www.iese.edu

Center for Globalization and Strategy

IESE Cities in Motion Index

2015 INDICE

FOREWORD ______03 ABOUT US ______05 WORKING TEAM ______05 SPONSORS ______05 INTRODUCTION: THE NEED FOR A GLOBAL VISION ______06 OUR MODEL: CITIES IN MOTION ______07 INDICATORS ______08

INDICATOR LIMITATIONS ______18 GEOGRAPHIC COVERAGE ______18 CITIES IN MOTION. RANKING ______20 CITIES IN MOTION. RANKING BY DIMENSION ______22 REGIONAL RANKING ______27 A FEW NOTABLE CASES ______28 DEVELOPMENTS IN THE CITIES IN MOTION INDEX ______31 CITIES IN MOTION VS. REPUTATION INDEX ______33 CITIES IN MOTION: A DYNAMIC ANALYSIS ______34 CONCLUSIONS ______36 GRAPHIC ANNEX. PROFILES OF 148 CITIES ______38

2 IESE Business School - IESE Cities in Motion Index FOREWORD

It is a pleasure for us to present the second edition of our Cities in Motion Index (CIMI), which seeks to evaluate cities as they relate to what we consider 10 key dimensions: Governance, Urban Planning, Public Management, Technology, Environment, International Outreach, So- cial Cohesion, Mobility and Transport, and Economy.

As with the first edition, we faced the challenge of creating an index of cities that is superior to existing ones. Therefore, this index is objective, comprehensive, with broad coverage and guided by criteria that have conceptual relevance and statistical rigor. The first edition had a major media impact and was very well received in various forums linked to the management of cities, which has encouraged us to continue working to improve the index. During our presen- tations, we received many recommendations and suggestions, which we tried to incorporate in this new edition. Some of the major changes in the index this year are:

• Increased geographical coverage: we have increased by 10% the number of cities inclu- ded in the ranking, with a total of 148 –55 of them are capitals– representing 57 countries. Among the highlights are , , and Delhi.

• Greater number of indicators: we have increased by 35% the number of indicators that measure 10 relevant dimensions of a city, for a total of 66 indicators. In addition to sources used last year (Euromonitor, World Bank, UNESCO, Transparency International, Yale Uni- versity, ICCA, Global Entrepreneurship Monitor), we have introduced new information sour- ces such as World Health Organization, Financial Times, QS Top Universities, 2thinknow, Sightsmap , GaWC and Numbeo.

• Increased variability at the city level: as a result of the introduction of new sources of information, we were able to replace some indicators in the first edition which had been introduced at the country level with new variables at the city level, allowing an improved assessment of different cities.

• Introduction of subjective indicators: in addition to objective indicators used in the pre- vious edition, one of the recommendations we received was that citizens’ perceptions be incorporated. As a result, we have introduced data from Numbeo, a social network that co- llects information on the views that people have about cities on issues such as cost of living, access to housing, transportation, health and the environment.

• Improved analysis: We have added new analyses on the dynamics of the index, examining their evolution in 2012, 2013 and 2014.

• Improvements in the methodology: we have refined our methodology according to the latest statistical practices in creating synthetic indices.

We hope that this report will be useful to mayors, city managers, urban solutions companies and all those interest groups that aim to improve the quality of life of city inhabitants.

We see this endeavor as a dynamic project. We will continue working to ensure that future editions of the index contain better indicators, greater coverage and growing predictive value. We look forward to your suggestions for improvement and invite you to get in touch with the platform through our website: www.iese.edu/cim.

3 IESE Business School - IESE Cities in Motion Index This work is the result of a collective effort that includes our team, our sponsors and many people who have participated in our workshops, meetings and training programs and who have selflessly provided us with great ideas and support. In particular, this year we want to thank IBM, which has given us the “IBM Faculty Award” for our work on cities.

We are convinced that we can live in better cities, but this will only be possible if all stakehol- ders —the public sector, private businesses, civic organizations and academic institutions— participate and collaborate in order to achieve this common goal. This report is our small contribution.

Prof. Pascual Berrone Prof. Joan Enric Ricart

Schneider Electric Sustainability Carl Schroeder Chair and Business Strategy Chair in Strategic Management

4 IESE Business School - IESE Cities in Motion Index ABOUT US

IESE Cities in Motion Strategies is a research platform SPONSORS launched jointly by the Center for Globalization and Strategy and the Department of Strategy of the IESE Bu- siness School.

The initiative unites a worldwide network of experts on cities and specialized private companies with local ad- ministrations from around the world with the objective of WITH THE SUPPORT OF developing valuable ideas and innovative tools that can lead to more sustainable, smarter cities and promote changes at the local level.

The platform’s mission is to promote the model of Cities AND WITH THE COLLABORATION OF in Motion, which includes an innovative approach to the governance of cities and a new urban model for the 21st century based on four main factors: a sustainable ecosystem, innovative activities, equality among citizens and a well-connected territory.

WORKING TEAM 2thinknow: City Benchmarking Data, the world’s leading provider of standard city data.

ACADEMIC TEAM Users of City Benchmarking Data clients include the world’s top management consulting and accounting fir- Prof. Pascual Berrone ms, many city, state and federal governments, leading Schneider Electric of Sustainability and Strategy Chair universities and major global corporations such as Sam- sung and Ogilvy. Prof. Joan Enric Ricart Carl Schroeder Chair of Strategic Management 2thinknow has provided raw unfiltered actual data to the IESE professors, researchers and analysts. See http:// Carlos Carrasco www.citybenchmarkingdata.com or email talk@2think- Research assistant now.com

TECHNICAL TEAM

David Augusto Giuliodori Econfocus Consulting

María Andrea Giuliodori Independent researcher

CONSULTING TEAM

Juan Manuel Barrionuevo President of the advisory board of the IESE Cities in Motion platform

5 IESE Business School - IESE Cities in Motion Index INTRODUCTION: scale. However, few have been sustainable in the medium THE NEED FOR A term, because they were studies that intended to meet the specific information needs of certain entities whose exis- GLOBAL VISION tence depended on how long their financing endured. In other cases, the system of indicators depended upon the political desires of the moment, so its creation came to a halt when political priorities or authorities changed. Now more than ever, cities require strategic planning. Only in this way can they begin to seek out paths for inno- However, there are also indicators specifically created by vation and prioritize what is truly important for their future. international entities that seek to achieve the consistency and strength necessary to compare cities, though in most The strategic planning process must be participatory and cases these indices tend to be biased or focused on one flexible, with one central objective: to design a sustainable subject matter in particular (Technology, Economy, the action plan which contributes uniqueness and notoriety Environment, etc.). to the metropolis. Just as no two companies can use the same recipe for success, each city must search for its The Cities in Motion Index (CIMI) was designed with own model based on a set of common considerations. the goal of building an indicator that “surmounts” these difficulties, in the sense that its thoroughness, properties Experience shows that cities must avoid having a short- and comparability, and the quality and objectivity of the term viewpoint and expand their field of vision. They must information included, make it capable of measuring the frequently turn to innovation to improve the efficiency and sustainability of the largest world cities into the future, as sustainability of their services, promote communication and well as their inhabitants’ quality of life. get both their people and companies involved in projects. The CIMI seeks to allow people and governments to unders- The time has come to exercise smart governance which tand a city’s performance through 10 fundamental “dimen- bears in mind all factors and social role-players, with a sions”: Governance, Urban Planning, Public Management, global outlook. Technology, The Environment, International Outreach, So- cial Cohesion, Mobility and Transportation, Human Capital, It is because of this that, in recent decades, national and and The Economy. All of the indicators are combined with international entities have carried out studies with a focus one strategic objective, which leads to a different type of on defining, creating and applying indicators to achieve local economic development (creating a global city, promo- various objectives, above all that of helping to perform a ting an entrepreneurial spirit, innovation, etc.). diagnosis of the status of cities. In each study, the way in which indicators are defined and the process for crea- Each city is unique and exceptional. They each have their ting them are the result of each study’s characteristics, own needs and opportunities. Therefore, they must all the technical and econometric techniques which are best design their own plan, which establishes priorities while adapted to the theoretical model and available data, and remaining flexible enough to adapt to changes. the analysts’ preferences. Smart cities create many different business opportuni- At present, there are a large number of “urban” indica- ties and possibilities for cooperation between the public tors, though many of them have not been standardized, and private sectors. All can contribute, and therefore a or they are not consistent or comparable between cities. networked ecosystem must be developed that involves every interest group (the people, organizations, institu- In the past, numerous attempts have been made to develop tions, government, universities, companies, experts, cen- indicators for cities, of a national, regional and international ters of research, etc.).

6 IESE Business School - IESE Cities in Motion Index Working in a network provides advantages: it allows for OUR MODEL: better identification of the city’s needs and those of its residents; setting common goals; establishing constant CITIES IN MOTION communication between different role-players; increasing learning opportunities; increasing transparency and im- plementing more flexible public policies. As already indi- Experience shows that cities must flee a short-term vi- cated in a report by the OECD (Organization for Economic sion and expand their field of view, relying more often on Cooperation and Development) in 2001, a network focus innovation to improve the efficiency and sustainability ensures that local policies revolve around the people. of their services; fostering communication and involving citizens and businesses in projects. The time has come Private initiative also has much to gain from this system to exercise intelligent governance that takes into account of collaboration in a network; it can cooperate with the all factors, with a global vision. Through our platform, Administration in the long term; access new business we propose a conceptual model based on the study of opportunities; obtain greater knowledge about the needs a large number of success stories, as well as a series of of the local ecosystem, increase its international visibility in-depth interviews with city leaders, business leaders, and attract talent. academics and experts related to urban development.

Thanks to their technical knowledge and experience in Our model proposes a series of steps that encompass management projects, private companies are ideal for everything from performing a diagnosis of the current leading and developing smart city projects, in collabo- situation to creating a strategy and later implementing it. ration with universities and other institutions. Moreover, The first step towards being able to perform a proper they can contribute efficiency and significant savings to diagnosis of the situation consists of analyzing the sta- public-private entities. tus of the key dimensions, which we describe in the fo- llowing paragraphs. Last of all, we must not forget that the human factor is fundamental to the development of cities. Without a parti- The first step toward making a good diagnosis is to cipatory, active society, any strategy, no matter how intelli- analyze the situation of the key dimensions, which we gent and global it may be, will be destined to fail. set forth below.

Beyond technological and economic development, people HUMAN CAPITAL hold the key to making cities shift from being “smart” to The main objective of every city should be to improve “wise.” That is the goal to which all cities must aspire: for its human capital. Therefore, it should be able to attract the people who inhabit the city and those who govern it to and retain talent; create plans to improve education, and put all of their talent to work in order to achieve progress. promote creativity and research.

To help cities to identify effective solutions, we have crea- SOCIAL COHESION ted an index that captures 10 dimensions into a single Concerns for the social environment of the city requires indicator and includes 148 cities worldwide. The Cities an analysis of factors such as immigration, community de- in Motion Index, due to its comprehensive and integrated velopment, care of the elderly, the efficiency of the health view of the city, allows the identification of the strengths system, and security and civic inclusion. and weaknesses of each city. ECONOMY This dimension includes all those aspects that promote a territory’s economic development: local economic pro- motion plans, transition plans, strategic industrial plans, the creation of clusters, innovation and entrepreneurial initiatives.

PUBLIC MANAGEMENT This consists of actions intended to improve the efficien- cy of the Administration, such as designing new models of organization and management. Within this area, great opportunities are created for private initiative, which may contribute to increasing efficiency.

