Mevlânâ Celâleddîn Rûmî
at Bahçeşehir University during the 2015-2016 and 2016-2017 academic years.
the contents hereof. Proline reserves the right to supplement, amend or modify the contents hereof, when considered relevant.
Index 1 2
3
4
Preface .............................................................................................................................................................................................................................................................................................................. 2.1 2.2
3.1 3.2 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9
5
6 7 8
2.2.1
Case Study: From Second Life to High Fidelity ..................................................................................................................................................................................................................
Apple’s Journey .................................................................................................................................................................................................................................................................................
4.1.1 4.2.1 4.3.1
Case Study: Google’s NEST ................................................................................................................................................................................................................................................
4.4.1
Case Study: UBER ..............................................................................................................................................................................................................................................................
4.5.1
Case Study: Germany’s 12th Man at the World Cup: Big Data .........................................................................................................................................................................................
4.6.1
Case Study: From 3D to Claytronics ...................................................................................................................................................................................................................................
4.7.1
Case Study: Pavegen .........................................................................................................................................................................................................................................................
4.8.1
4.9.1 About Proline .................................................................................................................................................................................................................................................................................................... 5.1 Our Vision ......................................................................................................................................................................................................................................................................................... 5.2 5.3 5.3.1 5.3.2 5.3.3 5.3.4 5.3.5 A Brilliant Social CRM Tool: MeaMinds ........................................................................................................................................................................................................................... About Frost & Sullivan ...................................................................................................................................................................................................................................................................................... Conclusion ........................................................................................................................................................................................................................................................................................................ References ........................................................................................................................................................................................................................................................................................................
1 5 7 11 13 15 15 19 23 25 27 29 29 31 33 35 37 39 39 41 41 43 43 45 45 47 47 49 49 50 51 51 55 57 59 61 63 65 67
$ 7,4 b
$ 51,0 b $ 46,0 b
$ 1,4 b $ 25,5 b
$ 2,3 b $ 20,0 b
$ 1,5 b $ 1,2 b
$ 16,0 b
$ 4,0 b
$ 16,0 b
$ 3,0 b $ 1,1 b $ 1,3 b $ 0,6 b
$ 15,0 b $ 12,0 b $ 11,0 b $ 10,0 b $ 30.0 billion
$ 60.0 billion
Total Equity Funding
Preface
Have you ever come across following companies? Companies ranging from familiar companies like Pinterest and Uber, to companies like SpaceX, are today’s start-ups and tomorrow’s big players in “Smart
model predicated on the sharing or meshing of talents, goods and
and business models for the public and private sector.
1
+5% $ 178,119 m
+ 11 % $ 133,252 m
-7% $ 73,102 m
+8% $ 72,795 m
+9% $ 53,580 m
- 19 % $ 52,500 m
+ 14 % $ 51,808 m
+ 33 % $ 50,338 m
+ 18 % $ 43,490 m
+2% $ 43,130 m
+ 12 % $ 41,535 m
-1% $ 39,381 m
+6% $ 38,790 m
+4% $ 36,952 m
+ 48 % $ 32,593 m
+4% $ 30,948 m
-3% $ 26,552 m
+9% $ 25,034 m
+8% $ 23,998 m
+2% $ 22,681 m
-4% $ 22,106 m
+ 13 % $ 21,293 m
+3% $ 20,265 m
- 10 % $ 19,950 m
-3% $ 18,358 m
+8% $ 17,834 m
+ 19 % $ 16,766 m
+6% $ 16,134 m
+4% $ 15,333 m
+8% $ 15,099 m
+3% $ 14,227 m
-6% $ 13,136 m
+ 12 % $ 12,962 m
+ 17 % $ 12,833 m
+ 11 % $ 12,574 m
+2% $ 12,517 m
+ 11 % $ 12,033 m
+ 14 % $ 11,799 m
-7% $ 11,711 m
-9% $ 11,436 m
Figure 2: Interbrand 2016 (2016 Brand Value in Billion USD and Change in Brand Value in comparison to 2015) / Reference 12
to products or services, rather than having individual ownership.
outlining Apple’s strategy change since 2003. Furthermore, Proline’s
about goods and services is shared, the value of those goods and
As shown in Figure 2, almost the half of companies listed in
“Safe and Smart City” strategic business model, led by companies such as Apple and Google, with its in-house developed “state of the scope of this approach.
