SMART CITIES

A Smart City is a community or municipality where traditional infrastructure, networks, and services are made more efficient through the pragmatic use of applied digital and telecommunication technologies, for the benefit of its inhabitants and businesses.

In Smart Cities, effective application of a portfolio of digital technologies can translate into:

  • Improved public services for citizens;
  • Better use of resources; and
  • Reduced environmental impact.

The Smart City concept goes well beyond the deployment of applied technology for more efficient resource use and reduced emissions. It means:

  • Smarter urban transport;
  • Improved utilities and waste disposal;
  • More efficient lighting, heating, and air conditioning;
  • A more interactive and responsive city administration;
  • Improved public engagement;
  • Enhanced travel and tourism facilities;
  • Safer public spaces; and
  • Improved services for the aged and in-need population.

Galbraith & Co. is partnered with leading global providers of Smart City infrastructure, products, and services to deliver these benefits to our cities and communities. We are committed to improving both urban and rural communities through the application of appropriate innovative technologies and business models,

Learning Management is the capacity to design pedagogic strategies that achieve learning outcomes for students of all types and kinds.

The core of learning management is the Learning Management Design Process (LMDP). The LMDP is a curriculum planning process comprising eight learning design based questions. This process, developed by Professor David Lynch of CQU in the late 1990’s, has been used primarily as a tool to train teachers. These questions when answered in sequence focus the teacher on what is important when planning to teach students.

The LMDP organises its eight questions through three sequential phases: Outcomes; Strategy; and Evidence. Each phase represents the bodies of information that its associated questions seeks to pursue. The LMDP represents a re-think of the various curriculum development models that have predominated the planning of teaching and curriculum for decades.

Since its inception, learning management has evolved and matured as a structured digital approach teaching and learning.

Numerous proprietary and open source software platforms, known as Learning Management Systems (LMS), have evolved to deliver courseware to students of all types. Ever increasingly, LMS services utilise web browsers to deliver education and training content ranging from managing training and training records to distributing courses to employees/students over the internet.

Typically, LMS provide an employer/instructor with a way to create and deliver specialized content, monitor employee/student participation, and assess their overall performance and completion of the required courses. A learning management system may also provide employees/students with the ability to use interactive features such as threaded discussions, video conferencing, and discussion forums to reach their full potential.

Online learning environments are a new but rapidly growing primarily due to cost and convenience. Such environments offer a secure place where a large number of people receive appropriate training and possibly accreditation. Often it is difficult for teachers and trainers to get an entire group of people together in the same place at the same time. Companies and institutes are finding it hard to keep track of paper work proving training completion, forms, and evaluations. With LMS, many of these problems are readily addressed.

LMS allows organisations to quickly train and track their employees Knowledge, capabilities and often-mandatory professional accreditation.

Galbraith & Co. utilises LMS for both internal and external purposes. We have excellent insight in to the LMS platforms most appropriate to any given learning requirement. We have an expert teaching management team who can advise, develop, populate and operate these platforms to meet any particular requirement.

The Internet of Things (IoT) refers to uniquely identifiable objects and their virtual representations in an Internet-like structure. The term IoT was proposed by Kevin Ashton in 1999 though the concept has been discussed since the early 90’s.

The concept of automated tagging of objects using Radio-Frequency Identification (RFID) was seen as a prerequisite during the evolutionary stages of IoT. More recently a multitude of other technologies have evolved such as near field communication, barcodes, QR codes and digital watermarking. These emerging technologies allow a lower cost and more flexible solution.

A key aim of IoT is to be able to transform daily life in several ways. For example, such technology could enable content creators and owners to better manage their digital rights, so a customer purchasing a digital movie could choose to pay a higher fee and be able to watch the movie for a whole year, pay a moderate fee and have the right to watch the movie for a week, or pay a lower fee to watch the movie just once.

Today however, the term Internet of Things has evolved to denote advanced connectivity of devices, systems and services that goes beyond the traditional machine-to-machine (M2M) communication and covers a variety of protocols, domains and applications.

According to Gartner, there will be nearly 26 billion devices on the IoT network by 2020. According to ABI Research, more than 30 billion devices will be wirelessly connected to the IoT network, sometimes also known as Internet of Everything (IoE). Regardless of which research you prefer, as with the Internet, it is clear that IoT will have a significant impact on all our everyday lives in the foreseeable future.

There is general consensus amongst technology experts that significant IoT-driven disruptive innovation will continue, even if they disagree on its degree and ultimate ramifications. Galbraith & Co. suggest that every organisation that interacts with either people or objects should monitor the evolution of IoT closely and determine its potential impact upon their business operations.

