Making Leaders Successful Every Day

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1 Making Leaders Successful Every Day

2 Smart Governments Embrace And Enable Digital Disruption In The Age of the Citizen Forrester Research Jennifer Belissent Principal Analyst March 27, 2014

3 Those who don t embrace disruption are disrupted. Who s next?

4 Disruption impacts citizens and societies. Bodie, California, circa 1912 And, even success can be disruptive. Williston, North Dakota, 2013

5 How can governments today address the opportunities provided by digital to mitigate the risks of and enable the benefits of disruption?

6 Citizen Enter The Age Of The Customer Transform the customer experience Embrace and enable mobility Turn big data into insights and innovation Embrace and enable digital disruption 2013 Forrester Research, Inc. Reproduction Prohibited 6

7 Who is the Dutch citizen? 2013 Forrester Research, Inc. Reproduction Prohibited 7

8 Technologische Trends die het gedrag van de Nederlandse consument beïnvloeden Reineke Reitsma, VP, Research Director 27 maart 2014

9 Empowered customers veranderen jouw context 2012 Forrester Research, Inc. Reproduction Prohibited

10 Alles wat jij doet heeft invloed op hoe Nederlanders de overheid zien

11 Agenda Digital Disruption Mobile Mind Shift Social Media 2013 Forrester Research, Inc. Reproduction Prohibited 11

12 2009 Forrester Research, Inc. Reproduction Prohibited Digital Disruption

13 Digital Disruption is overal Digital Disruption is niet eenmalig. Het is death by a thousand digital cuts De concurrentie maakt heel veel, relatief kleine, verbeteringen of Nieuwe concurrenten komen met een totale nieuw concept 2013 Forrester Research, Inc. Reproduction Prohibited 13

14 Digital disruptors veranderen de context Ze creeeren een Betere betere productervaring Die resulteert in een Sterkere sterkere klantenbinding En brengen het product Sneller sneller op de markt

15 Twee bezwaren die we vaak horen 1 Dat gaan mensen nooit doen. 2 Dat kost teveel geld Forrester Research, Inc. Reproduction Prohibited 15

16 Bijvoorbeeld, gaan we met z n allen aan de wearables? 2013 Forrester Research, Inc. Reproduction Prohibited 16

17 Interesse in wearables is laag in Nederland 2% 21% 3% 24% 7% 8% 8% 10% 15% 13% Base: 476 Dutch Online Adults (16+) Source: European Technographics Consumer Technology Online Survey, Q Forrester Research, Inc. Reproduction Prohibited 17

18 Maar wearables zijn meer dan leuke speeltjes 2013 Forrester Research, Inc. Reproduction Prohibited 18

19 Disruption is being disrupted 2013 Forrester Research, Inc. Reproduction Prohibited 19

20 Disruption is being disrupted 2013 Forrester Research, Inc. Reproduction Prohibited 20

21 Waarom is Digital Disruption relevant voor de Nederlandse overheid? 2013 Forrester Research, Inc. Reproduction Prohibited 21

22 De Basis Regel voor innovatie: Genereer meer ideeen, sneller BY INNOVATING THE ADJACENT POSSIBLE? Denk niet te ver vooruit. Verbeter wat er is Forrester Research, Inc. Reproduction Prohibited 22

23 Maar, innovatie is geen wild-west Digital Disruption Strategie: C Customers Wie zijn mijn klanten nou eigenlijk? B Benefits Wat hebben ze nodig? S Strategy Wat levert deze innovatie ons op? P Product Hoe ziet innovatie er uit? 2013 Forrester Research, Inc. Reproduction Prohibited 23

24 2009 Forrester Research, Inc. Reproduction Prohibited De Mobile Mind Shift hoe mobiel de context verandert

25 Image source: The New Yorker (http://www.condenaststore.com/-se/cartoonbank.htm) 2013 Forrester Research, Inc. Reproduction Prohibited 25

26 Image source: NBC News and The Associated Press (http://photoblog.nbcnews.com)

27 The Mobile Mind Shift Mobiliteit staat centraal in hoe mensen de wereld om hen heen ervaren 2013 Forrester Research, Inc. Reproduction Prohibited 27