3
Market Cap $ 80 B
FORD founded
$ 60 B $ 58 B
GENERAL MOTORS founded
$ 40 B
TESLA founded
CHRYSLER founded
$ 21 B
2004
1925
1908
1903
now owned by Fiat
1900
$ 32 B
1930
1960
1990 Reference 18
2015
is as follows; • •
features, products, and services. Put simply, without them, there are
speed downloads. Their scalability is beyond limits.
based on “Smart City” technologies and allow third party access, like; • iTunes which gets music onto iPod. • SAP or Oracle which executes ERP systems. • Facebook which connects family, friends and acquaintances. • Cisco Smart Grids which captures AC/DC sources, route power. •
5
Smart City
Convergence Velocity
Volume Variety
Driving Forces Energy Data
Sensor
Infrastructure
Figure 4: Proline’s Safe and Smart City Model / Reference 1
“Infrastructure”, “Sensors” and “Energy” (see Figure 4). 1. Data: Our world is full of chips embedded in computers as well as in almost every modern devices such as cars, television sets. Data,
in the late 20th and early 21st centuries. 2. Infrastructure: Following the development of ARPANET, Internet protocol was introduced as the standard networking protocol and many people around the world, access to comprehensive network service is a prerequisite to access Internet. This results in growing
when it comes to other infrastructures such as airports, motorways, seaports, railways. 3. Sensors
-
environment. Sensors and measurement technology are key technol-
4. Energy • The amount of energy harnessed and put to work per capita per •
increases. According to the World Bank, CAGR in electric energy use worldwide
more than 70% over 37 years.
7
Target Market
Ecosystems
Predominantly (PC). Both business and
Stable. Primarily Vibrant, robust, dynamic. Comprising individual developers and small partners. Partnerships and
crush you”. you”.
“We’ll buy you or we’ll “We want to work with
dissolve.
devices.
Technology Mostly closed source or
Top down. Internal or
expensive licensing. Mostly open source and a free development kit or an API.
Centralized single company campaigns, rigidly coordinated and controlled.
partner based or assisted. Much faster. driven campaigns. More independent, organic and decentralized.
• • •
Physical and infrastructure: Highways, airports, and railroad systems allow people to physically meet. Technology: Landlines, cell phones, and the internet allow people to communicate with one another. Media: Newspapers, radio, and television allow people to
However, “Smart City” technologies enabled emergence of new
• • • • • • •
• • • • • • • • • • • • • • •
Smart home
Virtual and augmented reality Big data infrastructure Business intelligence
• • • •
did not and could not introduce new goods and services fast enough.
Smart grid
9
Actual Events (Actual)
Time
(Atoms)
Material Substances
No Space (Virtual)
Space (Real)
Virtual Places
Real Places
(Bits)
Digital Substances Augmented Reality
Alternate Reality
Reality
Warped Reality
Physical Virtuality
Augmented Virtuality
Mirrored Virtuality
Virtuality
No Time (Autonomous)
Autonomous Events
• •
“Reality” or Atoms on one hand to “Virtuality” or Bits on the other. Each dimension is created using three of these six variables.
• • • • • •
Physical Virtuality Mirrored Virtuality .
Time, No Space and Time, No Space and
.
technologies to create unique values. While “Smart City” technologies
Reality Time, Space and . Time, Space and Augmented Reality . Alternate Reality No Time, Space and . Warped Reality No Time, Space and . Virtuality No Time, No Space and . Augmented Virtuality No Time, No Space and .
11
Case Study: From Second Life to High Fidelity “Second Life” is the “Virtual World”, developed by “Linden Lab”, based in San Francisco, and launched on 23/06/2003. With 900.000 USD in real world money every year, and a virtual economy that has
of players for test purposes and concurrently the game has just been released recently.
world of opportunity. Most popular categories are “Games”, “Events”
But like “Second Life”, “Sansar” will not be a game with clear
Billion USD were generated among users for virtual goods within the “Second Life” economy. “Second Life” is populated by many users, who can create a personal avatar, and simultaneously and independently explore the “Virtual many ways, “Second Life” corresponds to “Virtuality” as one of the
socialize, make art, perform, create businesses, build houses, go shopping, pay even taxes whereas Linden Lab’s own revenue comes mainly from these taxes.