7 IESE Business School - IESE Cities in Motion Index GOVERNANCE 100,000 inhabitants (NM); the number of art galleries People are central for solving all the challenges faced by per 100,000 inhabitants (NAG); and spending on leisure cities. Because of this, such factors must be taken into and recreation (CER). account as people’s level of participation, the authorities’ ability to get business leaders and local role-players invol- While human capital presents factors that make it more ved, and the application of e-Governance plans. extensive than can be measured by these indicators, there is international consensus that education and ac- MOBILITY AND TRANSPORTATION cess to culture are essential components in the measu- In this area, there are two great challenges in terms of rement of human capital. In fact, one of the pillars of the future: facilitating movement through cities, often of human development is human capital, and considering very large dimensions, and facilitating access to public that the Human Development Index published annually services. by the United Nations Development Programme (UNDP) includes education and culture as dimensions, it is valid THE ENVIRONMENT to take these indicators as explanatory of differences in In this dimension, the following factors are essential to ci- human capital in a city. ties: improving environmental sustainability through plans to fight pollution, supporting green buildings and alterna- For the CIMI, the proportion of the population with se- tive energies, efficient management of water, and policies condary and higher level (PHS) studies; the number of that help counteract the effects of climate change. business schools (MBAR); the flow of international stu- dents in each city or country (IFS) and the number of URBAN PLANNING universities (WUR), are considered positive. To improve the “livability” of any territory, one must bear in mind the local master plans and the design of green As a measure of access to culture, the number of mu- areas and spaces for public use, as well as making a com- seums, the number of art galleries and spending on lei- mitment to intelligent growth. New urban planning me- sure and recreation, all directly related to the indicator, thods must focus on creating compact, well-connected are considered. These indicators show the commitment cities that have public services that are accessible. that a city has to culture and human capital. Creative and dynamic cities worldwide tend to have museums INTERNATIONAL OUTREACH and art galleries open to the public and offer visits to Those cities that wish to progress must achieve a pri- art collections and events dedicated to the preservation vileged place in the world. Maintaining global outreach of art. The existence of a city’s cultural and recreational means improving the city’s “brand name” and its in- offerings implies greater spending by the population on ternational recognition through strategic tourism plans, these activities attracting foreign investment and having representation abroad. SOCIAL COHESION Social Cohesion is a sociological dimension of cities, TECHNOLOGY defined as the degree of consensus of the members of Although cities cannot prosper through technology alone, a social group or the perception of belonging to a com- ICTs (information and communication technologies) are mon project or situation. It is a measure of the intensity a part of the backbone of any society that wishes to call of social interaction within the group. Social Cohesion itself “smart.” in the urban context refers to the degree of coexistence between groups of people with incomes, cultures, ages and different professions who live in a city. The presence of various groups in the same space and mixing and inte- raction between groups is central to a sustainable urban INDICATORS system. In this context, social cohesion is a state in which there is a shared vision between citizens and the Gover- nment on a model of society based on social justice, the HUMAN CAPITAL primacy of the rule of law and solidarity. This allows us In this dimension, representative indicators were taken to understand the relevance of policies to promote social that were related to the proportion of the population with cohesion based on democratic values. secondary and higher level (PHS) studies; the number of top-level business schools (MBAR); the flow of inter- Following the approach of measuring social cohesion national students in each city or country (IFS); the num- adopted by the various indicators available, the following ber of universities (WUR); the number of museums per have been selected: the ratio of deaths per 100,000 po-

8 IESE Business School - IESE Cities in Motion Index pulation (DR); crime index (CI); Health index (HCI); the to be the only measurement or most important measu- unemployment rate (EBU); the Gini index (GIN); and the rement of a city’s or country’s performance. However, in price of property as a percentage of income (PPIR). this report, it is not considered to be exclusive nor the most relevant factor; instead it is just one further indica- This selection of indicators attempts to include all of tor among 10 dimensions of the CIMI. For example, if a the sociological sub-dimensions that Social Cohesion city with a high or relatively high GDP does not have a contains. Health and the expectations of future society good performance level in other indicators, it may not be are represented, in this case, by the ratio of deaths per placed among the top ranks. A highly productive city, for 100,000 inhabitants, with the crime rate, both having a instance, that has problems with transportation, inequali- negative bearing and the healthcare index, with a positive ty, weak public finance or a production process that uses bearing to this dimension. polluting technology, will probably not appear among the top positions in the ranking. Employment is a fundamental factor in societies, to the extent that its lack can break consensus or the implicit LPR is a measurement of the strength, efficiency and social contract, according to historical evidence, so the technological level of the production system, which, as unemployment rate (UER) is incorporated with a negative regards local and international competitiveness, will ob- sign in the creation of the indicator for this dimension. viously affect real salaries and the return on capital, busi- The GIN is an index calculated from the Gini coefficient ness profits. These are all reasons why it is very important and measures social inequality. to include it within the dimension of the Economy. Varied productivity levels may explain differences in the stan- It assumes a value equal to 0 for situations where there dard of living of a city’s workers and the sustainability of is a perfectly equitable income distribution (everyone has the productive system over time. the same income) and assumes a value of 100 when in- come distribution is quite inequitable (one person has all Other indicators selected as being representative of this the income and others none). This indicator is incorpo- dimension make it possible to measure certain aspects rated into the Social Cohesion dimension with a negative of a city’s business environment, such as the number of sign, since a higher index value has a negative impact on headquarters for publicly traded (NHQ) companies, ca- cohesion. pacity and entrepreneurial opportunities for the inhabi- tants of a city (TEA), time required to start a business Meanwhile, the price of the property as a percentage of (TSB) and ease of starting a business in regulatory terms income is linked negatively, since a greater percentage of (EDB). These indicators measure the capacity for sustai- income is needed to buy a property diminishes the incen- nability over time of a city and potential ability to improve tives to belong to society in a particular city. the quality of life of its inhabitants. The TSB and EDB indicators are incorporated into the Economy dimension ECONOMY with a negative bearing, since lower values indicate grea- Indicators used to show the economic dimension of a ci- ter ease of starting a business, while the NHQ and ASD ty’s performance are: gross domestic product (GDP) in have a positive relation, since high values in these indica- millions of dollars at constant 2013 prices; productivity, tors reflect cities prepared for the creation and develop- measured in dollars according to the labor force (LPR); ment of businesses. the time required to start a business measured in days (TSB); ease in regulatory terms to start a business (EDB); PUBLIC MANAGEMENT the number of parent (headquarters) of listed companies Public Management is understood in this report to be (NHQ); and the rate of early-stage entrepreneurial activity highly correlated with a city’s or country’s state of public (TEA), defined as the percentage of a population between finance. In this sense, public accounts have a decisive 18 and 64 years old who are incipient entrepreneurs or effect on citizens’ standard of living and on the sustaina- business owner/administrators of new businesses (no bility of a city, insofar as it determines the level of present more than 42 months). and future taxes which the people and system of produc- tion must pay; the expected increase in the general level Bearing in mind that the CIMI attempts to measure, of prices; potential public investment in basic social infras- through multiple dimensions, the future sustainability of tructure, and the incentives aimed at private investment. the largest cities in the world and the standard of living Moreover, if the State has a need for funds as a result of a of their inhabitants, real GDP is one measurement of the weak public finance system, it will compete with the pri- city’s economic power and the income of its inhabitants, vate sector for the funds available in the financial system, which, in turn, is an important measurement of the quali- thereby affecting investment. ty of life in cities. In numerous studies, GDP is considered

9 IESE Business School - IESE Cities in Motion Index The indicators that represent this dimension in this report are the tax ratio in relation to the commercial benefits GOVERNANCE (TAX), the level of central bank reserves (TR), the level of Governance, a term commonly used to refer to the effec- reserves per capita (TRPC), the type of government (TG), tiveness, quality and proper orientation of State inter- the local government scandals reported in the media (SC), vention, is represented by four indicators in this report: the number of embassies (NE), and the number of Twitter the Strength of Legal Rights Index (SLR), the Corruption users listed in prominent Twitter directories (NDTU). Perceptions Index (CPI), the number of functions of the innovation department of the city (IDF) and the quality The indicator related to the tax system (TAX), which is incor- of web services of the local government (GWS). The SLR porated with a negative bearing on the value of the synthe- has been incorporated with a positive bearing and mea- tic indicator of this dimension, covers aspects of the status sures the degree to which collateral and bankruptcy laws of public finances, since the greater the tax burden, the protect the rights of borrowers and lenders and thus fa- weaker a city’s public accounts become. The TAX measu- cilitate lending. The values range from 0 = low to 12 = res the amount of taxes and mandatory contributions paid high, where higher scores indicate that laws are better by businesses after accounting for allowable deductions designed to expand access to credit. It is a vital role of and exemptions as a share of commercial profits. This ex- national or local states to create conditions and ensure cludes withheld taxes (such as personal income tax) or tho- effective enforcement of the rights of citizens and compa- se collected and remitted to tax authorities (such as value nies based in its territory. The perception of compliance added taxes, sales taxes or taxes on goods and services). with legal rights affects all aspects of life in a country or city, as well as the business environment, investment in- The level of reserves is an indicator of the strength in the short centives or legal certainty, among others. and medium term of public finances, their ability to cope with changing economic cycles, and the strength and sustainabi- The index of perceived government corruption is a way lity of the economic structure in relation to the State. of measuring the quality of governance, since a high per- ception of corruption in public statements by the public is The government type indicator (TG) differentiates between an indication that government intervention is not efficient states with participatory governments and those that are from the standpoint of the social economy, due to the not. Participatory governments promote the development fact that utilities –understood in a broad sense– involve of sustainable cities as they have a more transparent, effi- costs that would be higher than if corruption did not exist. cient, close and participative management. In addition, incentives to invest or settle in countries or cities with a high perception of corruption will be lower Local government scandals reported in the media (SC) re- than in others with low levels, thus negatively influencing fer to corruption, violence, crime, drugs, etc. A city with the sustainability of the country or city. In the case of more scandalous situations is a city less prepared to carry the CIMI, it is taken as an explanatory indicator of the out strategic plans for innovation and development. This governance dimension, with a positive bearing, following indicator is incorporated with a positive bearing because the manner of calculating the index by Transparency In- cities with biggest scandals assume a value of 1 in a reser- ternational, which assigns a value of 0 for countries with ved scale that goes from 1 to 4. high corruption and 100 for highly transparent countries.

The number of embassies (NE) is an indicator of the inter- The department of innovation represents a central point national importance of the city to global standards and is of any government policy. The number of functions of based on the allocation of embassies that are made to the this department is an indicator of governmental support city by foreign countries. of these policies. Therefore, IDF has a positive influence, as departments that have a greater number of functions The number of active Twitter users with public data con- show greater support for innovation. tained in the Twellow (NDTU) directory are those who self-identified as opinion leaders (e.g., activists, prominent The quality of government web services is an evaluation critics of the government, business leaders, writers, jour- of a government’s capacity to respond to the technologi- nalists, etc). Twitter tends to be utilized by opinion leaders, cal functions of a city, and the needs of its citizens and so global directories provide a guide to the prominence of visitors (i.e., users of a city). No city can afford to ignore a dissenting voices and ideas within cities. In some autho- commitment with users in their city, and every city should ritarian countries, publishing points of view and opinions have an optimal presence on the internet This indicator as a thought leader is taking a risk, therefore there will be has a positive bearing, since higher values relate to hi- fewer critical leaders in Twitter directories. This indicator gher quality of web services. has a positive bearing.

10 IESE Business School - IESE Cities in Motion Index ENVIRONMENT health, and environmental load of diseases. Ecosystem The sustainable development of a city can be defined as Vitality has seven sub-dimensions: effects of air pollution “development that meets the needs of the present wi- on the ecosystem; effects of water quality on the ecosys- thout compromising the ability of future generations to tem; biodiversity and habitat; forestation; fish; agricultu- meet their own needs.”1. In this sense, the environment re, and climate change. Given the thorough nature of this is very important because current sustainability to meet indicator –because it includes nearly all of the aspects the needs of future generations is closely related to this involving the measurement of a city’s environmental sta- dimension. Since the CIMI also aims to measure the en- tus and changes in a city’s environment, complemented vironmental sustainability of cities, the environment is in- by the other four indicators which are included in the cluded as one of the aspects to be measured. CIMI– the dimension of The Environment is considered to have been represented in a well-proportioned manner.

The indicators selected for this dimension are CO2 emis- sions (CO2), the rate of CO2 (CO2i), methane emissions Indicators which represent PM10 and PM.2, CO2 and (MET), improvements in water supply as a percentage of methane emissions the pollution index are considered to total population with access to this (H2O); the PM2.5 and have a negative bearing on the dimension, whereas the PM10, and the pollution index (PI) and the environmen- remaining indicators have a positive effect on the envi- tal development index (EPI). ronment.