28 Introducing.. The Mobile Mind Shift 2013 Forrester Research, Inc. Reproduction Prohibited 28

29 Computing the Mobile Mind Shift Index MMSI Devices Access Locations 100 MMSI = Base: 30,549 US online adults (18+); Source: North American Technographics Online Benchmark Survey (Part 2), Q (US, Canada) 2013 Forrester Research, Inc. Reproduction Prohibited 29

30 Computing the Mobile Mind Shift Index EU adults 18+ Devices Access Locations 100 MMSI MMSI = EU avg. Base: 17,522 European online adults (18+); Source: European Technographics Online Benchmark Survey, Forrester Research, Inc. Reproduction Prohibited 30

31 MMSI verschilt per land MMSI Devices Access Locations EU US = 22 NL Netherlands = EU-7 20 Base: 17,522 European online adults (18+); Source: European Technographics Online Benchmark Survey, 2013

32 Bijna een op de vijf Nederlandse consumenten is shifted 18% Mannen 15% Vrouwen 2013 Forrester Research, Inc. Reproduction Prohibited 32

33 Mobile Mind Shift in werking

34 2009 Forrester Research, Inc. Reproduction Prohibited Social Media Hoe actief zijn de Nederlandse consumenten op social

35 Consumenten vertrouwen steeds meer op elkaar en minder op de overheid Groundswell: De trend waarbij mensen technologie gebruiken om de dingen waar ze behoefte aan hebben van elkaar te krijgen en niet meer vanzelfsprekend van bedrijven of de overheid

36 Quiz: Welk deel van de Nederlandse Internetgebruiker gebruikt de volgende social netwerken regelmatig: Facebook Twitter LinkedIn Pinterest Google+ Youtube 67% 17% 17% 3% 20% 55% Regelmatig betekent minimaal een keer per maand Base: 1,159 Nederlandse Internet gebruikers Source: Forrester s Global Technographics Online Benchmark Surveys 2013

37 De vraag is niet of je doelgroep op social media actief is, maar hoe je social kunt inzetten om je doelgroep te bereiken 2013 Forrester Research, Inc. Reproduction Prohibited 38

38 Social Technographics helpt om prioriteiten te stellen The Social Technographics Score This score gauges how important social tools are to an audience s customer life cycle and where in the life cycle social tools have the greatest impact. The Social Technographics Intensity Matrix This heat map shows which social behaviors an audience exhibits and in which social locations they engage in those behaviors Forrester Research, Inc. Reproduction Prohibited 39

39 Stap 1: Hoe belangrijk zijn social media in de customer life cycle? Meet waar je doelgroep valt tussen 0 en 100. Stel vast in welk stadium je doelgroep zich bevindt: Skippers Snackers Savvies Stars Source: October 1, 2013, Introducing The New Social Technographics : The First Step Toward Social Success Forrester report 2013 Forrester Research, Inc. Reproduction Prohibited 40

40 De score voor Nederland is Forrester Research, Inc. Reproduction Prohibited 41

41 Nederland scoort gemiddeld in vergelijking met andere Europese landen February 2014 Revealing The Social Technographics Scores Of Global Consumers 2014 Forrester Research, Inc. Reproduction Prohibited

42 Stap 2: Op welk moment in de customer life cycle gebruikt je doelgroep social? Source: October 1, 2013, Introducing The New Social Technographics : The First Step Toward Social Success Forrester report 2013 Forrester Research, Inc. Reproduction Prohibited 43

43 Social Score verschilt per doelgroep Mannen Vrouwen Source: Global Online Benchmark Technographics Survey, 2013 Base: Dutch online adults (18+):

44 Stap 3: Wat doen mensen op social, en waar? Zes sociale activiteiten: Posting Sharing Commenting Tagging Liking Reading Vijf locaties: Social networks Ratings and review sites Blogs Brand and product sites Forums and communities Het resultaat: een heatmap die je inzicht geeft in waar je het beste kunt investeren in social 2013 Forrester Research, Inc. Reproduction Prohibited 45