born language teacher living near Frankfurt, Germany, was featured on the cover of BusinessWeek in 2006. She ended up becoming the
13
iPad 4S launch
2 201
Steve Jobs dies
Steve Jobs leaves Apple
$ 80
200 9
$ 60
2008
$ 40
2007
$ 20
2006
1990
1991
2005
Apple passes Dell in market worth
19 85
1989
4 200
199 2
03 20
6 199
1997
1998
1999
200 0
20 01
Apple launches Mac OS X
Figure 7: Journey of Apple’s Share Value (in USD) / Reference 24
95 19
20 02
iPod launch
19
MENU
19 93
iTunes Music Store launches
94
Dell
198 4
1988
iPhone 3GS launches
1983
87 19
iPad launch
1982
$ 100
20 10
in market worth
Apple
2014
86 19
Apple
2013
11 20
iPad 2 announcement
iPhone launch
$116
Apple’s market cap exceeds $ 500 billion
CEO Steve Jobs returns as interim CEO
Apple’s Journey Figure 7 depicts the journey of Apple since Steve Jobs leave in 1985.
iPod, iPhone and iPad, boosted Apple’s economic performance
15
In Billions $ 600
$ 500
$ 400
$ 300
$ 200
$ 100
$0 November 1982
October 1984
September 1986
August 1988
July 1990
June 1992
May 1994
April 1996
March 1998
February 2000
January 2002
December 2003
November 2005
October 2007
September 2009
Apple
August 2011
April 2013
licensed widely, due to its huge developer ecosystem. It was an era
But Steve Jobs made the move and transformed Apple into a “Smart
iTunes on 28th
devices including Apple TV, iPad and others.
17
5 People
10 People
Figure 9:Figure Metcalfe’s 8: Metcalfe’s Law / Reference Law 25
which is based on “Metcalfe’s Law” and “Two-Sided Markets”.
from 13 employees but from 30 million users.
one user of a good or service has on the value of that product to other people. When it is present, the value of a product or service is dependent on the number of users. The classic example is the telephone. The more people purchase telephone, the more value create for other subscribers without intending this.
(See Figure 9). Metcalfe was one of the co-inventors of Ethernet. the square of the number of connected users of this network. More recently with the launch of the internet did this law carry over to users and networks as its original intent was to describe purchases
percentage of any service or purchase percentage of any good has value obtained from the good or service is greater than or at least equal to the price paid for the good or service.
19
Upstream Customers
Downstream Customers
Government
Developers
TELCO
Retailers
Media Companies
ASPs
Millions of Customers Thousands of Segments
Telco-Retail Figure 10: Two-Sided Market / Reference 11
customers. These companies and their markets are shown below; • • • • • •
American Express & Credit Cards: Cardholders and merchants : End users and developers Sony & Video Game Consoles: Gamers and game developers Monster.com & Recruitment Sites: Job seekers and recruiters Google & Search Engines
21
Smart Governance
Smart Healthcare
Smart Building
Smart Energy
Smart Mobility
Smart Technology
Smart Infrastructure
Figure 11: Parameters of a Smart City / Reference 10
of at least 5 out of 9 “Smart Parameters” as shown in Figure 11.
23
“Smart Government” includes policies and digital services from
government services to be promptly available to the society
enables urban environmental concerns through policies on carbon emissions and sustainable development. Enabling technologies are as follows; • Wireless Sensor Network • • • GPS and RFID Tags 2. E- Governance provides complete access to government services through digital services. Enabling technologies are as follows; •
• • •
Internet of Things Enterprise Architecture SOA
3. Public Welfare public complaints, and crisis management. Enabling technologies are as follows; • • Cloud Services • M2M Terminals • • Smart Grids sensing and analysing of threats to enable a more secure world. 1. Line Safety: “Smart Safety” is well equipped to handle man-made integrated component of “Smart Infrastructure” that ensures safety round the clock. Enabling technologies are as follows; • • Biometrics
• • • •
Perimeter Sensors Occupancy Sensors
2. Quick Response and Complaint Management: “Smart Safety” recovery. Enabling technologies are as follows; • • • • RFID Tags • GPS • 3. Mobility Safety: Mobility safety and surveillance covers road, accident management. Enabling technologies are as follows; • Wireless Sensor Networks • MEMS • Nano Sensors
25
Nigeria announced it has launched the eID pilot program, issuing
security features as a result of the EMV Chip and Pin standard. Having recorded the individual’s demographic and biometric data to verify the cardholder and to ensure that the system does not have
they can purchase goods and services and withdraw cash at any of MasterCard accepted merchants and ATMs in Nigeria and around the world.