As can be inferred, the first four selected indicators in- MOBILITY AND TRANSPORTATION clude measurements of air pollution sources and water Mobility and Transportation, in terms of both the highway quality in cities, which are indicators of the quality of life and road infrastructure and the automobile fleet and pu- of their inhabitants; and the sustainability of their produc- blic transportation, affect the standard of living of a city’s tion or urban matrix. Emissions of carbon dioxide arise inhabitants and may be vital to the sustainability of cities from burning fossil fuels and cement production, while across time. However, perhaps the most important is not methane emissions arise from human activities such as this, but rather the externalities that are produced in the agriculture and industrial production. CO2 and methane productive system, due both to the labor force’s need to emissions are the factors most commonly used to mea- commute and the need for production output. Conse- sure the degree of air pollution, since they are substan- quently, considered as representative of this dimension ces that have much to do with the greenhouse effect. were the traffic index (TI), the index of inefficiency (INI- In fact, a decrease in the values of these indicators is DX), the number of road accidents per 100,000 inhabi- included as a target in the Kyoto Protocol. tants (RIA), the number of subway stations per 100,000 (NS) and the number of air routes (inputs and outputs) Another important indicator of air pollution in cities are a city has (NF). PM2.5 and PM10, a denomination corresponding to small particles, solid or liquid, dust, ash, soot, metal The first three indicators are a measure of the efficiency particles, cement or pollen dispersed in the atmosphere and safety of roads and public transportation which, if and whose diameter is less than 2.5 and 10 micrometers effective and has good infrastructure, promotes a decrea- (microns) respectively. These particles are formed mainly se in vehicular traffic on the roads and reduces the num- by inorganic compounds such as silicates and alumina- ber of accidents. The IT and INIDX are estimates of the tes, heavy metals and organic material associated with inefficiencies in traffic caused by long driving times, as carbon particles (soot). This indicator is commonly used well as by dissatisfaction that these situations generate in in the indexes to measure pollution in the environment. the population. These indicators, as well as the number These indicators are supplemented with information pro- of road accidents, are included with a negative bearing vided by the pollution or contamination index (PI) of a since they have a negative impact on the development of city, which estimates the overall pollution in the city. The a sustainable city. greatest weight is given to cities with more air pollution. The number of subway stations per 100,000 inhabitants Last of all, the EPI (Environmental Performance Index), (NS) is an indicator of commitment to the development calculated by Yale University, is an indicator based on of the city and investment relative to population size. The the two large dimensions related with the environment: number of air routes (inputs and outputs) a city has (NF) Environmental Health and Ecosystem Vitality. The first is represents the infrastructure in place to facilitate com- divided into three sub-dimensions: effects of air pollu- mercial air routes and therefore, movement and pass- tion on human health; effects of water quality on human enger traffic. Both indicators are included with a positive bearing due to the positive influence they have on this 1 Definition used in 1987 by the UN World Commission on Environment dimension. and Development, created in 1983.

11 IESE Business School - IESE Cities in Motion Index URBAN PLANNING to carrying out projects within a city, per 100,000 inhabi- A city’s urban planning involves various sub-dimensions tants (NA). Engineers, architects and planners are key to and is closely related with a city’s sustainability. Deficient the urban transformation of a city, therefore this indicator urban planning leads to a decrease in people’s standard has a positive impact on the index calculation. of living in the medium term. It also has a negative effect on investment incentives, because a city which is not INTERNATIONAL OUTREACH planned or is poorly planned creates difficulties and in- Cities within the same country can have more or less In- creases the costs of logistics and employee transporta- ternational Outreach in relation to each other, but this is tion, while affecting other factors. not independent of the degree of its own openness. This dimension is intended to include these differences and Based on available information, indicators of this dimen- measure the International Outreach of cities. sion are incorporated as measures of the quality of health infrastructure (ISF), the number of people in a household In this sense, we have included the following indicators: (OCC), the bicycle circulation system (BL) of a city, the international tourist arrivals (ITA); number of passengers number of bike shops per 100,000 inhabitants (NBS) by airlines (AEP), number of hotels in a city (NH), ranking and the number of architects per 100,000 inhabitants of those most photographed in the world, according Si- (NA). ghtsMap (SM) and the number of meetings and conferen- ces taking place in a city (MIT), according to data from the The quality of health infrastructure (ISF) refers to the Meeting the International Congress and Convention Asso- percentage of population with at least adequate access ciation. The latter is an important indicator of the Interna- to excretion disposal facilities that can effectively prevent tional Outreach of a city, given that these events usually human, animal and insect contact with excretion. To be take place in cities with international hotels, rooms spe- effective, facilities must be correctly built and undergo cially equipped for such purposes, positive frequency of proper maintenance. This indicator is highly correlated international flights, and appropriate security measures. with Urban Planning, as it can demonstrate what inevi- tably becomes poor planning in health problems in the All indicators of this dimension, with the exception of short and medium term. SM, have a positive impact on the calculation of the CIMI since the higher the values of the indicators, the greater Additionally, from the point of urban-dwelling view, a city the city’s outreach in the world. SM is introduced with a with proper urban planning has generally little or no over- negative bearing, since the top-ranking positions corres- crowding in homes, since usually housing policy in rela- pond to the most photographed cities. tion to the estimated growth of the population urban is a determining factor in urban planning. Therefore, within TECHNOLOGY the explanatory indicators of this dimension, the number Technology, as an integral dimension of CIM, is an aspect of occupants per household (OCC) was related negatively. of society which improves the current standard of living, and its level of development or widespread usage is an The bicycle is a means of effective, fast, cheap, healthy indicator of a society’s achieved or potential quality of and environmentally-friendly transportation. The use of life. Moreover, technological development is a dimension this transportation makes a positive impact on the sustai- that allows cities to be sustainable across time, and to nable development of a city, since it does not pollute or maintain or expand the competitive advantages of their make use of fuels, among other benefits. Considering this production system and the quality of employment. A city positive effect, two indicators associated with this means that is technologically outdated has comparative disad- of mobility are introduced here. The presence of infras- vantages with other cities, both from the perspective of tructure dedicated to bicycle traffic (BL) paths indicates a safety, education and health, which are fundamental as- city’s commitment to the culture using this medium. This pects in society’s sustainability, and from the perspective indicator measures the extent and quality of bike lanes of the productive system, which as a result ends up with in a city. It has a positive bearing, because cities with outmoded production tasks that make it difficult to achie- highest value are those with more developed bike path ve competitiveness without protectionism, a factor which systems. Also, the number of bike shops per 100,000 has a negative effect on the city’s ability to consume and inhabitants (NBS) is a positive indicator of the actual use invest, as well as reducing productivity in the workplace. of bicycles (through equipment sales and repairs). This has a positive bearing. Indicators selected to measure the performance of cities in terms of technological reach and growth in cities are: Another indicator considered is the number of architec- the number of broadband Internet users per 100 inhabi- tural firms (small, medium and large) that are dedicated tants (FIS) - country-level data on the number of broad-

12 IESE Business School - IESE Cities in Motion Index band users within a city (BIU), the number of IP addres- nues with high penetration rates in many global markets. ses assigned to the city (NIAR), the number companies Facebook data for 2014 are provided by Facebook. For that offer wifi hotspots (NBW), the number of Facebook years prior to 2014, algorithmic estimates were used. users per 1,000 inhabitants, (NF) the number of mobile This indicator is incorporated with a positive bearing. The phones per capita (NMPC), the quality of the websites number of mobile phones per capita (NMPC) is obtained of municipalities (QMW) and the Innovation Index (ICI), through national data, population data and demographic published by the Innovation Cities Program. information. This indicator has a positive influence, since the higher the use of mobile telephony, the more open a The first indicator (FIS) is country-level data and has a society is to the use of technology. The quality of a mu- high correlation with the overall technological advance- nicipality’s website (QMW) is an indicator reflecting the ment of a city, since technological development of appli- government’s commitment to Information Technology cations and devices is necessary for its efficient use. policies. If a local government wants to promote the de- Complementing the FIS, the citywide indicator, BIU, velopment of technologies of information and communi- which represents the number of broadband users wi- cation (ICT) in the local business sector, it is necessary thin a city as a measure of technological development is that its own websites offer good quality services, showing employed. The BIU includes wired and wireless connec- support for strategies in this crucial sector. The ICI index tions. The number of IP addresses assigned to the city is calculated by making evaluations based on various te- (NIAR) is a commercial indicator of Internet adoption by chnological innovation factors in cities, in sectors such citizens. Businesses and citizens equipped for Internet as health, general economy or of the population, among create economic value in the economy through the use of others, currently reflecting the most comprehensive indi- devices and therefore the allocation of IP addresses. The cator to measure the degree of innovation development number companies that offer wifi hotspots (NBW) indica- in cities. This is methodologically divided into three as- tes the number of quality business wifi hotspots listed in pects or dimensions: cultural, human infrastructure and major global directories. The number of Facebook (NF) networked markets. All indicators of this dimension di- users per 1,000 inhabitants measures the penetration rectly relate to the technological dimension and therefore of Facebook (or in the case of , Ren Ren) within have a positive bearing. the city, based on real data from Facebook. Facebook is the network of social media par excellence, and conti- Table 1 describes, in summary, the indicators used in each of the dimensions, description, units of measure and sources of information.

TABLE 1. INDICATORS

DIMENSION / NO. INDICATOR INITIALS DESCRIPTION / UNIT OF MEASURE SOURCE CLUSTER

Population with secondary and high Proportion of population with secondary and 1 PSH Human Capital Euromonitor education higher education

2 FT Global MBA Ranking MBAR Number of business schools (TOP 100) Human Capital Financial Times

International flows of mobile International movement of higher education 3 IFS Human Capital UNESCO students at the tertiary level students. Number of students.

4 QS World University Ranking 2013 WUR Number of universities Human Capital QS Top Universities

No. of Museums per Number of museums per 5 NM Human Capital 2thinknow 100,000 inhabitants 100,000 inhabitants

No. of Public Art Galleries per Number of art galleries per 6 NAG Human Capital 2thinknow 100,000 inhabitants 100,000 inhabitants

Consumer Expenditure on Leisure Spending on leisure and recreation. Human Capital / 7 CER Euromonitor and Recreation per capita Expressed in Millions of USD 2013 prices. Country Cluster

Ratio of deaths per 8 Death Rate DR Social Cohesion Euromonitor 100,000 population

13 IESE Business School - IESE Cities in Motion Index DIMENSION / NO. INDICATOR INITIALS DESCRIPTION / UNIT OF MEASURE SOURCE CLUSTER

9 Crime Index CI Crime rate Social Cohesion Numbeo

10 Health Care Index HCI Health index Social Cohesion Numbeo

Unemployment rate (number 11 Unemployment Rate UER Social Cohesion Euromonitor unemployed / labor force)

Gini index, varies from 0-100, with 0 being 12 Gini Index GIN Social Cohesion Euromonitor perfect equality and 100 perfect inequality

Price of property as a percentage of 13 Property prices to income ratio PPIR Social Cohesion Numbeo income

14 Total GDP GDP GDP in million USD at 2013 prices Economy Euromonitor

Labor productivity measured as GDP / 15 Labour Productivity LPR Economy Euromonitor employed population (in thousands)

Number of calendar days required to make 16 Time Required to Start a Business TSB Economy World Bank legally operable a business

Ease of starting a business. Top positions in the rankings indicate a more 17 Ease of Doing Business Rank EDB favorable regulatory environment for the Economy World Bank establishment and operation of a local business.

Globalization Global Command and Control Number of parent (headquarters) of 18 NHQ Economy and World Cities Centres publicly traded companies (GaWC)

Percentage of population aged 18-64 who Global Total Early Stage Entrepreneurial 19 TEA is an incipient entrepreneur or owner / Economy Entrepreneurship Activity operator of a new business Monitor

Total tax rate. Measures the amount of taxes and mandatory contributions paid by Total tax rate (% of commercial Public 20 TAX businesses after accounting for allowable World Bank profits) Management deductions and exemptions as a share of commercial profits.

Public 21 Total reserves TR Total reserves in millions of USD World Bank Management

Public 22 Total reserves per cápita TRPC Per capita reserves in millions of USD World Bank Management

Government type. Binary variable where Public 23 Type of Government TG 1 corresponds to systems of participatory 2thinknow Management government.

Local government scandals reported in the media. Rating assigned to 1-4 according to the gravity of scandal (murder, violence, Public 24 Severity of Local Reported Scandals SC 2thinknow drugs / crime, corruption), where extreme Management situations of scandal assume a value of 1 in a reserved scale that goes from 1 to 4.

