Presentation given on December 11, 2016 in Hong Kong, hosted by Savantas Policy Institute, The Hong Kong Computer Society, Hong Kong Industry-University-Research Collaboration Association, Invotech, Internet Professional Association (iProA), and Savantas Liberal Arts Academy. We stand on the thresh hold of abundance. Higher productivity is possible. Better quality of life is possible. We have new opportunities in personal and family wellness. The technological advances in sensors, connectivity and data now provide a perfect storm of change – for smart cities, smart workplaces, smart education, and smart communities. In this perfect storm, relationships, trust and vision are essential for innovation leadership. Shared vision among smart citizens allows people operating independently to arrive together at the same future. Massive data permits continuous feedback for high quality decisions. Change is an imperative. Change is continual. In order to move forward, we must be both the architects and the engines of change. The question before us is: Are we moving forward – and, are we doing so fast enough?

1. Smart
Ci)es,
Smart
Ci)zens
and
Smart
Decisions
December
11,
2015
Martha
G
Russell
mediaX
at
Stanford
University

2. Overview
• A
perfect
Storm
for
Change
and
TransformaGon
– Urban
Beyond
Measure
– Data
is
the
New
Gold
– Trends
ImpacGng
Smart
Environments
• Human
Dimension
of
“Smart
CiGes”
– Smart
People
Make
Smart
Decisions
– Partnership
of
People
and
Technology
• Shared
Vision
of
the
Commons
– Homo
narraGve
–
Why
Stories
MaTer
– RelaGonal
Capital
in
innovaGon
Ecosystems
• QuesGons
for
the
Future

3. VISION
3.51
nauGcal
miles
The
half-­‐century
KondraGev
cycle
Academic
producGon
11
years
-­‐
pharma
to
11
seconds
-­‐
social
media
5-­‐20
years
for
future
of
Smart
CiGes

4. OUR
SITUATION
IS
URGENT
The
relaGonships
between
producGvity,
people
and
place
are
in
flux.
Boundaries
are
blurred–
employee
/
employer,
work
/
leisure,
office
/
home,
personal
/
professional.
CommuniGes
and
Commons
have
personal
rather
than
geographical
definiGons
Changing
responsibiliGes
call
for
complex
new
skills.
Learning
is
conGnuous.
Work
and
workspaces
are
redefined.

6. We
Have
Survived
Previous
TransformaGons

7. 2
–
4
–
8
–
16
-­‐
?
Zero

8. PrinGng
. . . to this.From this . . .

11. 11
Educa)on
-­‐
-­‐
-­‐
Business
-­‐
-­‐
-­‐
Entertainment
Context
and
Control
for
Personal
Empowerment
at
Scale
• Smart
CiGes,
Smart
People,
Smart
Living,
Smart
Working
and
Learning
• Personalized
Data
Will
Include
Context
and
Social
Intelligence
• ExponenGal
AugmentaGon
of
Human
PotenGal

12. Overview
• A
perfect
Storm
for
Change
and
TransformaGon
– Urban
Beyond
Measure
– Data
is
the
New
Gold
– Trends
ImpacGng
Smart
Environments
• Human
Dimension
of
“Smart
CiGes”
– Smart
People
Make
Smart
Decisions
– Partnership
of
People
and
Technology
• Shared
Vision
of
the
Commons
– Homo
narraGve
–
why
stories
maTer
– RelaGonal
Capital
in
innovaGon
Ecosystems
• QuesGons
for
the
Future

13. Data
is
the
New
GOLD!
Abundant
Opportunity
Abundance
Depends
on
Empowerment

14. Smart
CiGes
are
Data
Systems
CompuGng
Infrastructure
hTp://www.vaqueronet.com/colocaGng.php
hTp://www.alpheuscommunicaGons.com
Service Operations
hTp://mashable.com/2009/04/30/facebook-­‐friends-­‐page/
USERS & Social Networks
Technology Infrastructure and Support
Sensors,
data,
algorithms,
compuGng
plahorm,
content,
human
behavior,
value

15. √
Smart
CiGes
are
People
Systems
Sensor
and
data
ecosystems,
their
plahorms,
devices
and
APIs
exist
in
the
context
of
People
and
CommuniGes