Nigerians can use the card as a payment tool to deposit funds,
27
Reference 20
“Smart Healthcare” refers to healthcare systems that can sense and
symptoms start to appear. 1. Home Monitoring: Enabling technologies are as follows; • • Behaviour Monitoring • Non-invasive Sensors • Point-of-Care Monitoring 2. Healthcare IT:
are as follows; •
• • •
mHealth
3. Healthcare Imaging and Devices: Imaging technologies will be more robust. They will detect diseases before the symptoms occur. Enabling technologies are as follows; • • • Programmable Drug Delivery • Printed Intelligence
Case Study: Samsung Architecture (SAMI) will be a data broker that will enable wearable devices like those based on Simband
SAMI kind. Its open APIs enable it to collect data from any type of device
record data in the way they want. The open nature of SAMI more. Basic rule engines, machine learning and algorithms in SAMI help process the data and perform analysis. And once in SAMI, the data is available to partners who want to create approved apps and services.
29
“Smart Building” or “Smart Living” integrate comfort, security, and of net zero energy buildings that promote environmentally sustainable
1. Security, Comfort and Sustainability: Smart buildings uses nontoxic and no/low VOC materials that promote healthy ambience and surroundings to habitants. The use of environmental friendly materials
as follows; • Biometrics • • Fibre Reinforced Polymers •
panel technology can aid in reducing waste and enable energy savings in a building. Enabling technologies are as follows;
• • • • • • • •
Sensors, controls, and
Smart Grid Solar Panels Switchable Glass
Fuel Cells
technologies are as follows; • Daylight Sensors • Occupancy Sensors • Self-Powered Wireless Switches
3. Unmanned Building Management: Tracking or monitoring certain or the environment so as to enable sustaining a desired output. Enabling technologies are as follows; • Cloud Services (MaaS) • • Demand Response • Advanced Metering • Wireless Sensor Networks • Valve Controls
31
Reference 14
Case Study: Google’s NEST tures sensor-driven, Wi-Fi enabled, self-learning, programmable thermostats and smoke detectors. The company introduced the
when a driver is expected home, so it can set the temperature ahead
Smoke and Carbon Monoxide Detector” later.
make it look like someone is home when thermostat of “Nest” is in “away” mode.
“Nest” has launched a developer program recently in 2014, so that other third party apps and devices are able to access what “Nest” detects through its sensors. These services are also planned to be able to talk to one another via “Nest” as the hub. “Nest” has strict rules to developers about data privacy, so that it will be a private and
thermostat, which some say parallels the way Apple reinvented the mobile phone. With Google, “Nest” can become huge game changer, in which it may be gradually morphing to being a controller for our house and lifestyle.
turns on the “Nest” thermostat when it senses its wearer has woken up from a night’s sleep. Mercedes-Benz’s cars are able to tell “Nest”
“Nest” and through other devices eventually connected to it. Google will eventually be able to use “Nest” as just another sensor point to which also excites developers as well.
33
“Smart Mobility” enables intelligent mobility through the use
cartoons series “The Jetsons”. 1. Energy Storage: Generated energy can be stored using energy storage technologies in energy storage systems so that energy can be delivered based on demand. Enabling technologies are as follows; • Fuel Cells • Smart Charging Sensors, controls, and
technologies are as follows; • MEMS Sensors • Nanosensors
3. Enhanced Safety and Security: Smart mobility ensures well established early warning systems for high safety and security. Enabling technologies are as follows; • Cloud Services (MaaS) • • Business Intelligence Tools
• • • •
Integrated Mobility Global Car Sharing New Business Models such as Parking Management and Zero Emission Taxis
Smart mobility provides a network. Enabling technologies are as follows; • Wireless Sensor Network • Wi-Fi • Bluetooth (e.g. iBeacon) • ZigBee Following trends are expected to be visible in the future; • Rise of e-Mobility • Connected Cars • • Micro-Mobility
35
Case Study: UBER with drivers of vehicles for hire, whereby customers use the
the German car market in search of a large order for self-driving namely drivers, if it were able to incorporate self-driving cars into its
its business model, a trend that has come to be referred to as
market for automated driving technology by 2020, with vehicle
was valued as 51 billion USD. feedback loop works as follows;
in New York. In 2012 the company launched its “UberX” program, which made available to consumers smaller vehicles such as the Toyota Prius. Due to the lower fees that accompanied the program,
1. 2. More usage leads to higher coverage 3. 4.
market.