No. of Embassies per Public 25 NE Number of embassies per 100,000 people 2thinknow 100,000 People Management

14 IESE Business School - IESE Cities in Motion Index DIMENSION / NO. INDICATOR INITIALS DESCRIPTION / UNIT OF MEASURE SOURCE CLUSTER

Twitter users listed in prominent Twitter directories (e.g. Twellow). Includes users who define themselves as leaders (e.g., Public 26 No of Directoried Twitter Users NDTU 2thinknow writers, activists, business leaders, Management journalists, etc.) users. In thousands of persons.

The index of strength of legal rights measures the degree to which collateral and bankruptcy laws protect the rights of borrowers and lenders and thus facilitate 27 Strength of Legal Rights Index SLR Governance World Bank lending. The values range from 0 = low to 12 = high, where higher scores indicate that laws are better designed to expand access to credit.

Index of perception of corruption. The Transparency 28 Corruption Perceptions Index CPI values range from 0 = very corrupt to 100 Governance International = very transparent

Number of functions of the innovation 29 Innovation Department Functions IDF Governance 2thinknow department (or ministry, if any) of the city

Websites of local government services. Measures the quality of web services for 30 Govt Web Service Assess GWS Governance 2thinknow all users of the municipality (residents and visitors). Scale of 1 to 4.

Emissions of carbon dioxide from burning

31 CO2 Emissions CO2 fossil fuels and cement manufacturing. Environment World Bank Measured in kilotons (kt).

32 CO2 Emission Index CO2I CO2 emission rate Environment Numbeo

Methane emissions arising from human activities such as agriculture and industrial 33 Methane emissions MET Environment World Bank production of methane. Measured in kt

CO2 equivalent Percentage of the population with Improved water source, urban (% of reasonable access to an adequate amount 34 H2O Environment World Bank urban population with access) of water coming from an improvement in the water supply.

PM2.5 measures the amount of airborne PM2.5 Annual Mean-micrograms World Health 35 PM25 particles whose diameter is less than Environment per cubic meter Organization 2.5μm. Annual average.

PM10 measures the amount of airborne PM10 Annual Mean-micrograms per World Health 36 PM10 particles whose diameter is less than 10 Environment cubic meter Organization microns. Annual average.

37 Pollution Index 2014 PI Pollution Index Environment Numbeo

Environmental performance index (1 = 38 Environmental Performance Index EPI Environment Yale University poor to 100 = good)

Traffic rate estimation is based on time spent in traffic and generated Mobility and 39 Traffic Index TI dissatisfaction. Estimates of consumption Numbeo Transportation of CO2 and other traffic system inefficiencies are also included.

15 IESE Business School - IESE Cities in Motion Index DIMENSION / NO. INDICATOR INITIALS DESCRIPTION / UNIT OF MEASURE SOURCE CLUSTER

Inefficiency index is an estimate of traffic inefficiencies. High values represent high Mobility and 40 Inefficiency Index INIDX Numbeo inefficiencies in driving, such as long Transportation travel times.

Number of road accidents per Mobility and 41 Road Injury Accidents RIA Euromonitor 100,000 population Transportation

Number of metro stations per Mobility and 42 No. of Subway/Metro Stations NS 2thinknow 100,000 population Transportation

Number of flights in and out (air routes) Mobility and 43 No. of Flights In/Out 2012 NF 2thinknow in a city Transportation

Percentage of population with at least adequate access to excretion disposal Improved sanitation facilities 44 ISF facilities that can effectively prevent Urban Planning World Bank (% of population with access) human, animal and insect contact with excretion.

45 Occupants per Household OCH Number of people per household Urban Planning Euromonitor

Bicycle circulation system. Coding of 1 to 4, where the highest value corresponds to 46 Bicycle Lanes BL Urban Planning 2thinknow cities that have a well-developed bicycle circulation system.

No. of Bicycle Shops per 47 NBS Bike shops per 100,000 inhabitants Urban Planning 2thinknow 100,000 inhabitants

No. of Architect Firms per Number of architects per 48 NA Urban Planning 2thinknow 100,000 inhabitants 100,000 inhabitants

Number of international tourists that visit International 49 International Tourist Arrivals ITA Euromonitor the city. In thousands. Outreach

Number of airline passengers. In International 50 Airline Passengers AEP Euromonitor thousands Outreach

Number of hotels per International 51 No. of Hotels per 100,000 NH 2thinknow 100,000 inhabitants Outreach

Ranking of cities according to the number of photos taken in the city and uploaded International 52 Sightsmap SM to Panoramio (online community to Sightsmap Outreach share photographs). The first positions correspond to cities with more pictures.

International Number of international conferences and International Meeting Congress 53 Numbers of Meetings MIT meetings held in a city. Outreach and Convention Association

Number of subscribers per country to Fixed broadband Internet a broadband digital subscriber line, 54 FIS Technology World Bank Subscribers modem cable modem or other high-speed technology, per 100 inhabitants.

Number of broadband users within a city, 61 Broadband Internet Users BIU Technology 2thinknow including wired and wireless connections.

16 IESE Business School - IESE Cities in Motion Index DIMENSION / NO. INDICATOR INITIALS DESCRIPTION / UNIT OF MEASURE SOURCE CLUSTER

Number of IP addresses assigned to the 59 No. of Internet Addresses Registered NIAR Technology 2thinknow city

No. of Business Grade WIFI Number companies offering wifi hotspots. 56 NBW Technology 2thinknow Hotspots Change of data source from 2012 to 2014.

Number of Facebook users per 57 No. of Facebook Users NF Technology 2thinknow 1,000 inhabitants

58 Mobile numbers per cápita NMPC Number of mobile phones per capita Technology 2thinknow

Quality of municipality websites. Scale of 60 Quality of Municipality Websites QMW 0-5, the maximum corresponding to the Technology 2thinknow web with better quality services.

Innovation Index. Rating 0 = no innovation Innovation Cities 55 Innovation Cities Index ICI Technology to 60 = much innovation. Program

62 Population POP Number of inhabitants City/Country Euromonitor

Average Household Annual Income (annual average). Decile 1. 63 DE1 City Cluster Euromonitor Disposable Income by Decile (Decil 1) Expressed in USD.

Average Household Annual Income (annual average). Decile 2. 64 DE5 City Cluster Euromonitor Disposable Income by Decile (Decil 2) Expressed in USD.

Average Household Annual Income (annual average). 5. decile 65 DE7 City Cluster Euromonitor Disposable Income by Decile (Decil 5) Expressed in USD.

Average Household Annual Income (annual average). Decile 7. 66 DE9 City Cluster Euromonitor Disposable Income by Decile (Decil 7) Expressed in USD.

Average Household Annual Income (annual average). Decile 9. 67 ER City Cluster Euromonitor Disposable Income by Decile (Decil 9) Expressed in USD.

68 Employment Rate CEE Percentage of employed population. Country Cluster Euromonitor

Consumer Expenditure on Education Education spending per capita. Expressed 69 CEHC Country Cluster Euromonitor per capita in Millions of USD 2013 prices.

Consumer Expenditure on Health Medical and health expenditures per 70 Goods and Medical Services per capita services. Expressed in Millions of Country Cluster Euromonitor capita USD 2013 prices.

Expenses in hospitality and catering Consumer Expenditure on Hotels 71 CEH services per capita. Expressed in Millions Country Cluster Euromonitor and Catering of USD 2013 prices.

Consumer Expenditure on Housing Housing expenditure per capita. Expressed 72 CEH Country Cluster Euromonitor per capita in Millions of USD 2013 prices.

17 IESE Business School - IESE Cities in Motion Index INDICATOR GEOGRAPHIC LIMITATIONS COVERAGE

Perhaps the most important limitation in calculating the To calculate the CIMI, 148 cities were analyzed, 13 of CIMI relates to availability of data. However, several ac- which were added to the group last year. These new cities tions were implemented to minimize the impact of this were selected based on their population size and econo- limitation. First, for indicators that did not have availa- mic, cultural, political importance to the country to which ble data for the analysis period, extrapolation techniques they belong. Therefore, 148 cities were included in this were used. For situations in which the values of the indi- study with the geographical distribution shown in Table 2. cator at the citywide level were inexistent, but had valid values on a relevant countrywide level, individual values were assigned to each one, relating the indicator on an average country level with another variable theoretically linked on a city level. Lastly, there were cases in which indicator values were nonexistent for a specific city or group of cities for the period considered. In these cases, statistical clustering techniques were used. The scope and detail of these tools are explained in the complemen- tary document, “Methodology and Modeling” for 2014.

At the IESE Cities in Motion platform, we continue wor- king for more complete and accurate indicators, while we ask that cities facilitate access to the information ge- nerated.

18 IESE Business School - IESE Cities in Motion Index TABLE 2 . GEOGRAPHIC DISTRIBUTIN USA USA USA USA - Arabia Zealand Arabia - USA - USA USA USA Arab Emirates USA - USA Israel Canada USA - - East - - Canada - - Canada Israel - - - - Arab Emirates Australia - - - - New - Saudi nix Saudi - - - Oceania United United - Middle Haifa Haifa United United Phoe North America North - New York - - Washington San Francisco Jeddah Jeddah Auckland Dhabi Dhabi Dubai Abu Republic Herzegovina Sweden - - Poland Turkey - Europe Turkey - - - - - - Portugal - United KingdomUnited United KingdomUnited - United KingdomUnited - Switerland The - Switzerland - The Netherlands - - - - United KingdomUnited Czech - - United KingdomUnited - - - KingdomUnited - - United KingdomUnited Bosnia - - - orto orto Bursa Bursa Eastern Eastern P Ankara Wroclaw Budapest Gothenburg London msterdam A Birmingham Spain Spain Italy Spain - Spain - Italy Italy - Italy Spain Spain - - Germany - - Germany Germany Ireland ------Germany - Germany France - France - France - - - - France - - Austria - Germany Noruega ------ Sevilla Madrid Malaga Western Europe Western A Coruña Colonia China China China - China China China India India - - - - - Russia Taiwan China China - - China China China - - - - India Japan Singapore Taiwan - - - - Taiwan ------ - - - South Korea Asia South Korea - - South Korea - - - Delhi Osaka Harbin Suzhou Wuhan Calcutta Tainan Petersburg Shenyang akarta Taichung Chongqing Hong Kong J Kaohsiung Busan Daegu Singapore St. Daejeon Republic Africa Africa Brazil Brazil - - Mexico - Brazil - Brazil Mexico Brazil South Brazil - - Brazil - - - - Egypt - Brazil - - - South - - Argentina - - - Argentina Colombia - - frica South Africa - Dominican America - - - - - Colombia - A - - Recife Recife Latin Brasilia La Santiago Salvador Fortaleza Alexandria São Paulo Bogota Rosario Alegre Monterrey Monterrey Caracas Cordoba Durban Medellin Pretoria Guadalajara Guadalajara Rio Mexico , D.F. Belo HorizonteBelo -

19 IESE Business School - IESE Cities in Motion Index CITIES IN MOTION. Given the partial indicators, factors are derived from the complement of the coefficient of determination (R2) of RANKING each indicator as compared to the rest of the partial indi- cators. The order in which indicators for each dimension were included, as well as their relative weight in the CIMI The CIMI, which is the indicator that is the subject of this are the following: Economy: 1; Human Capital: 0.4887; report, is a synthetic indicator and, as such, is a function International Outreach: 0.7327; Mobility and Transport: of the available partial indicators. 0.6308; Environment: 0.7442; Technology: 0.4772; Ur- banism: 0.4187; Public Management: 0.4955; Gover- The model on which the process for creating the syn- nance: 0.6925 and Social Cohesion: 0.7388. thetic indicator is based is a weighted aggregation of partial indicators that represent each of the 10 dimen- While the order in which each synthetic index of each sions which make up the theoretical CIMI model. The dimension is incorporated influences the value of the dimensions selected to describe the reality of the cities CIMI, sensitivity studies conducted conclude that there in terms of their sustainability and the standard of living are no significant variations in it. For more information on of their inhabitants, in the present and in the future, are the methodology applied, you can see the supplementary as follows: Governance, Urban Planning, Public Mana- document, “Methodology and Modeling”, which was pu- gement, Technology, The Environment, International blished last year. Outreach, Social Cohesion, Mobility and Transportation, Human Capital, and The Economy. Table 3 shows the CIM ranking of cities, with the index value and a cluster of cities according to their perfor- The partial indicators which represent each dimension mance, measured by the value of the synthetic indicator. can also be categorized as synthetic indicators, which Cities with a “High” (A) performance were considered are defined as “weighted aggregations of each of the se- those with an index greater than 90; “Relatively high” lected indicators that represent different factors of each (RA) performance, between 60 and 90; “Medium” (M), dimension.” between 45 and 60 and “Low” (B) below 45.