16. Smart
CiGes
Are
IdenGty
Systems

17. Smart
(sensor-­‐based)
Services
and
InteracGve
Experiences
Contain
Embedded
Code

18. Across
the
Spectrum
of
Data-­‐rich
Environments
in
Learning,
Commerce
and
Entertainment

19. Apps
and
Systems
Learn
About
Their
Users
and
Promote
EmoGonal
Bonds

20. IntenGon
Drives
the
Value
Context
Drives
Meaning
of
Data

21. People
organize
by
Ideas
InspiraGon
Opportunity
Meaning
Velocity
Trust
Technology
Access
Dawn
of
New
User
Ecosystems

22. Agents
Events
Impact
Coalitions
Shared
Vision
TransformaGon
Iterative
Alignment
Interact &
Feedback
Co-Create
Value
Through
Context,
Culture,
Capital
Shared Vision Transforms
Russell, M.G., Still, K., Huhtamäki, J., and Rubens, N., “Relational Capital for Shared Vision in Innovation Ecosystems,” in Gebhardt,
C., and Meig, H.A. (Eds.), Special Issue: The Spatial Dimension of Innovation: Triple Helix and the City, Triple Helix Journal,
Forthcoming.

23. Partnership
of
People
and
Technology
EvoluGon
toward
device-­‐level
control,
real-­‐Gme,
all-­‐the-­‐Gme
learning

24. Observe
Situation
Assessment
Determine
Objectives
Generate
Alternate
Plans
Project
Probable
Outcomes
Select Best
Plan
Communicate
& Implement
Plan
Validate &
Improve
Model
adapted
from
Hayes-­‐Roth,
2006
Smart
CiGes
Are
Decision
Systems
And
need
conGnuously
improving
“Decision
Processes”

25. Smart
Ci)es
are
Decision
Systems
Need
CorrecGve
CogniGve
“Lenses”

26. Overview
• A
perfect
Storm
for
Change
and
TransformaGon
– Urban
Beyond
Measure
– Data
is
the
New
Gold
– Trends
ImpacGng
Smart
Environments
• Human
Dimension
of
“Smart
CiGes”
– Smart
People
Make
Smart
Decisions
– Partnership
of
People
and
Technology
• Shared
Vision
of
the
Commons
– Homo
narraGve
–
why
stories
maTer
– RelaGonal
Capital
in
innovaGon
Ecosystems
• QuesGons
for
the
Future

27. The
‘Commons’
and
a
Common
Set
of
Problems
Elinor
Ostrom
Governing
the
Commons
The
commons
is
a
general
term
for
shared
resources
in
which
each
stakeholder
has
an
equal
interest.
Studies
on
the
commons
include
the
informaGon
commons
with
issues
about
public
knowledge,
the
public
domain,
open
science,
and
the
free
exchange
of
ideas.
All
efforts
to
organize
collecGve
acGon,
whether
by
an
external
ruler,
an
entrepreneur,
or
a
set
of
principals
who
wish
to
gain
collecGve
benefits,
must
address
a
common
set
of
problems.”
Coping
with
free-­‐riding;
Solving
commitment
problems,;
Arranging
for
the
supply
of
new
insGtuGons
;
Monitoring
individual
compliance
with
sets
of
rules
Ostrom
found
that
groups
that
are
able
to
organize
and
govern
their
behavior
successfully
are
marked
by
the
following
design
principles:
§ Group
boundaries
are
clearly
defined.
§ Rules
governing
the
use
of
collecGve
goods
are
well
matched
to
local
needs
and
condiGons.
§ Most
individuals
affected
by
these
rules
can
parGcipate
in
modifying
the
rules.
§ The
rights
of
community
members
to
devise
their
own
rules
is
respected
by
external
authoriGes.
§ A
system
for
monitoring
member's
behavior
exists;
the
community
members
themselves
undertake
this
monitoring.
§ A
graduated
system
of
sancGons
is
used.
§ Community
members
have
access
to
low-­‐cost
conflict
resoluGon
mechanisms.
§ Commons
are
parts
of
larger
systems:
appropriaGon,
provision,
monitoring,
enforcement,
conflict
resoluGon,
and
governance
acGviGes
are
organized
in
mulGple
layers
of
nested
enterprises.