37
Driving forces of a “Smart City” as described in Figure 4 lead also to
Case Study: Germany’s 12th Man at the World Cup: Big Data According to Nicolas Jungkind, SAP’s head of soccer sponsorships,
The crucial technological ingredients include low-cost sensors and
That Germany won the World Cup in Brazil in 2014 is perhaps known even to people who don’t follow football. It was a great month-long show, and the Germans emerged as the best team with Big Data on
power.
supporters for years to come.
“Smart Infrastructure” is a new horizon for computer technology which responds intelligently to changes in its environment, including user demands and other infrastructure, to achieve an improved performance.
to create a custom match analysis tool that collects and analyses massive amounts of player performance data.
the change and show it to coaches, players and scouts. That style of play was evident Germany’s 7-1 victory over Brazil during the World Cup, which included three goals scored in a span of 179 seconds.
environment friendly systems for managing, among other things,
Currently, the “Match Insights” tool is exclusive to the German team, but SAP has plans to sell it more broadly in the future.
cameras capable of capturing thousands of data points per second,
their mobile devices.
39
ence, engineering, and technology conducted at the nanoscale, which -
Case Study: From 3D to Claytronics any shape from a 3D model or other electronic data source in which successive layers of material are laid down under computer control.
-
approaches based upon molecular self-assembly, from developing new materials with dimensions on the nanoscale to direct control of
to create individual nanometre-scale computers called “catoms” which can interact with each other to form tangible 3D objects. With “Claytronics” we can record and play back shapes like audio and video recording. That means a liter of the substance would contain millions of units which can be shaped at will into whatever you like.
going to a store to buy an object made in a factory, a person might instead print it at home from a downloaded 3D model. Once this is possible, what would be the next step?
limited by the laws of physics as we would move into the quantum nanotechnology. “Nanotechnology” may be able to create many new
will dive down this path whereas trillions of networked “things”
41
Reference 16
In today’s age of limited resources and energy crisis, a city that func-
powered by renewable energy sources; it relies on integrated and
transmission systems, as well as for demand response for the intelli-
• • • •
order limit its environmental impact Minimising energy costs for consumers To smooth out energy demand to avoid peaks that put strain on Encouraging customers to generate their own energy through clean sources (e.g. solar panels) and give them credit for it
Case Study: Pavegen We all pound the pavement. Walking to work, walking to the shop, walking to the school. Now, “Pavegen” want to turn those steps into energy. “Pavegen” is a technology company that has developed paving slabs to convert energy from people’s footsteps into electrical power.
electricity. It works day and night alongside solar panels to light the pitch and surrounding area for 10 hours a night on a fully-charged
“PaveGen” have proven its adaptability and unique customisable features, by installing the technology in a range of core markets,
unity through the power of sport.
technology, providing a local community with sustainable energy. The technology in Rio can collate the daily amount of footsteps and
The “Pavegen” technology has more features than just energy
football pitch in Morro da Mineira, a poor neighbourhood in Brazil th
43
The powerful rise of the individual is a trend that can be perceived in every aspect of our society. An example is how consumers demand input in their favourite brands, how people inform themselves thoroughly online before going to the doctor or how they expect
The person doesn’t have to be exposed to the real stressor, which is usually a barrier to entering treatment; the person can disengage
case. The cost of the hardware to enable these types of treatments has been
concepts and smart products, including lifestyle choices.
removed, opening the door to independent professionals, mental use this technology.
45
management, and content management in a digitally enhanced environment. 1. Smarter Teaching Methodologies Enabling technologies are as follows; • Virtual Classrooms • Digital White Boards • Augmented Reality • Cloud Services across the globe. Enabling technologies are as follows; • • Internet of Things • Virtual Classrooms • Conferencing • 3. Smarter Delivery
technologies are as follows; • • Big Data • •
7. It could change the role of teachers. 8. 9. support students. 10. “AI” may change where students learn, who teaches them, and how they acquire basic skills.
For decades, amazing changes have been predicted that will arise with
Gothenburg, Sweden to imitate, at a very fundamental level, how children develop intelligence.
There are many cases already in the works that use ‘AI’ to help students
Children can learn a wide range of things. They build new knowledge based on previous knowledge and they can use their total knowledge
1. 2. 3. It can point out places where courses need to improve. 4. 5. “AI”-driven programs can give students and educators helpful feedback. 6.
their programme to be able to do.
