcomes, and actions required for organizations to effectively
advance along the successive stages of competency toward data- and
event-driven decision making. This Smart City Maturity Model will
enable your city to:
investment decisions
In This Study 1
Methodology ............................................................................................................................................. 1
Executive Summary.................................................................................................................................. 1
S i t u a t i o n O ve r vi ew 3
T h e Ap p r o a c h 4
Stages in IDC Government Insights' Smart City Maturity Model............................................................... 4
Future Outlook 10
Short-Term Smart City Trends.................................................................................................................. 11
Long-Term Smart City Trends .................................................................................................................. 13
Essential Guidance 14
Actions to Consider................................................................................................................................... 15
Learn More 19
Related Research ..................................................................................................................................... 19
P
1 IDC Government Insights' Smart City Maturity Model Overview .................................................. 2
2 IDC Government Insights' Smart City Maturity Model Framework ............................................... 7
3 IDC Government Insights' Smart City Maturity Model Impact/Guidance ...................................... 17
P
1 Where Are Cities Today? ............................................................................................................. 10
2 Smart Cities in the Next 24 Months.............................................................................................. 12
3 Unequal Time and Effort Required to Move Through the Stages of Smart City Maturity ............. 13
4 IDC Government Insights' Smart City Maturity Model Gap Analysis Against Industry
Benchmark ................................................................................................................................... 16
5 IDC Government Insights' Smart City Maturity Model Gap Analysis by Function, Line of
Business, or Department.............................................................................................................. 17
Methodology
The goals of Smart City leaders are to develop and/or revitalize their
city in sustainable ways while differentiating their city from nearby
and global competitors — other cities that are also seeking to attract
business investment and a talented pool of residents. This model is a
guide that will enable cities to provide better services and improved
outcomes to citizens and businesses.
Executive Summary
TABLE 1
The questions many cities are asking are, "Where do I begin in a Smart
City transformation? What is the process for change? And how do we
assess ourselves and plan our future strategy for IT investment?" IDC
Government Insights' Smart City Maturity Model provides a method
for assessing progress and a planning tool for adopting Smart City The definition of a
Smart City, in our
technologies and practices. view, is a finite unit
or entity with its
IDC Government Insights takes a broad view of what a city is — it can own governing
authority that
be a district, town, city, county, metropolitan area, city-state (such as is more local than
Singapore), or even a port, military base, or university campus. Our the federal or
definition of a Smart City is a finite entity with its own local governing national level and
that uses a specific
authority that uses emerging ICT and instrumentation technologies to set of technologies
achieve the explicit goals of improving the quality of life of its citizens to achieve the
and sustainable economic development. These goals are achieved via explicit goal of
improving the lives
improved service delivery, more efficient use of resources (human, of its citizens
infrastructure, and natural), and financially and environmentally through
sustainable practices that support economic development. sustainable
development.
THE APPROACH
Within a Smart City, there are key dimensions, or measures, that need
to be addressed in order to make the Smart City concept fully
operational. Many of these are not technology-related measures since
the largest challenges that cities face are related to people and process.
Entrenched culture, siloed budgeting processes, local bylaws and
governance structures, and outdated ways of measuring success all
must change to fulfill a Smart City vision; however, each city defines
itself. We have defined the following measures and their
corresponding attributes as key for the Smart City Maturity Model:
● Strategy: The Smart City strategy defines the Smart City's intent;
the Smart City's vision for the city, including sustainability and
● Data: Data measures how data is used and accessed. Open data is
a big component of the Smart City movement, and citizens are
expecting more and more government transparency. Open data is
also a strategy for crowdsourcing skills, particularly in areas like
TABLE 2
Data (use, Data is Data integrity Data use is Data is used to Data is used for
access) underutilized and is more fully focused on provide predictive
housed in addressed as maintaining actionable models for
disparate data is used in quality for Big information to improved
systems Big Data and Data and further Smart services; real-
advanced analytics use City goals time data
Access is limited analytics cases collection allows
to single projects Advanced data faster response
organizations Progress is analysis done for non-
because of Some data made in for multiple predictable
issues with data sets are accuracy and purposes events
integrity, opened to semantic
privacy/security, public consistency Data is all Information is
and integration inclusive with ubiquitous,
Data becomes Open data fully operational open,
more widely becomes data sharing personalized,
shared across strategic to among and proactively
departments leverage skills organizations delivered as
and ideas from and individuals desired
many inside and
organizations outside of
and citizen/ government
community
groups
FIGURE 1
In the next one to two years, there will be much more development in
strategy, data, and technology, with culture and process still inhibitors
to implementations at the Repeatable and higher stages of maturity:
● Strategy: As we see now, more city leaders like CIOs and mayors
will openly state their plan to become a Smart City, though the
specifics of the vision may not be fully developed. Departments
will run focused Smart City projects, and the business cases will be
heavily marketed by vendors, leading to more cities becoming
aware of project benefits. However, despite bold vision statements
and successful one-off projects, Smart City innovators will be
frustrated by the slowness of progress for a variety of reasons,
mainly around internal risk-averse cultures, governance issues, and
the rigidity of engagement models with external partners.