45 De gemiddelde Nederlandse man is voornamelijk reactief op social Mannen Source: Global Online Benchmark Technographics Survey, 2013 Base: Dutch online men (18+): 2013 Forrester Research, Inc. Reproduction Prohibited 46

46 De gemiddelde Nederlandse vrouw is iets actiever, maar alleen op networks Vrouwen Source: Global Online Benchmark Technographics Survey, 2013 Base: Dutch online women (18+): 2013 Forrester Research, Inc. Reproduction Prohibited 47

47 Hoe creeer je een succesvolle social media strategie? P O People Bepaal hoe de burgers gebruik maken van social media. Objectives Neem een beslissing over wat je wilt bereiken. S T Strategy Realiseer en plan hoe de relatie met je burgers gaat veranderen. Technology Neem een beslissing over welke (sociale) technologie te gebruiken.

48 En wat ga jij morgen anders doen? Digital Disruption Mobile Mind Shift Social Media 2013 Forrester Research, Inc. Reproduction Prohibited 49

49 Vragen? Reineke Reitsma Forrester Research, Inc. Reproduction Prohibited 50

50 What the Age of the Citizen Means For Government Engagement Transforms The Citizen Experience Governments Embrace and Enable Mobility Data Fuels Insights and Innovation Smart Governments (and Their Partners) Enable Disruption 2013 Forrester Research, Inc. Reproduction Prohibited 51

51 Smart Government Objectives To better deliver programs and services (whether social services or security services) Engagement To better understand constituents and capture data from things Livability Efficiency Innovation To improve operations and enable value creation 2013 Forrester Research, Inc. Reproduction Prohibited 52

52 Better communication improves citizen experience. Kennedy and Nixon brought presidential debates into homes via television in Roosevelt brought his message into homes in 1933 with the Fireside Chats.

53 Now gov t leaders blog, tweet And embrace new alternative channels.

54 And, they use data to improve communication. Bottom line: Communication improves transparency. Image source: City of Chicago website (http://www.cityofchicago/chicagoshovels.org) Source: Upcoming Forrester Report Open Data Changes The Business Of Government 2013 Forrester Research, Inc. Reproduction Prohibited 55

55 Engagement is not just one-way: participation improves the policy making process Forrester Research, Inc. Reproduction Prohibited 56

56 helps diffuse potential conflicts Utah Planning brought citizens in to the state redistricting process. Source: State of Utah website (http://www.utah.gov/) 2013 Forrester Research, Inc. Reproduction Prohibited 57

57 and deliver inputs and ideas to governments. Many governments appeal directly to citizens to make suggestions for new programs and policies Forrester Research, Inc. Reproduction Prohibited 58

58 Engagement tools proliferate Smart governments engage citizens to gather input, garner feedback and ultimately improve programs and policies through consultation Forrester Research, Inc. Reproduction Prohibited 59

59 Mobile channels facilitate engagement. Citizen reporting platforms make it easy for cities to engage citizens, and gather data on the city such as Boston s Citizen Connect application. nnnnn 2013 Forrester Research, Inc. Reproduction Prohibited 60

60 Mobile channels also improve service delivery. Mobile applications enable citizens to complete administrative tasks such as Dubai Electricity and Water Authority 2013 Forrester Research, Inc. Reproduction Prohibited 61

61 Capturing mobile moments Drivers in Bahrain can pay traffic fines when they remember them. Upcoming Forrester Report, From M-Govenrment to Mobility Enabling Strategies 2013 Forrester Research, Inc. Reproduction Prohibited 62

62 Smart Governments Embrace Mobile-Enabling Strategies

63 Smart Governments Embrace Mobile-Enabling Strategies

64 Smart Governance: The Foundation for Smart Government

65 Data (and engagement) provide insights to improve operational efficiency... Data scientists participated in a Data Dive help NYC Parks Department better manage storm risk and optimize pruning schedules of the cities trees. Source: Github website (http://seeread.github.com/canopy/) 2013 Forrester Research, Inc. Reproduction Prohibited 66

