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Yung Wu is the CEO of MaRS Discovery District, a Toronto-based innovation hub.
From Toronto to Tokyo, the challenges faced by cities today are often remarkably similar: climate change, rising housing costs, traffic, economic polarization, unemployment. To tackle these problems, new technology companies and industries have been sprouting and scaling up with innovative digital solutions like ride sharing and home sharing. Without a doubt, the city of the future must be digital. It must be smart. It must work for everyone.
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This is a trend civic leaders everywhere need to embrace wholeheartedly. But building a truly operational smart city is going to take a village, and then some. It won’t happen overnight, but progress is already under way.
As tech broadens its urban footprint, there will be more and more potential for conflict between innovation and citizen priorities like privacy and inclusive growth. Last month, we were reminded of that in Toronto, where planning authorities from three levels of government released a 1,500-page plan by Alphabet’s Sidewalk Labs meant to pave the way for a futuristic waterfront development. Months in the making, the plan met with considerably less than universal acclaim.
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But whether it’s with Sidewalk or other tech partners, the imperative to resolve these conflicts becomes even stronger for cities like Toronto. If they’re playing this game to win, civic leaders need to minimize the damage and maximize the benefits for the people they represent. They need to develop co-ordinated innovation plans that prioritize transparency, public engagement, data privacy and collaboration.
The Sidewalk Labs plan is full of tech-forward proposals for new transit, green buildings and affordable housing, optimized by sensors, algorithms and mountains of data. But even the best intentions of a business or a city can be misconstrued when leaders fail to be transparent about their plans. Openness and engagement are critical...
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