Figure 2 shows the Smart City Maturity Model of cities around the
world in the next 24 months.
FIGURE 2
FIGURE 3
ESSENTIAL GUIDANCE
At this very early stage in Smart City development, it is important to
use the model to develop clarity of vision, common language, and a
strategic road map with key leaders and innovators in the city
ecosystem. As many of the issues with cities are related to people,
process, and culture, it is important to work toward a balance in
maturity across measures since, as noted in the Future Outlook section,
the inhibitors toward fully optimized benefits are related to slower
maturity in process and culture.
Actions to Consider
● Now: Assess the business and IT Smart City "as is" situation.
Identify opportunities to use existing data, technology, workers,
and citizens in new ways. Explore opportunities to use new low-
cost public cloud and open source options as they emerge,
including citizen sourcing of app development. Identify relevant
innovation, leadership, technology, and analytics skills among
existing staff and vendors. Experiment with proof-of-concept and
prototype projects.
● In the next one– to two years (the next budget cycle): Use early
quantifiable wins to demonstrate potential and justify budget
allocations. Evaluate the existing technology and its shortcomings.
Assess skills gaps and plan to hire and/or externally source
professional services. Identify business sponsors and champions
that will support and promote Smart City projects. Expand projects
and begin to define architectural standards. Begin governance and
performance management discussions.
Visualization is a helpful tool for assessing the Smart City Maturity
Model and will yield the following benefits:
FIGURE 4
Note: The data depicted is for illustrative purposes only and does not represent results from any
one organization. Industry benchmark data is being collected by IDC and will be available in
future Smart City Maturity Model documents.
Source: IDC Government Insights, 2013
Note: The data depicted is for illustrative purposes only and does not represent results from any
one organization.
Source: IDC Government Insights, 2013
TABLE 3
Stage Guidance
Use social media and mobile apps to engage with citizens and community groups.
Stage Guidance
Open data sets to the public and foster data use by holding hackathons and contests
for new ideas and mobile app development.
Begin to research and evaluate enterprise architectures that will support mission.
Budget for scaling out of projects. Perform costs-benefit analysis for Smart City
projects to determine resource allocation. Begin serious discussions with partners on
business models. Define what return partners will get by putting "skin in the game."
Develop a skills pipeline. Work with academic institutions to use students to intern on
projects to augment staff but also to mentor potential new hires.
Stage Guidance
Optimized Make available information about all the data sources for users with business units.
The centralized team should take charge of continuous improvements in process and
Outcome: Agility, innovation, to refine and improve on methodology for governance and measurements. Employ
and continuous improvement in decision management techniques to enable continuous process improvement and
service delivery bring integration of innovation and citizen engagement into business processes.
competitive advantage
Reorganize departments and agencies in accordance with outcomes and service
delivery goals and match budgeting process to fund new organizations.
Regularly provide training to all the technology, analytics, and business staff to
ensure everyone continues to work toward a common vision and outcomes, even as
they are adjusted and refined.
Ensure that open data continues to be used to support the growth of new business
and services by a continuous refresh of available data as well as tools that have
been successful in fostering their use.
LEARN MORE
Related Research
● Smart Cities and Smarter Public Safety: The Case for Innovation
in US Local Law Enforcement (IDC Government Insights
#GI235481, June 2012)
Synopsis