66 and to enable better informed policy making. Data Dives in Washington DC shed light on systemic poverty among children Forrester Research, Inc. Reproduction Prohibited 67

67 Open Data also drives innovation. Open data means taking data that is sitting in the vaults of the government, that the tax payers have already paid for, and jujustu-ing into the public domain as fuel for entrepreneurship and innovation. Todd Park, U.S. Chief Technology Officer 2013 Forrester Research, Inc. Reproduction Prohibited 68

68 But you must do it right: How to craft an Open Data program that encourages innovation? Forrester s POST+ER Methodology Provides A Framework For Open Data Program Design August 2013 Getting The Most Out Of Open Data 2013 Forrester Research, Inc. Reproduction Prohibited 69

69 What types of data does a smart government have? Volunteered Personal Information 2013 Forrester Research, Inc. Reproduction Prohibited 70

70 Maps of Santander provide data from the 20,000+ fixed and mobile sensors. Sensors provide information on bus locations, air and soil humidity, building occupancy, pollution etc enabling analysis to improve operations, as well as re-use to promote innovation.. Sensors provide information on bus locations, air and soil humidity, building occupancy, lighting, pollution and more, enabling analysis to improve operations, as well as re-use to promote innovation. Source: Forrester Research, Inc. Reproduction Prohibited 71

71 Data fuels civic innovation Three rounds of the NYC Big Apps contests generated over 240 new applications. Allows users to track cab medallion numbers and drivers, compare route data and review their cab experiences. Provides targeted marketing solutions based on local context and heuristic learning tools Forrester Research, Inc. Reproduction Prohibited 72

72 and enables entrepreneurship. Start ups like Opower offer platforms for integrating internal and public data in order to provide energy saving advice and to better tailor offers Forrester Research, Inc. Reproduction Prohibited 73

73 Big companies use open data to drive business too. Aetna no longer just sells insurance premiums. John Deere no longer just sells tractors. BMW no longer just sells cars. Starwood no longer just sells hotel rooms Forrester Research, Inc. Reproduction Prohibited 74

74 Fortunately governments are not alone. New Ecosystem Players Facilitate Processing, Publication, And Promotion Of Open Data August 2013 Getting The Most Out Of Open Data 2013 Forrester Research, Inc. Reproduction Prohibited 75

75 Governments must embrace and enable disruption.

76 First they disrupt themselves. With new practices and processes. Smart starts with an integrated and transparent administration Forrester Research, Inc. Reproduction Prohibited 77

77 And, the domains that they influence (or control) Public Safety Energy Management Water management City Management Education Building Management Healthcare Transportation Constituent Services Buildings, transportation and public safety top the list of sensor-based smart projects.

78 And, enable disruptive innovation. Smart infrastructure, mobile enablement, and open data provide the building blocks for innovation Forrester Research, Inc. Reproduction Prohibited 79

79 Smart governments embrace and enable disruption. In the Age of the Citizen, there is a new civic mandate of smart. S M Social channels bring government information and services to citizens, where they already are. Mobility provides a greater flexibility to citizen access to government information and services. A Analytics and access to data enables governments to improve operational efficiency, refine policy making and enable innovation. R Regulation reforms eliminate obstacles to challenge procurement, creative business models, and shared services. T Technology provides the tools to do more with less: expanding engagement, improving efficiency and enabling innovation Forrester Research, Inc. Reproduction Prohibited 80

80 Thank you Jennifer Bélissent Phone Blog:

81 Smart cities do not evolve in a vacuum: context matters. Questions to consider. Citizen response: How will citizens react to new ways of engaging with the city? Interest? Issues of privacy? Ways to get a broader audience engaged? Outreach and information. Infrastructure and data ownership: Who owns the sensor infrastructure? And, who owns the data from it? Measures and standards: Are there common ways of operating that enable cities to better compare and share? Legal and regulatory environment: Are there procurement constraints? Are there specific requirements? Business models: Which business models create the appropriate incentives and ensure sustainability? Services providers: Which technology product and services providers are best able to meet the needs of the cities? 2013 Forrester Research, Inc. Reproduction Prohibited 82

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