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W ith a projected annual global market value of £900bn by 2025, the Intelligent Mobility (IM) sector, which is about harnessing emerging technologies to create more integrated, efficient and sustainable transport systems, represents a huge opportunity for UK Plc. To facilitate this, the TSC has created the Technology Strategy for Intelligent Mobility. This identifies seven key market segments on which UK businesses and policy makers should focus their efforts. These are either already large, or have high forecast growth rates; and all are sectors in which the UK already enjoys significant capabilities. The Technology Strategy for Intelligent Mobility further proposes six “Enabling Capabilities” that will help UK businesses to overcome barriers in development and accelerate deployment of new products and services. These are envisaged as collaborative, nationwide initiatives, where the TSC convenes the considerable technical and commercial strengths already present in academia and industry. Cross-sectoral collaboration will bring together integrated facilities that are beyond the reach of any one organisation to create. Last year, the TSC published the Traveller Needs study, which polled 10,000 consumers for insight into what they value from their journeys, difficulties they encounter, and how they make travel decisions. Building on this, and the successful launch of its Technology Strategy for Intelligent Mobility, the TSC has created detailed roadmaps for development. These step-by-step guides, each culminating in an “end state” – the successful solution to an identified mobility challenge – list products and services required to deliver that result. For each of those products and services, the TSC has mapped out the technologies and social enablers that will drive innovation. “Companies can use these roadmaps to work out which product or service they have the capacity to deliver, confident in the knowledge that it is mapped to a specific challenge identified by the public,” explains Dr Ron Oren, Principal Strategy Analyst at the TSC. “By familiarising themselves with the additional elements required, those same businesses can assess whether they have all the necessary skills and capabilities, whether they need to work with partners who have access to technologies and skill sets they lack, or whether they should be focusing on other areas such as societal enablers.”A politician, for example, might use the roadmaps to make a convincing policy case. Dr Oren offers the example of data incentivisation. “One societal enabler that features in most of the roadmaps, and underpins every single product, “COMPANIES CAN USE THESE ROADMAPS TO WORK OUT WHICH PRODUCT OR SERVICE THEY HAVE THE CAPACITY TO DELIVER, CONFIDENT IN THE KNOWLEDGE THAT IT IS MAPPED TO A SPECIFIC CHALLENGE IDENTIFIED BY THE PUBLIC” PRINCIPAL STRATEGY ANALYST DR RON ORENBY PROVIDING A SERIES OF DETAILED INDUSTRY ROADMAPS, THE TRANSPORT SYSTEMS CATAPULT HOPES TO SET BRITISH BUSINESSES ON THE PATH TO A SUCCESSFUL AND PROFITABLE INTELLIGENT MOBILITY FUTURE SIGNPOSTING SUCCESS Above right The TSC´s Technology Strategy guides businesses and innovators towards the Intelligent Mobility focus areas with greatest potentialTECHNOLOGY STRATEGY12IMAGINE