For the calculation of the CIMI, the DP2 technique was used because it is the most used worldwide and the most convenient, given the type of indicator to calculate and available data. Its methodology is based on distances – that is, the difference between a given indicator value and another value taken as a reference or objective. Also, this technique attempts to correct the dependency be- tween the partial indicators that artificially increase the sensitivity of the indicator to variations in certain partial value. The correction consists of applying the same factor for each partial indicator, assuming a linear dependence function2.

2 As linear estimates, variables that have a normal distribution are requi- red, so in some variables log transformation was applied to obtain normality. “Outlier” techniques were also applied to avoid bias and overestimation of coefficients.

20 IESE Business School - IESE Cities in Motion Index TABLE 3 . CITIES RANKING

Ranking City Performance ICIM Ranking City Performance ICIM 1 London-UK A 100.00 62 Lisbon-Portugal RA 66.27 2 New York-USA A 92.24 63 Florence-Italy RA 65.85 3 Seoul-South Korea RA 88.47 64 Phoenix-USA RA 65.13 4 Paris-France RA 87.69 65 Budapest-Hungary RA 63.86 5 -Netherlands RA 85.05 66 Nice-France RA 63.77 6 Vienna-Austria RA 84.78 67 Busan South Korea RA 63.61 7 Tokyo-Japan RA 84.15 68 Rome-Italy RA 63.15 8 Geneva-Switzerland RA 83.85 69 Daegu South-Korea RA 62.44 9 Singapore-Asia Pacific RA 83.37 70 Miami-USA RA 62.14 10 Munich-Germany RA 83.21 71 Milan-Italy RA 62.04 11 Boston-USA RA 81.67 72 Warsaw-Poland RA 61.95 12 Zurich-Switzerland RA 81.43 73 Valencia-Spain RA 61.76 13 Helsinki-Finland RA 80.99 74 Taipei-Taiwan RA 61.75 14 Oslo- RA 80.64 75 A Coruña-Spain RA 61.75 15 Copenhagen-Denmark RA 80.48 76 Bilbao-Spain RA 61.08 16 Melbourne-Australia RA 80.44 77 Riga-Latvia RA 60.67 17 Hong Kong, China-Asia Pacific RA 80.40 78 Turin-Italy RA 60.57 18 Chicago-USA RA 80.24 79 -Spain RA 60.56 19 Washington-USA RA 79.24 80 Malaga-Spain RA 60.49 20 Liverpool-UK RA 79.23 81 Porto-Portugal RA 60.16 21 San Francisco-USA RA 79.03 82 Istanbul-Turkey M 60.00 22 Dublin-Ireland RA 78.92 83 Shanghai-China M 59.80 23 Birmingham-UK RA 78.36 84 Bangkok-Thailand M 59.55 24 Stockholm-Sweden RA 78.12 85 Sofia-Bulgaria M 59.55 25 Berlin-Germany RA 78.06 86 Santiago-Chile M 59.45 26 Glasgow-UK RA 78.02 87 Ljubljana-Slovenia M 59.13 27 Sydney-Australia RA 77.69 88 Kuala Lumpur-Malaysia M 58.84 28 Frankfurt-Germany RA 75.54 89 Daejeon South-Korea M 58.18 29 Basel-Switzerland RA 75.50 90 Moscow-Russia M 57.69 30 Dubai- RA 75.30 91 Buenos Aires-Argentina M 57.51 31 Manchester-UK RA 74.85 92 Athens-Greece M 57.51 32 Tel Aviv-Israel RA 74.65 93 Monterrey-Mexico M 57.16 33 Brussels-Belgium RA 74.59 94 Wroclaw-Poland M 56.47 34 Barcelona-Spain RA 73.74 95 Mexico, DF-Mexico M 55.89 35 Madrid-Spain RA 73.73 96 Naples-Italy M 55.11 36 Toronto-Canada RA 73.36 97 Bogotá-Colombia M 55.03 37 Hamburg-Germany RA 73.24 98 Bursa-Turkey M 54.67 38 Auckland- RA 73.24 99 Beijing-China M 54.55 39 Lyon-France RA 73.23 100 Doha-Qatar M 54.16 40 Nottingham-UK RA 73.06 101 Taichung-Taiwan M 52.91 41 Dallas- RA 72.78 102 São Paulo-Brasil M 52.50 42 Los Angeles-USA RA 72.29 103 Lima-Peru M 52.13 43 Houston-USA RA 72.28 104 Guangzhou-China M 51.92 44 Linz-Austria RA 72.07 105 Riyadh- M 51.91 45 Leeds-UK RA 71.72 106 Cordoba-Argentina M 51.88 46 Osaka-Japan RA 71.69 107 Medellin-Colombia M 51.73 47 Eindhoven-Netherlands RA 71.32 108 Ankara-Turkey M 51.57 48 Stuttgart-Germany RA 70.99 109 Montevideo-Uruguay M 51.12 49 Ottawa-Canada RA 70.88 110 Cali-Colombia M 50.67 50 Lille-France RA 70.39 111 Curitiba-Brazil M 50.39 51 -Germany RA 69.39 112 Brasilia-Brazil M 50.39 52 Montreal-Canada RA 69.27 113 Guadalajara-Mexico M 50.19 53 Vancouver-Canada RA 68.72 114 Rosario-Argentina M 49.78 54 Gothenburg-Sweden RA 68.53 115 Saint-Petersburg-Russia M 49.35 55 -Arab Emirates RA 68.41 116 Jeddah-Saudi Arabia M 49.29 56 Prague- RA 68.24 117 Cape Town-South Africa M 49.11 57 Haifa-Israel RA 68.20 118 Shenzhen-China M 48.55 58 Jerusalem-Israel RA 67.79 119 Kaohsiung-Taiwan M 48.24 59 Philadelphia-USA RA 67.67 120 Sarajevo M 48.09 60 Marseille-France RA 67.62 121 Quito-Ecuador M 47.66 61 Duisburg-Germany RA 67.24 122 Tainan-Taiwan M 46.81

21 IESE Business School - IESE Cities in Motion Index Ranking City Performance ICIM Ranking City Performance ICIM 123 -Indonesia M 45.13 136 Wuhan-China B 40.78 124 Durban-South Africa B 44.96 137 Cairo-Egypt B 40.77 125 Porto Alegre-Brasil B 44.93 138 Suzhou-China B 40.71 126 Fortaleza-Brazil B 44.27 139 -Brazil B 39.14 127 Manila-Philippines B 44.24 140 Bangalore-India B 38.54 128 Recife-Brazil B 43.83 141 Mumbai-India B 38.21 129 Pretoria-South Africa B 43.23 142 Shenyang-China B 38.17 130 Johannesburg-South Africa B 43.12 143 Alexandria-Egypt B 37.62 131 Chongqing-China B 43.12 144 La Paz-Bolivia B 36.93 132 Delhi-India B 42.94 145 Santo Domingo- B 36.58 133 Rio de Janeiro-Brazil B 42.64 146 Harbin-China B 36.45 134 Salvador-Brazil B 41.45 147 Caracas-Venezuela B 35.83 135 Tianjin-China B 41.18 148 Calcutta-India B 35.35

In 2014, it can be seen that 54.7% of cities (81) reflect The interpretation of Table 4 is very important in a performance of A or RA, according to this ranking, led analyzing the results since it highlights the relative posi- by London and New York. There are 42 cities with a per- tion of all of the cities along each one of the dimensions. formance of M (28.4%), while B performances comprise The following section offers a more detailed description 16.9% of the selected cities. No city appears with a MB of ranking by dimension. grade. Among the top 25 cities, 15 are European; five are in the US; four are in Asia and one is in Oceania. HUMAN CAPITAL The city that occupies the first place in this dimension is London (). London stands out as the city with the largest number of universities and top-ranked business schools. Moreover, a large percentage of the CITIES IN MOTION: city’s population has secondary and higher education. RANKING BY SOCIAL COHESION Doha (Qatar) obtained the highest ranking in this di- DIMENSION mension. It’s the city with the lowest unemployment rate (less than 1%). In addition, it also has one of the lowest crime rates and murder rates per 100,000 inhabitants, along with other Middle Eastern cities like Abu Dhabi This section includes a ranking of cities using the di- and Dubai. mensions mentioned in the index, including the overall position of the city and its ranking along each individual ECONOMY dimension. To offer a more intuitive and visual reading, New York leads the ranking in this dimension. This city the ranking uses dark green to represent the most highly has relatively high rankings in all indicators, particularly ranked, dark red to denote the least favorably ranked, in terms of GDP and the number of head offices of pu- and yellow tones to indicate intermediary rankings. blicly traded companies.

An interesting case is that of New York (United States), PUBLIC SECTOR MANAGEMENT which ranks second in the overall ranking thanks to its In this case, London (United Kingdom) once again co- performance in the dimensions of Economy (first place), mes first place, earning with high marks for nearly every Technology (second place), Public Sector Management indicator, especially its per capita reserves. (third place) and Human Capital (fourth place), despite ranking 103rd in Social Cohesion and 111th in Environment. GOVERNANCE Birmingham (United Kingdom) ranks first in this dimen- Another noteworthy case is Dubai (United Arab Emira- sion, standing out for the strength of its legal framework tes), which, despite occupying third place worldwide in and web services at the local level. the Social Cohesion dimension, ranks 30th in the overall ranking due to its relatively low performance in Urban Planning, Human Capital and Environment.

22 IESE Business School - IESE Cities in Motion Index ENVIRONMENT rists, occupying the leading position in the ranking for The cities that rank highest in this dimension are Zurich the number of pictures taken of the city and uploads to and Geneva, Switzerland, and Helsinki, Finland. These Panoramio. It is also the city that hosts the most interna- cities have low levels of pollution and CO2 emissions and tional conferences and trade fairs. For its part, London are among the highest ranked in the Environmental Per- is the city with the highest number of airline passengers, formance Indicator. which is consistent with the fact that it is among the cities with the most airline route. MOBILITY AND TRANSPORTATION The city of Frankfurt (Germany) tops the ranking, with TECHNOLOGY high marks for all of the indicators included in this di- Hong Kong (China) tops this ranking. This city earns mension. high marks for all of the indicators, especially the num- ber of broadband users. Hong Kong is considered as URBAN PLANNING the window of innovation and technology in the Chinese Oslo (Norway) occupies the first place in this dimension, market and Asia Pacific region. coming in first place for nearly every indicator.

