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“I think this has been an instrumental year because Canada was elected as one of four co-chairs of the Open Government Partnership, which oversees open government around the world.” Canada will take on the role of chair in the coming year, leading the 71 member countries. “I believe open data will be one of the priorities for the Open Government Partnership — Canada’s contribution.” -
Kevin Tuer, Managing Director of Canada's Open Data Exchange.
Data was a big story for 2017: digital innovator Alex Benay took on his role as Canada’s Chief Information Officer while Ottawa doubled down on its Open by Default Portal; tens of millions of dollars were offered for the Smart Cities Challenge; and the fallout continues from what may have been foreign hacking of
a sovereign nation’s election, and the data breaches of millions of users of Uber, Equifax and eBay, among several services.
What the headlines may have missed in 2017 was the evolution in the open data landscape, an evolution that will continue to gain momentum in 2018, according to Kevin Tuer, Managing Director of ODX, Canada’s Open Data Exchange.
“I would say that after the data breaches in 2017, that it was ‘the Year of Learnings.’ Privacy and security can’t be an afterthought to IoT applications. They have to be part of the design cycle. Design with security in mind puts us in a better position to create applications that are more resilient to hackers and other bad actors.” - Kevin Tuer, Managing Director of Canada's Open Data Exchange
The dialogue about open data is changing, with both open data providers and users trying to find ways to close the gaps between what is available and what is needed for Canadian innovation.
“During last year’s ODX Cross-Canada tour, we went from shore to shore, talking with stakeholders about open data from both the supply side and the demand side,” says Tuer. Going into last year, the focus for ODX had been on the needs of users, but the time spent with open data suppliers was vital to both gain an appreciation for their challenges and understand how ODX could help them meet the needs of open data users. Now, “we see the open data conversation being augmented with discussions addressing the gap between those that want data and those that have data, and an appreciation for the fact that there is a real appetite to work together towards the shared goal of extracting value from that data."
That evolution included moving from the simple metric of measuring success by the number of available datasets, to seeing that success is about making the right data available in usable ways.
Necessary in 2018 and going forward, will be a focus on good quality data, says Tuer. “If our data is of poor quality, everything we do with that data will suffer. After all, data is the fuel for AI (artificial intelligence) and machine learning.”
“I see AI looming larger, but, although the value of data to AI is clear, I don’t think that many are necessarily drawing the connection between AI and open data.” - Kevin Tuer, Managing Director of Canada's Open Data Exchange.
Tuer says the conversations between supply side and demand side “are happening more and more, but there’s still a ways to go.”
Tuer says part of the conversation needs to be recognition of the role of open data in the many Smart City initiatives happening across Canada: “A good Smart City strategy should start with a good open data strategy. Open data allows us to quantify behaviours, it allows us to quantify performance, it allows us to quantify problems and because they are quantifiable, we can make better decisions . . . The aspiration for better outcomes across the economy is fueled by the digital revolution and is all about evidence-based decision-making, it’s not theory, it’s not gut instinct, it’s actual measurement.”
Part of that evolution is the commitment by open data suppliers to the investment of resources: “Open data initiatives come at a cost,” says Tuer. “It could be the cost of web services and databases and analytic engines, but more so, it’s the cost of human resources. To be successful, open data initiatives need dedicated strategy and associated tactics.”
Tuer cited the example of the City of Edmonton, which has for three years topped the Open Cities Index, thanks in no small part to its three-member Open Data Strategy team.
The value of open data is, of course, not limited to governments.
“Data is the God particle of digital innovation. So, when we talk about the Internet of Things, Smart Cities, Big Data, AI, and machine learning, when we peel back the onion — the underlying key enabler is data. In the grand scheme of things, the infrastructure that facilitates the collection, transmission and analysis of data is important, the data that flows through this network is also important, but it is not until you extract information and knowledge from the data that the most lucrative part of the supply chain is unlocked.
“So, in the end, whether it be the IoT or Smart Cities or connected and autonomous vehicles, it starts with a good data strategy.”
Tuer says that Canadian business can’t be complacent: “The collapse of Sears is yet another example of a failure to innovate. They failed to disrupt their own business model and, as a result, fell victim to an innovative data-driven retail model that doesn’t require the same level of investment in bricks and mortar.” Data-driven innovation, says Tuer, “is going to affect every business, every government, everyone.”
Data-driven innovation doesn’t just apply to product and service development and deployment. Business models must also be innovated.
Tuer says his favourite example of digitally enabled business model innovations is the Rolls Royce “Power by the Hour” model. It shifted the cost of jet engines from a capital expense to an operational expense, by having its customers pay for the use of their engines, an alternative to purchasing the asset. Of course, this model can only be successful with a thorough, real-time understanding of the operation and performance of the engine, all of which is rooted in the collection and analysis of good quality data.
“With the dawn of cost-effective sensors, and inexpensive computing power and ubiquitous network access,” says Tuer, “the art of the possible is limitless. However, neither technology nor vast amounts of data should ever trump a sound business model. We need to get beyond the hype and back to solving real-world problems that provide real value. Under these circumstances, data will be one of the best partners you will ever work with.”