There are clear signs that IoT devices and applications are already emerging in a wide variety of locations, including:

  • Bodies: Many people will wear devices that let them connect to the Internet and will give them feedback on their activities, health and fitness. They will also monitor others (their children or employees, for instance) who are also wearing sensors, or moving in and out of places that have sensors.
  • Homes: People will be able to control nearly everything remotely, from how their residences are heated and cooled to how often their gardens are watered. Homes will also have sensors that warn about everything from prowlers to broken water pipes.
  • Communities: Embedded devices and smartphone apps will enable more efficient transportation and give readouts on pollution levels. Smart systems might deliver electricity and water more efficiently and warn about infrastructure problems.
  • Goods and Services: Factories and supply chains will have sensors and readers that more precisely track materials to speed up and smooth out the manufacture and distribution of goods.
  • Environment: There will be real-time readings from fields, forests, oceans, and cities about pollution levels, soil moisture, and resource extraction that allow for closer monitoring of problems.

Our research indicates that, in the foreseeable future, IOT networks will:

  • Deliver a ubiquitous global, immersive, invisible, ambient networked computing environment transparently linking the continued proliferation of smart sensors, cameras, software, databases, and
  • Disrupt many existing and emerging business models; and
  • Provide automated tagging and analytic mapping of physical, logical, and social domains.

Galbraith & Co. closely monitor the rapidly evolving trends, technologies, and applications. In conjunction with our technology partners, we provide on-going insight, strategy and programs to our clients that deliver optimal outcomes to counter threats or gain competitive advantage.

An Innovation Ecosystem is a network of often otherwise disparate organisations, both large and small, that are working towards a common innovation objective.

It is effectively an economic and technology collaboration that links like-minded organisations that include:

  • Business;
  • Government;
  • Investors;
  • Researchers;
  • Start-Ups; and
  • Universities.

All businesses and government agencies should be seeking to introduce and drive an innovation culture across their organisation. Running a truly innovative company means constantly improving your innovation culture and process. Running a successful innovation ecosystem, however, demands makes people outside the company measurably smarter, richer, and more innovative.

Leaders of truly innovative and disruptive organisations such as Jeff Bezos, Larry Page, and Satya Nadella similarly grasp the strategic, operational, and cultural distinction that innovation ecosystems bring to their business. They are leaders who are publicly committed to creating better ecosystems, not just better products.

While successful innovators reap profits from new products and services, successful innovation ecosystems cultivate profitability by encouraging others to create valuable new and complementary offerings. Their financial futures depend on how innovative they make their customers, clients, channels, and partners. Truly effective ecosystems manage to turn outsiders into de facto collaborators.

Enabling external innovation becomes as important as improving one’s own. In fact, successful innovation ecosystems create virtuous cycles of external creativity, which drives internal adaptation. In turn, internal innovation enables and inspires external investment.

Galbraith & Co. are specialists in scouting, identifying, connecting, building, and managing often complex international innovation ecosystems across disciplines that include:

  • Cleantech;
  • Energy;
  • Life Sciences;
  • Materials; and
  • Information & Communication Technology.

The ever-growing repositories of digital data, sometimes known as Big Data, are potentially highly valued enterprise resource.

Content management (CM) is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information has come to be referred to, simply, as content or, to be precise, digital content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management.

Galbraith & Co. consider Knowledge management (KM) to be a sub-set of CM and closely related to Unified Collaboration (UC).

KM is the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge.

Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation.

KM efforts overlap with organisational learning and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM should be seen as an enabler of organisational learning and a more concrete mechanism than the previous abstract research.

Content management practices and goals vary by mission and by organizational governance structure. News organizations, e-commerce websites, and educational institutions all use content management, but in different ways. This leads to differences in terminology and in the names and number of steps in the process.

For example, some digital content is created by one or more authors. Over time, that content may be edited. One or more individuals may provide some editorial oversight, approving the content for publication. Publishing may take many forms: it may be the act of "pushing" content out to others, or simply granting digital access rights to certain content to one or more individuals. Later that content may be superseded by another version of the content and thus retired or removed from use.

Content management is an inherently collaborative process. It often consists of the following basic roles and responsibilities:

  • Creator, responsible for creating and editing content.
  • Editor, responsible for tuning the content message and the style of delivery, including translation and localization.
  • Publisher , responsible for releasing the content for use.
  • Administrator, responsible for managing access permissions to folders and files, usually accomplished by assigning access rights to user groups or roles.
  • Consumer, the person who reads or otherwise takes in content after it is published or shared.