INTERNATIONAL OUTREACH Paris (France) ranks first in this dimension, while Lon- don (United Kingdom) ranks second. This is because Paris is the second city with the most international tou-

23 IESE Business School - IESE Cities in Motion Index TABLE 4 . RANKING BY DIMENSIONS 2 1 3 9 8 7 6 5 4 15 11 49 16 17 18 19 14 12 13 10 21 20 23 22 31 30 29 28 26 24 33 32 27 25 35 34 36 37 39 38 40 43 45 44 42 41 47 46 48 Motion Cities in in Cities 4 6 9 3 2 8 1 7 5 28 26 10 35 40 16 32 19 61 51 33 44 81 13 38 29 36 24 59 41 15 11 87 95 17 20 63 27 43 66 69 46 60 23 122 136 123 100 103 119 Mobility and and Mobility Transportation 2 4 1 7 6 8 5 9 10 11 18 32 44 27 21 29 26 38 15 40 14 87 61 28 54 53 36 43 56 16 33 49 30 55 37 52 24 66 88 20 19 23 58 70 31 100 114 102 111 Technology 5 2 3 1 8 9 6 76 25 48 63 36 29 32 55 40 30 61 49 15 23 19 74 17 91 11 24 54 50 18 39 70 37 22 56 13 62 92 27 72 43 64 93 115 102 101 123 118 108 Outreach International 8 1 5 7 9 3 2 4 6 49 67 28 21 48 81 55 78 27 11 63 62 52 35 74 30 54 20 70 94 51 13 25 33 17 12 24 40 42 22 37 60 31 91 10 41 80 57 112 106 Urban Planning 8 2 3 8 9 4 7 1 4 5 6 8 8 15 18 13 11 12 53 30 44 15 36 10 30 52 32 28 16 13 27 30 22 45 26 64 21 39 24 33 29 13 31 13 47 20 23 19 37 Governance 3 1 4 6 2 8 7 5 15 22 11 28 47 72 18 48 87 43 29 17 25 82 27 41 39 32 10 42 35 50 33 30 16 98 44 52 75 36 49 71 45 23 56 20 62 13 57 53 137 Public Management 7 1 3 9 2 6 4 5 8 96 62 28 91 41 24 20 50 13 29 36 26 37 11 58 82 43 65 56 14 32 18 49 44 21 35 38 47 17 52 22 25 101 109 105 113 127 120 130 Environment 4 8 9 3 5 88 42 10 90 94 60 27 58 21 70 61 14 31 20 54 33 55 43 18 26 11 29 51 64 22 66 32 37 36 48 77 28 46 47 68 12 41 78 13 17 103 111 104 129 124 Social Cohesion 4 8 2 1 3 7 6 9 5 15 95 37 35 80 39 33 31 53 20 44 42 60 14 58 22 25 24 11 57 40 29 67 16 48 13 36 43 94 26 45 30 21 18 32 69 65 87 68 107 1 9 4 8 3 6 2 7 5 15 19 97 33 21 25 14 20 37 38 32 13 11 39 30 22 51 62 91 85 53 24 73 28 57 36 17 63 35 58 46 41 37 47 12 65 29 27 75 66 Economy Capital Human

A

A City A A - New Zealand London-UK New York-USA Seoul-South Korea Paris-France Amsterdam-Netherlands Vienna-Austria Tokyo-Japan Geneva, Switzerland Singapore-Asia Pacific Munich-Germany Boston-USA Zurich-Switzerland Helsinki-Finland Oslo-Norway Copenhagen-Denmark Melbourne-Australia Hong Kong, China-Asia Pacific Chicago-USA Washington-US Liverpool-UK San Francisco-US Dublin-Ireland Birmingham-UK Stockholm-Sweden Berlin-Germany Glasgow-UK Sydney-Australia Frankfurt-Germany Basel-Switzerland Dubai-United Arab Emirates Manchester-UK Tel Aviv-Israel Brussels-Belgium Barcelona-Spain Madrid-Spain Toronto-Canada Hamburg-Germany Auckland Lyon-France Nottingham-UK Dallas-United States Los Angeles-US Houston-US Linz-Austria Leeds-UK Osaka-Japan Eindhoven-Netherlands Stuttgart-Germany Ottawa-Canada

24 IESE Business School - IESE Cities in Motion Index 52 53 50 51 54 57 55 81 56 97 98 82 83 58 99 59 60 61 84 62 86 85 63 87 64 66 65 88 89 67 90 68 91 92 69 70 71 93 72 94 73 74 95 96 75 76 77 78 79 80 Motion Cities in in Cities 89 22 18 25 47 21 14 98 75 34 85 12 84 39 94 58 48 50 86 97 82 64 52 70 80 45 62 76 56 65 71 49 83 31 90 37 54 55 111 105 115 109 124 133 108 106 104 116 102 101 Mobility and and Mobility Transportation 3 41 81 39 25 46 72 12 76 45 51 13 75 74 22 50 90 68 89 48 85 63 34 42 67 47 71 79 59 83 77 17 62 92 64 91 93 80 84 101 104 106 110 125 121 136 103 109 Technology 4 7 67 68 85 52 65 73 53 42 84 96 10 71 12 79 98 14 31 87 81 35 21 26 33 51 60 45 34 41 66 77 38 83 90 57 82 78 47 110 137 148 140 147 128 128 129 Outreach International 23 64 32 47 19 61 56 89 95 75 82 26 53 88 73 71 44 77 16 18 66 39 15 38 45 36 50 46 14 96 34 84 92 79 59 58 29 121 109 117 110 103 139 125 128 100 126 105 116 101 114 112 109 Urban Planning 17 61 31 80 51 17 75 79 78 14 59 15 98 31 64 50 63 88 68 71 15 46 73 43 96 65 69 25 81 42 93 38 84 62 62 67 49 55 40 97 54 72 56 85 54 102 107 109 124 109 104 Governance 9 61 76 67 63 58 26 21 65 86 70 81 64 92 12 38 24 51 78 31 69 40 74 85 54 91 37 84 93 46 19 34 121 123 141 132 125 118 104 107 112 100 108 106 105 Public Management 92 86 57 40 10 16 81 59 12 66 69 93 54 34 31 68 63 19 33 85 70 71 42 48 64 89 72 60 87 53 51 27 55 39 45 15 80 46 23 30 104 136 147 108 140 106 122 121 134 127 118 124 Environment 6 7 40 35 44 15 50 85 24 49 95 25 19 34 63 16 83 71 65 56 53 76 45 69 53 99 39 87 79 92 23 62 98 97 75 101 123 105 148 148 117 112 109 106 139 114 134 140 120 116 122 123 111 Social Cohesion 62 59 51 72 56 98 66 41 12 10 23 92 52 49 61 50 99 85 17 54 89 93 46 27 47 84 28 19 96 71 64 82 55 81 38 70 76 63 130 115 108 109 140 129 128 108 100 142 54 52 10 49 43 45 68 82 31 64 72 92 16 90 80 71 60 81 50 44 98 26 84 95 79 78 34 48 76 79 87 55 23 56 86 88 59 93 96 61 40 83 70 89 88 102 101 113 108 122 112 118 138 Economy Capital Human City A A - Sweden A - Germany a -Colombia orto-Portugal P Cologne Montreal-Canada Vancouver-Canada Gothenburg Abu Dhabi-Arab Emirates Lille-France Bogot Jerusalem-Israel Prague-Czech Republic Istanbul-Turkey Haifa-Israel Bursa-Turkey Shanghai-China Philadelphia-US Beijing-China Bangkok-Thailand Marseille-France Sofia-Bulgaria Duisburg-Germany Lisbon-Portugal Florence-Italy Santiago-Chile Ljubljana-Slovenia Kuala Lumpur-Malaysia Phoenix-US Budapest-Hungary Daejeon South-Korea Nice-France Busan South Korea Moscow-Russia Rome-Italy Buenos Aires-Argentina Daegu South-Korea Athens-Greece Monterrey-Mexico Miami-US Milan-Italy Wroclaw-Poland Warsaw-Poland Valencia-Spain Mexico, DF-Mexico Taipei-Taiwan Naples-Italy A Coruña-Spain Bilbao-Spain Riga-Latvia Turin-Italy Seville-Spain Malaga-Spain

25 IESE Business School - IESE Cities in Motion Index 148 100 102 101 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 121 120 122 124 123 125 126 127 128 129 130 131 132 134 133 135 136 137 139 138 140 141 142 144 143 145 147 146 Motion Cities in in Cities 74 92 30 96 99 78 57 42 68 93 88 79 77 73 91 53 67 72 148 125 117 146 114 107 120 134 112 118 128 137 121 110 142 129 140 126 130 135 131 113 145 143 139 138 147 127 141 144 132 Mobility and and Mobility Transportation 69 35 65 60 95 98 99 82 57 86 78 96 94 97 73 148 134 108 117 118 130 105 129 Technology 75 46 94 16 97 95 88 86 20 89 69 28 80 58 44 59 99 124 113 124 112 131 127 103 146 132 132 122 133 117 115 Outreach International 85 69 65 43 83 97 99 76 93 68 87 86 72 98 90 147 142 142 120 111 113 114 142 141 113 132 107 108 130 121 123 111 119 138 127 131 144 140 143 140 143 139 134135 145 119 148 139 137 145 125 122 146 106 138 105 135 Urban Planning 82 57 76 58 59 92 83 78 77 90 99 70 83 94 35 92 98 89 91 34 60 95 95 48 59 41 87 99 98 98 74 82 66 86 98 113 141 101 122 130 116 100 105 102 127 112 118 100 107 103 119 146 144 111 126 136 126 110 123 133 147 116 115 138 145 117 133 134 143 Governance 99 96 83 80 60 94 55 68 77 97 66 79 89 14 73 59 90 88 95 120 135 131 122 101 134 133 107 136 120 137 117 103 115 129 104 131 110 109 Public Management 95 84 73 78 94 61 75 76 67 74 90 79 88 77 83 99 97 98 119 135 119 125 140 144 138 130 139 124 107 111 143 142 144 113 142 146 145 143 141 138 131 114 147 139 146 129 Environment 1 2 38 93 86 30 96 73 52 59 74 57 57 84 81 82 72 80 91 89 67 82 82 100 137 145 128 132 115 137 103 130 143 Social Cohesion 78 74 79 90 73 34 77 75 97 91 86 88 83 114 147 123 107 126 122 113 104 118 18 77 42 69 94 67 74 99 138 145 126 133 126 100 121 102 133 105 123 116 109 119 135 127 123 101 119 117 110 121 142 106 111 106 129 113 104 111 127 112 135 115 129 114 136 135 100 134 139 120 114 110 116 120 146 139 110 116 117 131 125 125 103 124 144 116 133 141 131 107 137 105 138 102 115 119 128 137 102 128 124 127 136 139 140 103 118 106 128 108 104 116 120 132 148 125 132 102 124 132 130 134 121 117 124 133 115 131 110 112 136 114 144 135 141 126 144 136 126 141 143 141 Economy Capital Human

- Russia z il City - Brazil z il - South Africa z il Bosnia and Herzegovina - Brazil - - Colombia - Taiwan - Philippines Doha-Qatar Taichung-Taiwan São Paulo-Bra Lima-Peru Guangzhou-China Riyadh-Saudi Arabia Cordoba-Argentina Medellin Ankara-Turkey Montevideo-Uruguay Cali-Colombia Curitiba-Brazil Brasilia-Bra Guadalajara-Mexico Rosario-Argentina Saint-Petersburg Jeddah-Saudi Arabia Cape Town-South Africa Shenzhen-China Kaohsiung-Taiwan Sarajevo Quito-Ecuador Tainan Jakarta-Indonesia Durban-South Africa Porto Alegre-Bra Fortaleza Manila Recife-Brazil Pretoria-South Africa Johannesburg Chongqing-China Delhi-India Rio de Janeiro-Brazil Salvador-Brazil Tianjin-China Wuhan-China Cairo-Egypt Suzhou-China Belo Horizonte Bangalore-India Mumbai-India Shenyang-China Alexandria-Egypt La Paz-Bolivia Santo Domingo-Dominican Republic Harbin-China Caracas-Venezuela Calcutta-India

26 IESE Business School - IESE Cities in Motion Index GOOD URBAN PLANNING ENCOMPASSES 10 DIFFERENT DIMENSIONS TO ASSESS A CITY’S PROSPERITY

27 IESE Business School - IESE Cities in Motion Index REGIONAL RANKING

TOP 5 EUROPE TOP 5 ASIA PACIFIC

CITY REGIONAL GLOBAL GLOBAL GLOBAL CITY REGIONAL GLOBAL GLOBAL GLOBAL POSITION POSITION POSITION POSITION POSITION POSITION POSITION POSITION 2012 2013 2014 2012 2013 2014 London-United Kingdon 1 1 1 1 Seoul-South Korea 1 2 3 3

Paris-France 2 4 4 4 Tokyo-Japan 2 5 8 7

Amsterdam-The Singapore-Asia-Pacific 3 20 18 9 3 6 7 5 Netherlands Melbourne-Australia 4 13 12 16

Vienna-Austria 4 9 6 6 Hong Kong-China 5 32 23 17 Geneva-Switzerland 5 10 9 8 Seoul tops the ranking in the Asia Pacific region, placing In Europe, the city that tops this ranking is London, which third globally and falling back one position since 2012. also ranks first in the global ranking, a position that it has Tokyo is in second place within the region, followed by maintained for the past three years. Within Europe, Lon- Singapore, Melbourne and Hong Kong. It should be no- don is followed by Paris, Amsterdam and Vienna, which ted that both Singapore and Hong Kong are the cities that had the biggest jump in the global ranking, ascending have progressed the most on our index, moving up 11 three positions. The table concludes with Geneva. and 15 positions, respectively.

