A long time ago, the personal sector learned that knowledge was a valuable resource. Presented with great knowledge, corporations apply it, use it to better perceive their customers, improve the accuracy of marketing and design attractive products and services. The public sector, despite having made significant progress over the past decade, is still lagging behind on the merits of one of the only resources available to it. Cities are using knowledge, but they are not yet exploring their true value.
The sudden emergence of Covid-19 in all our communities has put pressure on local governments and ciOs in cities to respond meaningfully. In a recent report, the National League of Cities, a rights organization representing 19495 U.S. cities, emphasizes the desire for greater knowledge collection to help manage everything from social distance on public transportation to the threat of evictions caused by economic hardship. few cities are well prepared to meet this challenge with top-quality knowledge.
To meet the challenge, the leaders of the generation will want their game. While they are ultimately not to blame for the use of knowledge, it is the role of knowledge owners, city CIOs will need to provide answers for the collection, storage, security and proper distribution of knowledge. The data should be available at the right time, on the right devices and up-to-date. This means working with stakeholders in government, local communities and beyond to make more effective use of knowledge.
Here are 3 examples of how some cities are taking on the challenge:
The New York City technique is a style for quantifying and communicating the complexity of the pandemic. Among several qualities, knowledge is existing and complete. It also uses a mix of graphics and smooth storytelling. For citizen scientists and other stakeholders, knowledge can be exported and archived knowledge should be held for further analysis. Just three months after her tenure as the city’s CIO, Jessica Tisch had to turn temporarily and focus on Covid-19’s efforts. Facilitate access to knowledge and other agencies as one of the few key priorities.
Without a transparent and past-agreed set of knowledge control guidelines, it’s about exploiting the city’s information well, whether for Covid-19 or for a number of other problems. There are many reports from consulting companies that highlight what you want to do in terms of knowledge governance. The city of Buenos Aires in Argentina has been especially effective in its knowledge governance, allowing a multitude of decision-making activities, adding privacy regulations, city cleanliness and even organ donation.
In order to respond to the pandemic, it would make sense to focus on identifying knowledge that can and cannot be had, and then managing an agreed knowledge-gathering process, disseminating it to stakeholders and accurate and up-to-date knowledge. .
To ensure that knowledge is well collected and exploited in reaction to the pandemic and the growing demand for data related to it, cities may wish to further expand the scientific capabilities of knowledge. This means hiring staff for express vacancies in knowledge roles or identifying existing team members to retrain them. Jason Lally’s recent hiring of San Francisco as the new Data Director (CDO) has strengthened San Francisco’s commitment to knowledge science. The LCO manages knowledge coordinators at the city branch to enable and monitor knowledge efforts. In particular, Lally and her team also run a knowledge academy that offers a series of workshops focused on equipment and skills designed to make any city worker know the knowledge.
None of this will be easy for cities that lag behind in terms of governance and knowledge control skills. Today, an IOC in the city will have to be a strater and an agent of change. In the Covid-19 era, the role is essential to offer uninterrupted installations and the adoption of virtual tools. Ensuring that knowledge is exploited should be a priority and act.
To do so, the city’s CIOs will want to convince other stakeholders that replacements are needed, and the maximum likely more additional spending, at a time when organizations and budgets are under significant pressure as a result of the pandemic. It will not be easy, but the precise and timely knowledge resources about cities will be if we are to jointly conquer Covid-19.
I am a business and generation leader with more than 30 years of experience in the public and personal sector. I have had roles as Senior Director of Software Engineering and
I am a business and generation leader with more than 30 years of experience in the public and personal sector. I held positions as Senior Director of Software Engineering and Director of Technological Innovation at PricewaterhouseCoopers (PwC), and held the position of CIO for O’Reilly Media and the city of Palo Alto, California. I am passionate about education and have coaching roles at the University of San Francisco, ESADE in Spain, and create online education videos for LinkedIn Learning. I am the best and most outstanding book, Smart Cities for Dummies.