Mobile App Development in Highly Regulated Industries Report Released

TSIMReporthe Advanced Practices Council of the Society for Information Management has just published my report, Mobile App Development in Highly Regulated Industries: Risks, Rewards and Recipes. I co-authored the report with my former graduate student, Paul Simons, who serves as the CEO of iHear Network.

Executive Summary

Mobile computing has the potential to be as disruptive to the status quo as the Internet in the 1990s or the Model T in the early 20th century. A driving force behind mobile computing is the adoption of mobile apps, which increase revenues through new and refined business models, greater brand awareness and customer loyalty, and tools that increase employee productivity. However, not all organizations that launch mobile apps end up with successful products. The rewards may be lucrative, but there are risks of entering the marketplace with new products. In highly regulated industries, the risks are compounded by additional constraints for developing mobile software related to protecting and communicating information. Firms in such industries must implement comprehensive security solutions that go beyond standard industry regulatory systems. Since regulations always lag behind technological advancement, organizations must anticipate how their actions might trigger future legislative responses and the impacts on users’ expectations of privacy and trust. Another risk that stems from rapid growth of mobile software is the reduced barrier to entry for emerging companies, especially from startups that circumnavigate existing regulations on the use of mobile technology.

Due to the rapidly changing nature of mobile apps, design thinking has emerged as a methodology to help guide an organization through the process of developing mobile apps. Traditional linear modes of development are not sufficient or flexible enough to keep up with innovation in mobile hardware, software, and mobile operating systems. Design thinking has grown beyond just a methodology for developing software products and experiences to a means of developing business strategy. This non-linear mode of strategy development is better suited for mobile strategy because it provides greater insight into the needs and desires of end users, fosters innovative and creative solutions, and provides greater flexibility to adapt to the changing circumstances caused by disruptive forces of the mobile revolution. This enables the Chief Information Officer (CIO) to provide greater leadership in exploiting internal and external opportunities. This report provides a number of recommendations to CIOs in mobile app development.

Big Data and Local Government

afiI will be leading a webinar for the Alliance for Innovation on Big Data and Local Government on April 29, 2014. I will be joined by Chris Kelly (Director of Information Technology for Olathe, KS) and Matthew Esquibel (IT Division Manager for Austin, TX).

You can read my report on Big Data here.

Smart Cities Financing Guide – Smart Cities Council

SmartCitiesFinancingIn collaboration with my colleagues, David Swindell, Jonathan GS Koppell, and Kendra L. Smith, I authored the Smart Cities Financing Guide for the Smart Cities Council. This guide highlights 28 of the most promising financial tools — including alternatives to the traditional funding mechanisms municipalities have used for decades. It also includes:

  • Detailed analyses of each option based on 10 characteristics to help decision makers easily identify the best tools for specific types of projects.
  • Examples of how these tools are being used today.

The press release can be found here [LINK].

To access the guide, please click here [LINK]

About the Smart Cities Council

The Smart Cities Council is the trusted advisor to equip cities with tools and knowledge to cope with expanding populations, shrinking budgets and aging infrastructure. It is comprised of the world's foremost smart city practitioners advised by unbiased, independent experts, including top universities, national laboratories, standards bodies, climate advocacy groups and development banks. The Council’s goal is to accelerate the growth of smart cities worldwide by providing city leaders with best practices and vendor-neutral guidance on technology, finance, policy and, citizen engagement. For more information, view a brief introductory video about the Smart Cities Council.

Human Trafficking Solutions at DESRIST 2014 Conference

desrist-logo-300x79Kena Fedorschak, Srivatsav Kandala, Rashmi Krishnamurthy, and I have a paper accepted at the Ninth International Conference on Design Science Research in Information Systems and Technology. The paper, Data Analytics and Human Trafficking, highlights our efforts toward building IT solutions to combat human trafficking at the ASU Decision Theater.

Human trafficking is recognized internationally as an extreme form of violence against women, children, and men. Despite the fact that human trafficking is universally understood to be a burgeoning social problem, a paucity of data and insight into this issue exists. Data analytics has immense potential to elucidate trends in complex social data and inform future policy. We undertook a design science-inspired research approach to build datasets on human trafficking. Three prototypes are presented that describe the methodologies of human traffickers, display correlations between calls reporting suspected trafficking activity and various demographic data, and explicate the effectiveness of US anti-trafficking funding projects.