A critical aspect of content management is the ability to manage versions of content as it evolves. Authors and editors often need to restore older versions of edited products due to a process failure or an undesirable series of edits.

Another equally important aspect of content management involves the creation, maintenance, and application of review standards. Each member of the content creation and review process has a unique role and set of responsibilities in the development and/or publication of the content. Each review team member requires clear and concise review standards on an ongoing basis to ensure the long-term consistency and health of the knowledge base.

A typical content management system provides a set of automated processes that may include:

  • Import and creation of documents and multimedia material.
  • Identification of all key users and their roles.
  • The ability to assign roles and responsibilities to different instances of content categories or types.
  • Definition of workflow tasks often coupled with messaging so that content managers are alerted to changes in content.
  • The ability to track and manage multiple versions of a single instance of content.
  • The ability to publish the content to a repository to support access to the content. Increasingly, the repository is an inherent part of the system, and incorporates enterprise search and retrieval.

Content management systems may take the following forms:

  • Web content management system is software for web site management - which is often what is implicitly meant by this term.
  • Work of a newspaper editorial staff organization.
  • Workflow for article publication.
  • Document management system.
  • Single source content management system - where content is stored in chunks within a relational database.

Galbraith & Co. has designed and implemented numerous content & knowledge management systems utilising a wide range of tools most appropriate for the particular requirement and budget. In many cases, open source solutions provide powerful platforms on which to build custom content & knowledge management systems that can be readily supported and enhanced at low cost.

Cloud Computing & Storage technologies, of which there are many variants, provide virtual computing and storage services on demand. The more sophisticated Platform-as-a-Service (PaaS) offerings also provide hybrid cloud services (mix-and-match to an applications particulat requirements) and development and application catalogues.

Along with Software-as-a-Service (SaaS) and Infrastructure-as-a-Service (IaaS), PaaS is a service model of cloud computing. In this model, the consumer creates an application or service using tools and/or libraries from the provider. The consumer also controls software deployment and configuration settings. The provider provides the networks, servers, storage, and other services that are required to host the consumer's application.

PaaS facilitates the deployment of applications or services without the cost and complexity of buying and managing the underlying hardware and software and provisioning hosting capabilities. It is characterized as providing low initial cost, incremental cost as your service usage grows, self-service, best practices built-in, resource sharing, automated deployment, management services, lifecycle management, and re-use.

PaaS offerings may also include facilities for application design, application development, testing, and deployment as well as services such as team collaboration, web service integration, and marshalling, database integration, security, scalability, storage, persistence, state management, application versioning, application instrumentation, and developer community facilitation.

Besides the service engineering aspects, PaaS offerings include mechanisms for service management, such as monitoring, workflow management, discovery, reservation, etc.

Galbraith & Co. regards PaaS as highly disruptive of more traditional, inflexible and costly IT deployment models based on hardware/software purchase and licensing. We monitor on-going rapid developments in this market and have deployed a number of PaaS instances. Indeed, this site is developed, and is deployed and maintained utilising such technology. We advise our clients to consider utilisng these technologies to reduce IT cost and risk while improving productivity.

The ever-growing repositories of digital data, sometimes known as Big Data, are potentially highly valued enterprise resource.

Business intelligence (BI) is a set of theories, methodologies, architectures, and technologies that transform raw data into meaningful and useful information for business purposes.

BI can handle enormous amounts of unstructured data to help identify, develop and otherwise create new opportunities. BI, in simple words, makes interpreting voluminous data friendly. Making use of new opportunities and implementing an effective strategy can provide a competitive market advantage and long-term stability.

The classic definition of BI comprises an increasing number of components and functions, including:

  • Multidimensional aggregation and allocation
  • De-normalization, tagging and standardization
  • Real-time reporting with analytical alert
  • Interface with unstructured data source
  • Group consolidation, budgeting and rolling forecast
  • Statistical inference and probabilistic simulation
  • Key performance indicators optimization
  • Version control and process management
  • Open item management

BI technologies provide historical, current and predictive views of business operations. Common functions of business intelligence technologies are reporting, online analytical processing, analytics, data mining, process mining, complex event processing, business performance management, benchmarking, text mining, predictive analytics and prescriptive analytics.

Though the term business intelligence is sometimes a synonym for competitive intelligence, BI uses technologies, processes, and applications to analyse mostly internal, structured data and business processes while competitive intelligence gathers, analyses and disseminates information with a topical focus on company competitors. If understood broadly, business intelligence can include the subset of competitive intelligence.

Galbraith & Co. has deep domain knowledge of all aspects of BI from simple reporting on complex data sets through to leading edge predictive consumer analytics & human behaviour modelling.

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