TOP 5 LATIN AMERICA TOP 5 MIDDLE EAST

CITY REGIONAL GLOBAL GLOBAL GLOBAL CITY REGIONAL GLOBAL GLOBAL GLOBAL POSITION POSITION POSITION POSITION POSITION POSITION POSITION POSITION 2012 2013 2014 2012 2013 2014 Dubai-United Arab Santiago-Chile 1 89 86 86 1 29 28 30 Emirates Buenos Aires-Argentina 2 92 93 91 Tel Aviv-Israel 2 36 35 32 Mexico, D.F.-Mexico 3 94 105 95 Abu Dhabi-United Arab Bogota-Colombia 4 96 98 97 3 53 57 55 Emirates São Paulo-Brazil 5 101 99 102 Haifa-Israel 4 54 55 57

Santiago, Chile leads the ranking among the best Latin Jerusalem-Israel 5 66 64 58 American cities, jumping three positions over the last three years in the global ranking. Buenos Aires is in se- The Middle Eastern ranking is led by the city of Dubai, cond place, followed by . The table concludes which is also included in the Top 30 cities in the overall with Bogota and São Paulo. It is worth noting that the ranking. Tel Aviv tails Dubai by two positions. The cities of progression of the major cities in this geographic region Abu Dhabi, Haifa and Jerusalem round out the list of the was much more modest than in other emerging markets. top five cities in the region. It should be noted that unlike other regions, in which the top five cities are distributed in different countries, the top five Middle Eastern cities are located in only two countries: United Arab Emirates and Israel.

28 IESE Business School - IESE Cities in Motion Index TOP 5 NORTH AMERICA

CITY REGIONAL GLOBAL GLOBAL GLOBAL POSITION POSITION POSITION POSITION 2012 2013 2014

New York-USA 1 3 2 2

Boston-USA 2 24 16 11

Chicago-USA 3 21 13 18 BARCELONA

Washington-USA 4 16 26 19 Listed 34th overall, Barcelona is the highest ranking Spa- nish city. It outperforms Madrid in Human Capital, Urban San Francisco-USA 5 30 20 21 Planning, International Outreach and Technology.

In North America, the ranking is led by New York, which ranks second in the overall classification. Boston comes in second place on a regional level and 11th globally. Chicago, Washington D.C. and San Francisco complete the list of the five best North American cities. It is worth mentioning that no Canadian cities are included in the top five cities in this region (Toronto is the highest ranked city in the coun- try in the 36th position). BOSTON

One of the oldest cities in the United States, Boston is the capital and most populated city of the state of Massachu- setts. It’s considered the economic and cultural center of the region. The city ranks 11th overall and second in the region, earning high marks in Human Capital and Gover- A FEW NOTABLE nance. CASES

This section includes a description of some interesting ca- ses worth highlighting. The study’s annex section includes a graphic analysis of the 148 cities included in Cities in Mo- tion Index.

BUENOS AIRES

Buenos Aires is the capital and most populous city in Argentina. Furthermore, it’s the most visited city in South America and has the second-highest number of skyscra- pers in the region. It ranks 91st overall and second in the region.

AMSTERDAM

Amsterdam is the capital of the Netherlands. It is currently the country’s largest city and an internationally renowned financial and cultural hub. This city is listed fifth inthe overall ranking and third within its region. It has solid per- formance in all of the dimensions, particularly Urban Plan- ning and International Outreach.

29 IESE Business School - IESE Cities in Motion Index DUBAI MADRID

Located in the United Arab Emirates, it is among the ci- Madrid is the second Spanish city included in the ran- ties with the highest growth rates over the past decade. king, right behind Barcelona. It stands out in the dimen- It holds the 30th place in the overall ranking and places sions of Mobility and Transport, where it ranks seventh, first within its region. Especially noteworthy are its marks and International Outreach, where it occupies the 13th in Social Cohesion, Public Sector Management and Inter- position. national Outreach.

NEW YORK HONG KONG New York is among the three largest and most densely A Special Administrative Region of the People’s Republic populated urban areas in the world, and is second largest of China, Hong Kong is formed by a peninsula and several metropolitan area in North America after Mexico City. New islands located on the southern coast of the South China York ranks second in the overall ranking and first in the Sea. It is currently one of the most influential cities in sou- region. It is the most important global economic center in theastern Asia. It ranks 17th overall and fifth in the region, the world, and, along with Tokyo, one of the world’s most ranking first in Technology and third in Governance. important economic hubs.

LONDON PARIS

London is the capital of England and the United Kingdom, The French capital is the world’s most popular tourist and the largest city and urban area of Great Britain. It’s a destination, drawing more than 42 million international fundamental hub for the arts, business, education, enter- tourists per year. Paris has one of Europe’s most impor- tainment, fashion, finance, media, research, tourism and tant business districts, which is home to the headquar- transport. For these reasons, it ranks first in the overall ran- ters of nearly half of France’s leading companies and 20 king, with high marks in nearly every dimension. It stands of the world’s largest 100 firms. It ranks fourth in the ove- out in the dimensions of Human Capital, Public Sector rall ranking and first in terms of International Projection. Management and International Projection, and also occu- The city also excels in Human Capital, Technology, and pies the top positions in Economy, Technology, and Mobi- Mobility and Transport. lity and Transport. Nonetheless, it shows its worst side in Social Cohesion, where it’s positioned 90th in the ranking.

30 IESE Business School - IESE Cities in Motion Index SANTIAGO, CHILE SINGAPORE

The Chilean capital ranks 86th overall and tops the lists Singapore is a city-state located in Southeast Asia. Foun- among Latin American major cities, surpassing Buenos ded as a British trade colony in 1819, since its indepen- Aires, São Paulo and Mexico City. In addition, the city dence it has become of the world’s most prosperous ci- stands out for its Public Sector Management, which is ties and has the most active port in the world. It occupies listed 24th in the ranking. the ninth place in the overall ranking and third in the re- gion. It stands out in Technology, Governance, Economy and International Outreach.

SEOUL

The capital South Korea is one of the largest metropolitan areas of the world. The city is home to some of the world’s TEL AVIV largest companies, like Samsung, LG Group, Hyundai and Kia Motors, among others. It’s ranked third overall Tel Aviv is the second-largest city in Israel. It’s conside- and first in the region. Seoul stands out in Technology, red the country’s cultural capital due to cosmopolitan and Social Cohesion, and Mobility and Transport, although it modern character. Although it places 32nd in the ranking, ranks among the Top 25 cities in nearly every dimension. the city ranks fourth in Urban Planning and fifth in Pu- blic Sector Management. Moreover, it ranks second in its region.

SYDNEY TOKYO Sydney is Australia’s largest and most populous city and the country’s main tourist destination. It ranks 27th in the The capital of Japan, Tokyo is the world’s most populated general ranking and earns high marks in Economy, Tech- metropolis and among the cities with the highest labor nology and Urban Planning. productivity rates. It’s in seventh place in the overall ran- king and second in its region. Moreover, it ranks second in the dimension of Economy, and 9th in Human Capital and Social Cohesion.

31 IESE Business School - IESE Cities in Motion Index EVOLUTION OF THE CITIES IN MOTION INDEX

VIENNA The evolution of a city is vital for understanding where its Vienna is the capital of Austria, as well as the country’s development goals lie. That is why this section presents most populous city. Given its rich cultural scene and high the evolution the CIMI over the last three years for the first standard of living, it’s known as the country’s most impor- 50 cities in the ranking of 2014. tant cultural and political center. It ranks sixth overall and is included among the top 5 European cities. It stands The results show certain stability at the top. The most out for Mobility and Transport, where it ranks second, as notable changes include Seoul’s drop from the number 2 well as Environment, Urban Planning and International position, which it held in 2012 and which New York oc- Outreach, where it ranks among the top 10. cupied in 2013. Tokyo, which was ranked 5th in 2012, fell 2 places during the period. Vienna reflects the opposite case, rising three spots between the years 2012-2014.

Strides in development taken by Singapore and Hong Kong are noteworthy. Singapore showed major advances during the period of 2012-2014, moving up from 18th pla- ce in 2013 to 9th in 2014. Hong Kong rose 15 positions between 2012-2014, from number 32 to 17. This break- through for the city is largely due to improvements in the ZURICH dimensions of Human Capital, Environment, Mobility and Transport and Technology. The capital of Switzerland, Zurich is the financial engi- ne and cultural epicenter of the country. It was chosen In the United States, positive developments in cities took as the city with highest standard of living in the world place during 2012-2014, with the exception of Los An- in 2006 and 2008. Zurich occupies 12th place in the geles. A highlight is the evolution of Boston, which rose ranking and first in Environment. It also stands out in the from 24th to 11th place. This development is chiefly due to dimensions of Social Cohesion and Urban Planning. improvements in the dimensions of Governance, Social Cohesion and Public Management. Los Angeles expe- rienced a downward trend during this period, particularly due to poorer performance in the dimension of Mobility and Transport, as well as Economy.

Table 5 features the evolution of the index, over the last three years, for the first 50 cities in the 2014 ranking.

32 IESE Business School - IESE Cities in Motion Index TABL 5 . EVOLUTION OF THE INDEX FOR THE FIRST 50 CITIES IN THE 2014 RANKING (THREE LAST YEARS)

City 2012 2013 2014 2012-2013 2013-2014 London-UK 1 1 1 00 New York-USA 3 2 2 10 Seoul-South Korea 2 3 3 -1 0 Paris-France 4 4 4 00 Amsterdam-Netherlands 6 7 5 -1 2 Vienna-Austria 9 6 6 30 Tokyo-Japan 5 8 7 -3 1 Geneva, Switzerland 10 9 8 11 Singapore-Asia Pacific 20 18 9 29 Munich-Germany 8 5 10 3 -5 Boston-USA 24 16 11 85 Zurich-Switzerland 11 11 12 0 -1 Helsinki-Finland 15 19 13 -4 6 Oslo-Norway 7 10 14 -3 -4 Copenhagen-Denmark 17 14 15 3 -1 Melbourne-Australia 13 12 16 1 -4 Hong Kong, China-Asia Pacific 32 23 17 96 Chicago-USA 21 13 18 8 -5 Washington D.C.-USA 16 26 19 -10 7 Liverpool-UK 14 17 20 -3 -3 San Francisco-USA 30 20 21 10 -1 Dublin-Ireland 25 22 22 30 Birmingham-UK 26 29 23 -3 6 Stockholm-Sweden 12 15 24 -3 -9 Berlin-Germany 18 24 25 -6 -1 Glasgow-UK 19 25 26 -6 -1 Sydney-Australia 23 21 27 2 -6 Frankfurt-Germany 27 30 28 -3 2 Basel Switzerland 22 27 29 -5 -2 Dubai-United Arab Emirates 29 28 30 1 -2 Manchester-UK 34 36 31 -2 5 Tel Aviv-Israel 36 35 32 13 Brussels-Belgium 28 31 33 -3 -2 Barcelona-Spain 47 46 34 1 12 Madrid-Spain 31 34 35 -3 -1 Toronto-Canada 39 32 36 7 -4 Hamburg-Germany 33 33 37 0 -4 Auckland-New Zealand 46 42 38 44 Lyon-France 37 38 39 -1 -1 Nottingham-UK 38 37 40 1 -3 Dallas-United States 45 39 41 6 -2 Los Angeles-USA 35 44 42 -9 2 Houston-USA 42 41 43 1 -2 Linz-Austria 41 43 44 -2 -1 Leeds-UK 40 40 45 0 -5 Osaka-Japan 44 47 46 -3 1 Eindhoven-Netherlands 48 49 47 -1 2 Stuttgart-Germany 43 45 48 -2 -3 Ottawa-Canada 55 48 49 7 -1 Lille-France 56 56 50 06 Cologne-Germany 49 50 51 -1 -1

33 IESE Business School - IESE Cities in Motion Index Graphic 1 shows the positions of the cities, in 2012 and meanwhile, cities whose evolution was not positive are in 2014, for the first 30 cities in the ranking. above that line. For example, Basel had a negative trend since in 2012 it ranked 22th in the rankings, and in 2014, Those that experienced positive development are be- dropped to 29th. In contrast, Hong Kong had a positive low the 45-degree angle that forms the diagonal line; evolution, going from 32nd to 17th in 2014.