Big Data goes to Germany and Slovenia

fis tumI will be giving two talks this week on my Big Data report. The first presentation will take place at the Fakultät für InformatikTechnische Universität München on March 12 (See here for more details). I will then fly to Slovenia to give a talk at the Faculty of Information Studies in Slovenia on March 14.

Our Fragile Emerging Megacities: A Focus on Resilience

planetizenI recently authored an article for Planetizen.

Unless you have been hibernating, you have heard about urbanization trends and have spent time reflecting on what this might hold for the future of communities, cities, nations, and the planet as a whole. The world’s total urban area is expected to triple between 2000 and 2030—urban populations are set to double to around 4.9 billion in the same period. The number of megacities is expected to double over the next decade, and many of these growing cities are far from resilient. The solution: frugal engineering and local knowledge. Read more

Intelligent City Chapter for Atlas of Cities

ICMy chapter on Intelligent Cities will appear in the Atlas of Cities (Princeton University Press) edited by Paul L. Knox (Virginia Tech).

A city, like any organization, thrives or fails depending on its ability to process signals from its environment. Cities have long been subject to shocks because the information systems designed to signal impending events in their internal or external environments were inadequate. The management of infrastructures, processes, and events within a city has traditionally been inefficient or ineffective because of an inability to harness data toward real-time decision-making. This has led to significant wastage of scarce resources and squandering of opportunities. Furthermore, until recently most citizens have been passive recipients of plans and programs devised by their elected officials. As the population in cities has exploded, the leveraging of the collective intelligence of diverse citizens toward the betterment of the city has remained elusive as a result of poorly designed participatory platforms—for example, the town hall meetings that are often used to solicit input but impose significant barriers on the participation of citizens. Urban planners and designers have historically focused on innovating for citizens rather than with citizens, or, better, providing citizens with the resources and capabilities to innovate for themselves.

Today, following advances in communication and computational technologies, cities are harnessing data and information with a view to becoming more “intelligent.” The adoption of mobile technologies and the diffusion of Internet connectivity has made information accessible to most individuals, even the poorest of the poor. Cities are embedding a wide assortment of technologies within their physical and social spheres so as to enable real-time processing of data to further the goal of smarter decision-making. In addition, cities are liberating data that was previously withheld from the public. Open data programs exist in many major cities through which data on a wide variety of operations and governance mechanisms are being made available. Citizens, in turn, are playing a more active role in shaping the future of their environments. Citizens are not only creating mobile apps that promote smarter ways of traversing the city and conducting various functions, but are also building online participatory platforms so as to source problems and solutions from their fellow dwellers and better manage public goods.

My chapter contains seven spreads that cover key elements of intelligent cities:

  1. Liberating Data
  2. Infrastructure
  3. Sustainability
  4. Mobility
  5. Entrepreneurship
  6. Quality of Life
  7. Living Labs

The core city that I focused on is London and the secondary cities are Tokyo, Shanghai, Singapore, Stockholm, Sydney, Abu Dhabi, San Francisco, Boston, and Amsterdam.

Open Innovation in the Public Sector – Challenge.Gov – Public Administration Review

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Ines Mergel and I have a paper accepted in Public Administration Review

Implementing Open Innovation in the Public Sector:
The Case of Challenge.Gov

As part of the Open Government Initiative (OGI), the Obama administration has called for new forms of collaboration with stakeholders to increase innovativeness of public service delivery. Federal managers can utilize Challenge.gov to crowdsource solutions from previously untapped problem solvers and leverage collective intelligence to tackle complex social and technical public management problems. We highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration (GSA), the administrator of the Challenge.gov platform. Specifically, we feature the work of Tammi Marcoullier, Program Manager, Challenge.gov, and Karen Trebon Deputy Program Manager for Challenge.gov, and their role as change agents mediating collaborative practices between policy makers and public agencies in navigating the political and legal challenges within their local agencies. We provide insights into the implementation process of crowdsourcing solutions for public management problems as well as lessons learned designing open innovation processes in the public sector.