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- Can you design innovation into a city?
Michael Eales is helping cities across Australia
attract connected, inspired citizens
to live, work, and create.
As a business designer and strategist,
he helps leaders ignite impact
with more collaborative and innovative ways of working.
Welcome, Michael.
You've been doing a lot of work lately
with government agencies.
What are they coming to you for?
What kind of help are they looking to get from you?
- We found that today there's an absolute awareness now
that the problems that we've been trying to solve
for a long time aren't being solved
using the ways that have got us to where we are.
And so a lot of the leaders,
the public officers that we work with in government,
tend to have a mindset which is
we need to approach this from a different point of view.
And that starts with actually
coming with a beginner's mindset.
So, not assuming we have a solution that's quite linear
in terms of the pathway, but rather, it's gonna be messy.
And in that regard, we're seeing an absolute step change
in the way many governments
are now talking about policy design.
And when we look at the role of a department, for example,
the Department of Industry or the Department of Employment
in Australia,
you're seeing now the leaders in these areas
giving themselves permission to experiment, to fail.
And in many ways that's a significant mindset shift.
So we're absolutely bringing the user,
or in this case the citizen, to the center,
and ensuring that we're breaking down the
quite often high bureaucratic barriers
in terms of the traditional way
of navigating these challenges,
and ensuring that the staff of the government agencies
are actually in the field with the customer.
- That seems pretty revolutionary,
having government agencies spend time with the citizens,
trying to understand their needs.
What was that like?
Can you give us an example of an experience?
- Yeah, so one that I'm quite fond of
was some work we did with the Department of Industry
in Australia.
The streamlining of government was a major trigger for
the merger of two areas of this department.
And one area was the funding arm.
The other side of the department was
the enterprise connect team.
Their whole focus was to say yes to help business.
So the cultural differences here was
one area of this department was very much
focused on saying yes to helping business.
The other one was often saying no,
because we don't have infinite money.
So there was a pivotal moment where
bringing these two teams together.
And what we were able to explore and experiment with there
was having these business owners
actually tell their story.
And for the first time in many cases
be able to translate the pressures that they were feeling
as business owners in having to go through the process
of asking for funding, and jumping through all the hoops.
So in the end, this particular department decided, well
we needed to emphasize providing a service to business
first and foremost before we talk about the funding.
And so now in Australia you see this quite large program
called the Entrepreneur's Infrastructure Program,
which talks about this concept of infrastructure
as an enabler.
We're now seeing the funding being
almost a secondary conversation
to understanding where the business value is being captured.
- Michael, you work with a wide range of clients,
including cities.
You're working right now with a city in Australia
to help them design the future of cities.
Can you tell us about that project?
- Yeah, so the city is the city of Springfield,
or the greater Springfield community.
And it's a massive project.
It's got huge ambitions to be the future city
as an exemplar for how you design a community
and a city from the bottom up.
So, 25 years ago, the city was designed
as a master planned community,
which is one of two in Australia,
Kamber being the head office of the Australian government,
and then Springfield.
And this vision that was set by the founder Maha Sinnathamby
was to create a city built on pillars.
And the pillars were health, education, and energy,
and ICT.
Where that's taken us to today is this big ambition
around the convergence of the role a community can bring
to design the future of a city for itself.
And we frame that as the idea city, which is
innovation, design, entrepreneurship, and the arts.
An idea city is an example of a petri dish,
a living lab, we might call it.
And this living lab is now being open to the world
to bring the world's biggest corporates,
such as G.E., G.E.'s head office for Australia is based
in Springfield, to co-design and work with the community
to design the community of the future,
which ultimately is the city.
And all a city is, is a collection of lots of people
coming together.
And the collisions of that human condition
create a beautiful petri dish to experiment
for the future.
- Can you walk us through,
how did you get to this idea of the idea city?
What were some of the steps you took
in order to get people aligned on this big vision?
- So we apply a methodology that actually translates
across many ways of working.
But in the first part of this methodology,
we unpack understanding.
So that's looking at the world around us,
understanding the contextual insights
that are really the trends and the patterns
that are shifting the world that we live in,
And looking at how that translates and relates
to our vision, and our ambition, and our aspirations.
So if we can get an alignment between
our purpose, our vision, and the context of
the world we live in,
we can create the future together.
- That seems like a pretty big task right there.
Were there some specific tools
or ways that you got people to get aligned on that vision?
- Yes, we actually created a series of workshops
and engagement strategies to bring in
not only the community,
but the corporates, the businesses,
and the public sector leaders to come together
and co-design what this ambitious vision for the future
might look like.
So IdeasCity, as a vision,
came from a coming together of people
across all areas of the community
to actually define what that ambition will look like
for the future of the city.
- So having an idea, getting aligned, is one thing.
Putting it into action is a totally different thing.
What happened next?
- So in exploring that we actually applied a lense,
which we called shaping options,
and generating options for the future design.
So that's making sure that we don't try to stay on one path,
but give ourselves various scenarios to explore.
So IdeasCity, through the combination of these themes,
innovation, design, entrepreneurship, and the arts,
allows us to explore the pathways
for a community to create value for the future.
And what we did there, is we looked at the
mechanics that anchor the community
to a role within the city.
So, the businesses that operate within the city,
we were able to work with them
to look at their motivations
and how they wanted to create value.
And we did that through various tools that we use.
And one of those tools is the business model canvas.
And we're able to look at how we unpack and create value
as a community.
- So, let me see if I get this straight.
You mapped the value of a city
on a canvas.
- We did.
And we looked at it through a portfolio lense.
So we really looked at the role of
all the different stakeholders,
and we said, if you're G.E., how do you show up?
If you're Cisco, how do you show up?
If you're a small startup, how do you show up?
And we're the enablers.
So what are those ingredients that are required
to bring everyone together?
And so we were able to create little innovation hubs
that one of our partners in this program,
Little Tokyo Two, showed up.
And that little business, which in many ways
is a scaling business,
was about bringing the community together in a central place
to start to author what this ambition will look like
for the future.
- So all these different players
could find themselves in this larger map
of creating value for this master plan and the city?
- Absolutely
- What happened then?
- So then we've gone through a process
of actually identifying how we bring all these
multi-party stakeholders together
to create innovation that's actionable.
So we shape the framework.
And that framework was about aligned objectives
and agreements to contribute value
and bring your resources and capabilities to the table,
so that we actually execute on some of
the big ambitions we have.
And so, under the pillars, we've got,
for example, the future of energy,
or the future of mobility, as that relates,
also the future of health.
So one of the big projects right now
that the city is working on
is anchored around the future of health and health services.
And it's a very ambitious project wrapped around
the hospital as a space and place of wellbeing
as opposed to illness, for example,
and how that hospital in the community
connects and relates to the youngest people in the community
to the oldest people in the community.
- And where are you today?
- So today we're actually at a point
where at the end of March 2017,
we're launching the idea lab concept.
So this is one of the first living labs
that's being privately funded in Australia
in cooperation and collaboration
with our National Science Agency, Siro,
with organizations like G.E.,
and also the types of stakeholders
from the local community such as
the general practitioner that runs the clinic
down the road,
and the small businesses that actually are
party to the city.
So, where we are today is at a space where
we're setting up the experiments
we want to start to run.
So we're designing those experiments
and we expect to start actually delivering on those
in the next couple of years.
- Really trying to see if you can bring a city to life
that creates value for a variety of different players
that live there, that work there, that will thrive there.
- Absolutely
- Very exciting work.
Thank you.
- Thank you.
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