47
About Proline Our Vision In a world that is increasingly driven by “Data”, “Infrastructure”,
Role of Proline is to assist its customers in making these decisions by providing the tools and technologies they need to gather, process
the best outcomes.
49
Our Customers Being nominated as R&D centre by Republic of Turkiye, Ministry of Science and Industry and Technology, in year products today, creates value for our nurtures a passion for research which are the hallmarks of Proline’s spirit for on an in-depth understanding of customer and the ability to transform a technological
• • • • •
“iSCP” “iSIM” “HRZM” “KTP” “MeaMinds”
enhanced visibility to enable people, governments and businesses to predict, visualize and manage complex environments.
The increasing complexity of social and economic life is
environments with unexpected changes, uncertainty, and lack of control, complex decisions, group interdependencies, high performance demand and unclear and fuzzy boundaries.
“iSCP” is becoming an increasingly important tool in providing public services and ensuring public safety and security. “iSCP” has
requires a high level strategic approach that incorporates an overarching security strategy, comprehensive risk management,
“iSCP” provides law enforcement and government agencies with
disasters, and crime or industrial-scale accidents. Simply put,
51
is to enhance civilian safety. Once deployed, the city can enjoy
-
-
• • • • •
Integrated systems
Automated processes
Advantages of “iSCP” are as follows; • • • Improved Response Time • • • • • • • Improved Safety of First Responders • Reduced OPEX
53
systems easy to use with its superior data analysis algorithms,
security sector.
When try to control of a wide and more than one distributed
call centre, vehicle tracking, border security, etc.). In parallel with
At this point, it can be possible to monitor all the data collected from
decision making with this way.
simultaneously.
55
•
and extracted from a biometrics sample for the purpose of biometrics worldwide. Recently, biometrics technologies have been used in a wide spectrum
• • • • • • • • •
Finger Print Finger Vein Print Palm Print Palm Vein Print Hand Over Palm Print
Voice and Speech Analysis Hand Geometry
technologies such as “e-ID and e-Passport” by using assorted biometric
fraud. Advantages of “HRZM” are as follows;
Safe • •
As fraud is possible in the usage of standard access methods, it can
To improve the logical and physical access security, the approach
Easy • • • •
• • •
data. quick and easy recording. User friendly.
to your investment.
57
• planning. For example, GIS might allow emergency planners to
Most of GIS projects need an owner who has developed projects from of the steps are duplicated. But “KTP” requires less development for via any web browser from internet or intranet.
th
• • • • • • • • •
Use case scenarios of KTP; • Electronic Work Flow Management • • • Map Based Reports
Independent map server
Impact analysis Resource management
59
A Brilliant Social CRM Tool: MeaMinds “MeaMinds” is a Social CRM Tool developed by Proline. It helps companies to understand what people think about their products, brands and services. “MeaMinds” gives any company opportunity to measure the pulse of the shares on any subject related with their brands/products.
friendly interface, “MeaMinds” helps companies control their online
declared opinions about a certain product, brand or service. With on-screen controls, these comments can be monitored, assigned, categorized or replied.
“MeaMinds” is a step forward to reshape the social media monitoring landscape. Advantages of “MeaMinds” are as follows; •
•
-
crisis and issues.
planning. •
“MeaMinds” can also be applied to understand voices of people technology. It uses advanced natural language processing technologies to analyse large volumes of public social media data in order to analyse public opinion and also monitor security issues.
61
About Frost & Sullivan Frost & Sullivan enables clients to accelerate growth and achieve company’s Growth Partnership Service provides the CEO and the CEO’s
growth strategies. Frost & Sullivan leverages 50 years of experience in partnering with Global 1000 companies, emerging businesses and the
63
Conclusion
computers to crunch large amounts of data on taxes, road repair costs,
another.
are as follows; 1. 2. 3. Lay out the toolbox 4. 5. Design governance and rules 6. 7. 8. 9. Measure usefulness
ment by; • • •
complementary investments aligns resource deployment opens for new services to broaden stakeholder base
• •
Higher value decisions across domains Generic, open standards with focus on interoperability (avoids
-
• what they have, where they want to go and what they need to get there.
with the data in ways that will refresh and reshape the supply of data meet new user needs.
65
References 1. 2. 3. 4. 5.
“The Experience Economy”, Joseph Pine II, James H. Gilmore
6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.
67
20. 21. 22. 23. 24. 25.