COPYRIGHT © 2015 CITIE. ALL RIGHTS RESERVED. CITIE IS A TRADEMARK OF CITIE. INDEX LTD

CITIECity Initiatives for

Technology, Innovation,

and Entrepreneurship

Cecilie B. MüllerGlobal Cities StrategyAccenture cecilie.b.muller@accenture.com

www.citie.org@CITIEinfo

WHY IS IT IMPORTANT?

Innovation and entrepreneurship are playing an increasingly vital role in the economic

fortunes of cities

Growth is unevenly distributed

towards young, high-growth

companies, and vibrant tech

sectors are often the epicentre of

this new growth

Innovative high-growth companies

are creating the skills and ideas

that cities will need to compete in

an increasingly digital global

economy

A new breed of companies are

reshaping the way people interact

with the city around them. A healthy

start-up ecosystem is important for a

city government’s ability to solve

local problems

HIGH-GROWTH

COMPANIESJOBS OF

TOMORROWSOLVING COMPLEX

URBAN PROBLEMS

CITIE FRAMEWORK

A city’s influence on innovation and entrepreneurship is characterised by three dimensions

OPENNESS INFRASTRUCTURE LEADERSHIP

How open is the city to new ideas and

businesses?

How does the city optimise the city’s

infrastructure for high growth SMEs?

How does the city build innovation

into its own activities?

CITIE FRAMEWORKCITIE assesses how well each city supports innovation and entrepreneurship across nine policy roles

FRAMING THE THREE DIMENSIONS

Three dimensions characterise a city’s ability to influence innovation and entrepreneurship

ANCHORING THE POLICY ROLES

Nine policy roles anchor the framework and analysis on a city’s influencing power

ASSESSING THE POLICY LEVERS

A series of policy levers are used to assess the performance of a city against each policy role

CITY AS CUSTOMER

Is procurement accessible to new businesses, and does it actively seek out innovation?

OPEN AND ACCESSIBLE PROCUREMENTPROCUREMENT AS A LEVER

FOR INNOVATION

1

Ensure the visibility of

procurement

opportunities through a

single portal

2

Ensure that pre-

qualifying requirements

are achievable by new

businesses

3

Define targets for

spends on new

businesses

4

Use problem-based

procurement methods

5

Use open innovation

methods to engage the

ecosystem

CITY AS DATAVORE

How does the city use data to optimise services and provide the raw

material for innovation?

CAPTURE AND

ANALYSE CITY DATAOPEN CITY DATA TO THE PUBLIC

1

Use data analytics to

optimise city services

2

Publish open

data

3

Publish live data

with appropriate

APIs

COPYRIGHT © 2015 CITIE. ALL RIGHTS RESERVED. CITIE IS A TRADEMARK OF CITIE. INDEX LTD

BRUSSELS DIAGNOSTIC

CITY BENCHMARKING ANALYSIS

City’s performances against the CITIE framework tends to cluster into four stages

EXPERIMENTERS BUILDERS

CHALLENGERS FRONT RUNNERS

Builder cities have begun to

actively incorporate

innovation and

entrepreneurship into their

policy development.

These cities are in a stage of

rapid transition, actively

investigating policies to

enhance their budding

ecosystems.

CITY PEER GROUPS

Experimenters Builders Challengers Front Runners

Experimenter cities have yet to

take decisive action to

prioritise innovation and

entrepreneurship, evident

across City as Advocate, City

as Investor and City as

Strategist policy roles.

Siloed instances of good

practice signal an emergent

desire to test new approaches.

Challengers are ambitious

and dynamic cities riding a

wave of technology-enabled

growth.

They are usually following a

published growth strategy

that embeds innovation and

entrepreneurship across a

range of policy roles.

We have clustered our 40 cities into four different groups based on their overall scores. These peer groups

articulate a journey through performance and cluster together cities at a similar stage of maturity.

Front Runners tend to be

global cities building on the

foundations of well-

established innovation

practices and mature

entrepreneurial ecosystems.

These cities show maturity

across all policy levers and

are redesigning even the

most complex of systems

CITY PEER GROUP RESULTS

EXPLORE OTHER CITY’S STORIES

CITIE has collated best practice examples, case studies and interviews from around the world

TEL AVIV DIGITAL ENGAGEMENT WITH CITIZENS

BARCELONA CHANGING THE WAY WE THINK ABOUT PROCUREMENT

LONDON GENERATING VALUE FROM OPEN DATA

HELSINKI MOBILITY AS A SERVICE

WWW.CITIE.ORG

Openness Infrastructure Leadership

Barcelona

Sydney

Amsterdam New York City

Buenos Aires

Helsinki

Boston

Tel Aviv

Seoul

CITIE helps you learn from best practice

• How can cities ensure the visibility of procurement opportunities?

• What concrete initiatives can cities create to ensure tenders are achievable to small, new businesses?

• What could “problem-based procurement methods” look like? Give some concrete examples

• What types of data do you think would benefit the city and its citizens?

• Who is responsible for using datato improve city services? Citizens, city governments, start-ups, big corporations etc.?

• How can city governments ensure that open data portals do not end up as ‘data graveyards’?

BREAKOUT SESSION AND FEEDBACK15 MINUTES

CITY AS CUSTOMER CITY AS DATAVORE

COPYRIGHT © 2015 CITIE. ALL RIGHTS RESERVED. CITIE IS A TRADEMARK OF CITIE. INDEX LTD

CITIECity Initiatives for

Technology, Innovation,

and Entrepreneurship

Cecilie B. MüllerGlobal Cities StrategyAccenture cecilie.b.muller@Accenture.com

www.citie.org@CITIEinfo