28. Homo
NarraGve
Sense-­‐Making
Mandate

29. • The
listener’s
brain
determines
how
a
story
is
heard
• Influence
by
– framing
– parGcipaGon
Put
ME
in
the
Story
hTp://uphillwriGng.org/wp-­‐content/uploads/2011/11/Reality-­‐Mirror.gif
Sensemaking
and
Storytelling

30. The Way We USED to Think About Organizations New
OrganizaGonal
Chart
Based
on
RelaGonships
Relationship-Focused Co-Creation Infrastructure
Stakeholder
Infrastructure
=
RelaGonships
(Interlocked
through
key
people
–
informa7on
flow,
norms,
mental
models.
(Davis,1996)

31. Alumni Entrepreneurial Leadership Networks
The unique culture at Stanford:
Is strongly oriented toward world-class research
Expects socially-conscious, business-relevant intellectual leadership
- at every level of its research, education, and service
Facilitates frequent and fluid interaction with the business community
Respects contributions from non-academic colleagues
Fosters expectation that alumni will become innovators

32. Deep Knowledge with Wide Applicability
IN
THE
HEART
OF
SILICON
VALLEY
IN
A
CULTURE
OF
RAPID
ITERATION,
WHERE
DISRUPTION
IS
CELEBRATED,
WHERE
TALENT,
INFORMATION
&
CAPITAL
RESOURCES
FLOURISH
THE
ISSUE
IS
NOT
THE
RATE
OF
TECHNOLOGY
TRANSFER
THE
ISSUE
IS
THE
EFFECTIVENESS
OF
INNOVATION
AND
KNOWLEDGE
TRANSFER
WE
CALL
THIS
“COLLABORATIVE
DISCOVERY”
The
mediaX
approach
WORK
ON
BOLD
IDEAS
WITH
BUSINESS,
TEST
SUCCESS/FAILURE
CONDITIONS,
ITERATE
RESULTS
QUICKLY,
TRANSFER
INSIGHTS
AT
EVERY
STAGE
at S T A N F O R D U N I V E R S I T Y
H-STAR
HUMAN SCIENCES AND TECHNOLOGIES
ADVANCED RESEARCH INSTITUTE
mediaX at Stanford University

33. Ecosystem
for
Discovery
CollaboraGons

34. CSLI
Eng
EE Psy
Ed
SSP
SCIL
SUMMIT
PBLL
GSB
Ling
CHIMe
Art
Discovery Collaborations
Span Stanford Labs
School of Education;
Education and
Learning Sciences
Digital Art
Center
Graduate School
Of Business
Communication Between Humans
and Interactive Media
Stanford Center
for Innovations
in Learning
Project Based
Learning
Laboratory
Symbolic
Systems Program
Engineering
& Product
Design
Center for the Study Of
Language & Information
Stanford University Medical Media
& Information Technology
Computer
Science
Psychology
Linguistics
Phil
Philosophy
Law
Center for
Legal
Informatics
LIFE
Learning in Informal and
Formal Environments
CS
Electrical Engineering
SHL Stanford Humanities Lab
VHIL
Virtual Human
Interaction Lab
PBLL
Work
Technology &
Organization
DVL
Distributed Vision Lab
Des Stanford Joint
Program in Design
d.school
at S T A N F O R D U N I V E R S I T Y

35. at S T A N F O R D U N I V E R S I T Y
In
sum
• The
Experience
of
Immersion
• Plahorms
for
CollaboraGon
and
ProducGvity
• Augmented
Human
Intelligence
• Improving
Decision
Quality
• Context
Aware
Smart
Environments
• Knowledge
Worker
ProducGvity
• Digitally
Empowered
Learning
• Technologies
for
Wellness
• InnovaGon
Ecosystems

36. Design
and
develop
with
human
rights
and
empowerment
as
guiding
principles.
Enable
stories
about
the
future
we
want
to
create.

37. Are
We
Moving
Forward
-­‐
-­‐
-­‐
• Fast
enough?

38. Summer
2015
CONFIDENTIAL
MATERIALS
38
Simplify
my
life.
Heal
the
mistakes
of
previous
poor
decisions.
Crowd-­‐source
solu)ons
for
the
common
good.

39.
Thank
You
Martha
G
Russell
Martha.russell@stanford.edu
What Can We Do Together
That Neither of Us Could Do Alone?