GRAPHIC 1 35

30 Dubai-United Arab Emirates Basel-Switzerland

Sydney-Australia Frankfurt-Germany Glasgow-UK 25 Berlin-Germany Stockholm-Sweden Birmingham-UK Dublin-Ireland Liverpool-UK San Francisco-USA 20

Washington D.C.-USA Chicago-USA Hong Kong, China-Asia Pacific Melbourne-Australia 15 Copenhagen-Denmark Oslo-Norway Helsinki-Finland Zurich-Switzerland Munich-Germany Boston-USA 2014 Cities in 2014 Cities Motion Index Ranking 10 Singapore-Asia Pacific Tokyo-Japan Geneva-Switzerland

Vienna-Austria 5 Amsterdam-Netherlands Paris-France Seoul-South Korea New York-USA London-UK 0 0 5 10 15 20 25 30 35 2012 Cities in Motion Index Ranking

CITIES IN MOTION to the IR position. The opposite happens with cities that are below the line. Particular cases are New York and VS. REPUTATION Seoul, which rank 2nd and 3rd respectively in the CIMI and yet are placed 25th and 77th in the IR. The same INDEX applies to cities such as Singapore, Hong Kong and Tel Aviv (Israel). Conversely, cities such as Santo Domingo In this section, we perform a comparative study of the (Dominican Republic), or Florence and Milan (Italy) en- CIMI with the Reputation Index (IR), created by the Re- joy a reputation beyond what is indicated by the CIMI. putation Institute, which compiles the opinions of more Vienna (Austria) holds the 1st position in the IR and the than 22,000 people worldwide. The IR measures the ex- 5th in the CIMI. tent to which people trust, admire, respect and have a good feeling about their city or have an emotional bond Cities close to the line are those with a reputation aligned with it. This index has been calculated since 1999 for with the criteria of the CIMI. Within this group are, for both cities and countries. example, Budapest (Hungary), Toronto (Canada), Frank- furt (Germany) and Stockholm (Sweden). Graphic 2 presents a comparison between the rankings of the CIMI and the IR in 2014. All cities above the dia- gonal line enjoy an improved CIM ranking with respect

34 IESE Business School - IESE Cities in Motion Index GRAPHIC 2

140

120

100 Cairo Moscow Bogota Mexico Delhi Riyadh Jakarta Tel Aviv Guangzhou Manila

Ranking Santiago 80 Shanghai Beijing Johannesburg Seoul Istanbul São Paulo Bangkok Index Lima Cape Town Buenos Aires Jerusalem Kuala Lumpur Montevideo Rio de Janeiro 60 Athens Monterrey Hong Kong Houston Saint-Petersburg Budapest Reputation Chicago Singapore Dubai Abu Dabi Warsaw Washington Taipei 2014 Boston Miami 40 Los Angeles Lisbon Lyon San Francisco Auckland Milan Tokyo Prague Berlin Madrid Osaka Dublin Toronto New York Frankfurt Zurich Stockholm Rome 20 Paris Geneva Melbourne Amsterdam Brussels Helsinki Montreal London Copenhagen Barcelona Oslo Vancouver Florence Munich Sydney 0 Vienna 0 20 40 60 80 100 120 140 2014 Cities in Motion Index Ranking

CITIES IN MOTION: Los Angeles and Vancouver, which are located in Nor- th America; London, Zurich and Munich, all European A DYNAMIC cities; the Scandinivian capitals of Oslo and Stockholm; ANALYSIS and Asian cities such as Tokyo and Seoul. The challenging cities are the second group observable To evaluate trends in growth and the potential of cities, we in the graph (upper right quadrant). This group consists created a chart that attempts to capture these aspects. of cities that have improved their positions in the index at The graph shows the current position of each city in the a brisk pace and are already in the high zone. Examples CIMI index (x-axis) and trend (y-axis). As a measure for are the two Asian cities of Hong Kong (the most promi- calculating the trend, the numerical change in position nent city for its rapid growth in this group) and Singapore, in the CIMI ranking between 2012 and 2014 has been as well as Barcelona, Boston and San Francisco. applied. This means that the positions that are on the top of the chart are those who have gained higher positions, The third group consists of cities with high potential and while those that are in the lower part of the graphic have comprises those that, despite their current position, are dropped in position. Cities located in the central part of in the lower middle area index and are evolving positively the graph are those that have not undergone significant and rapidly (upper left quadrant). In this group, we find changes in placement during the years analyzed. Latin American cities such as Buenos Aires, Quito, Lima or Montevideo, in addition to Asian cities such as Shan- The graphic is divided into four quadrants of cities: con- ghai (the city that has gained the most positions during solidated, challenging, potential and vulnerable. the period analyzed), Bangkok and Taipei.

The first group, consolidated cities (lower right- qua The last group of cities includes those in a vulnerable drant), are cities with a generally medium-high position, position (lower left quadrant). This group is growing at but which have maintained their position throughout a slower pace than others are and is in the medium-low the period or have dropped slightly. The group consists position in the standings. It consists of cities such as of cities in different geographies, such as: Washington, Bombay, Ankara and La Paz. In this group, Rio de Ja-

35 IESE Business School - IESE Cities in Motion Index Shanghai Sarajevo Hong Kong Barcelona Boston

Singapore Chongqing Potential Taipei Warsaw San Francisco Beijing Philadelphia Auckland Moscow Lisbon Jerusalem Montevideo Ottawa Challengers Suzhou Quito Lima Rome Bangkok Dallas Tel Aviv Vienna Pretoria Daegu Prague Toronto Dublin Chicago Medellin Santiago Porto HelsinkiGeneva Istanbul New York Manila Jakarta Buenos Aires Eindhoven Copenhagen Calcutta Florence Amsterdam Caracas Riad Bogota Dubai Zurich Paris London Mexico, D.F. Abu Dabi Cologne Osaka Frankfurt Munich Santo Domingo Doha Washington Seoul Cairo Athens Madrid Sydney Tokyo La Paz Delhi Sofia Vancouver Melbourne Milan Liverpool Cape Town Los Angeles Brussels Oslo Ljubljana Glasgow Berlin Ankara Miami

Tendency Stockholm Mumbai Kuala Lumpur

Rio de Janeiro Consolidated Vulnerable

Current position

neiro stands out as the city that has dropped the largest Or the city of New York, which is located among the top number of positions during the period analyzed. positions of various dimensions (economy, technology, International Outreach) but does relatively poorly in the The chart above is complemented with a variance analy- dimensions of Social Cohesion and the Environment. In sis of the dimensions of the cities. This is because it is this category are cities such as Dubai, Barcelona, Los necessary not only to understand how much they have Angeles and Ottawa. developed, but also how they have done this. To do this, we calculate the variation of the different dimensions for The third quadrant (upper left quadrant) reflects cities each of the cities. Cities in the bottom of the part of the that are at the bottom of the table but which excel in graphic are cities that have similar positions in all dimen- one dimension. An example is the city of Beijing, which sions and therefore have a more homogeneous distribu- is among the top 5 cities in International Outreach, but tion. Those in the top part are cities that stand out in below position 100 in the dimensions of Social Cohesion, one or more dimensions, but in others are placed in a Environment, Public Management and urbanism. In this relatively low position. This information, combined with category, we find cities such as Shanghai, Riyadh and the current position of each city, allows us to identify four Doha. categories of cities. The last quadrant (lower left quadrant) are those cities The first category is “Balanced” cities (lower right qua- that make them relatively poor in (almost) all dimensions. drant): those cities that are positioned in the upper mi- An example is the city of La Paz, located below the 100th ddle of the graphic and have relatively high values in all position in all dimensions. In this category, we find cities dimensions. Within this category are cities such as Am- such as Caracas, Manila and Quito. sterdam, Seoul, Melbourne, Helsinki, Stockholm, Zurich and Vienna.

The second category is “Differentiated” cities (upper ri- ght quadrant), which are those cities in high positions in the ranking and do very well in some dimensions, but relatively poorly in others. An example is the city of Hong Kong, which is located among the top positions in the dimensions of technology and International Outreach but is among the worst in terms of Public Administration.

36 IESE Business School - IESE Cities in Motion Index Beijing Shanghai

Riad Doha Abu Dabi Ottawa Washington Taipei Differentiated Hong Kong Unbalanced Phoenix Chongqing Bangkok Miami Philadelphia Los Angeles Durban Houston New York Istanbul Delhi Dallas Dubai Moscow Eindhoven Shenzhen Pretoria Buenos Aires Basel Cape Town Kuala Lumpur Barcelona Chicago Rome Mumbai Mexico, D.F. Jerusalem Suzhou Tel Aviv San Francisco Paris Boston Prague Busan Auckland Madrid Frankfurt Tokyo Bangalore Ankara Dublin Jakarta Milan Variance Lima Santiago Osaka Fortaleza Athens Lisbon Toronto Oslo Rio de Janeiro London Calcutta Medellin São Paulo Warsaw Copenhagen Santo Domingo Porto Alegre Birmingham Sofia Vancouver Caracas Montevideo Sydney Cairo Sarajevo Bogota Vienna Recife Brussels Singapore Berlin Zurich Manila Geneva Alexandria Stockholm Munich Quito Balanced Helsinki Seoul Belo Horizonte La Paz Stalled Lyon Melbourne Amsterdam Current position

CONCLUSIONS These are the cities that the variance analysis we have called “unbalanced.” If they want to play in the Cham- pions League, the recommendation for these cities is The CIM synthetic index provides, through an objective that they should aspire to achieve an acceptable mini- calculation methodology, a ranking of cities that takes mum in all dimensions. into account various factors. The 10 dimensions analyzed offer a broad and integrated vision what a city represents, • It is important to consider the whole and break out of while allowing a deeper understanding of its composition “silos”. In relation to the previous point, and consistent and evolution over time. A comparative and in-depth with the proposed model, it is important to instill a com- analysis of the distinct profiles reflected the different ci- prehensive vision of the process of urban management. ties in the CIMI analysis offers the following conclusions: The separation of the 10 dimensions is a useful tool for facilitating the analysis. However, in practice, the ele- • There is no single model of success.The cities that top ments are linked. For example, models for Mobility and the rankings are not identical, but they prioritize diffe- Transportation that a city chooses will affect its envi- rent dimensions (see Annex graph). There are different ronment dimension, in the same way Governance and ways through which a city can climb to the top of the Public Management are not independent. One of the index. This means that cities must reject the “one-si- main responsibilities of city managers is to understand ze-fits-all” approach. The evidence presented in this the links among a city’s different dimensions, as well as report is consistent with the message that our platform their advantages and disadvantages. In this sense, the managers transmits to cities: the first step to be a better city’s structure should reflect these interrelationships city is to define what kind of city it wants to be and in avoiding “silos” between different departments in mu- what dimensions you want to improve. nicipalities and strike an appropriate balance.

• It is not enough to be good in one dimension. There • The perfect city does not exist. It is very difficult for are cities located at the top of the ranking in certain di- a city to maximize all dimensions. Even those that are mensions. Such are the cases of Taipei, in Technology located at the top of the ranking have weaknesses. For (3); Beijing in International Outreach (4) and Riyadh example, cities like London and New York have a long on Social Cohesion (2), which, in the general ranking, way to go in the Social Cohesion dimension. These ci- are located in positions 74, 99 and 105, respectively. ties have been classified as “differentiated” cities and

37 IESE Business School - IESE Cities in Motion Index we recommend that they leverage the dimensions hel- Moreover, there are cities that enjoy a reputation above ping them to advance overall in the positions where what is indicated by the CIMI (such as Florence, which they are behind. For example, a city can leverage its is positioned as 63rd in the CIMI, but ranks 4th in the technological leadership to improve its Environment di- IR). These cities must be careful, because if the distan- mension. Cities classified as “balanced” (such as Am- ce between “what the city really is” and “what it says it sterdam, Melbourne and Seoul), should not “rest on is” is very wide, this may negatively affect its legitimacy. their laurels.” Despite more harmonious growth, they still have room for improvement. • Cities do not operate in isolation. Every city is diffe- rent, but none operates in isolation from the realities of • Change is slow for most cities. While our temporal the country in which they find themselves. While it is analysis of CIMI indicates that there are cities that are true that investors, talent, and tourists tend to compare able to make great progress in a relatively short time and decide among cities, these decisions are not inde- and move up quickly (Singapore, Boston, Barcelona, pendent of the conditions of the countries where these Hong Kong, Shanghai), in general, change in position cities are located. Thus, the urban manager must be among cities in the ranking was not significant from able to identify threats and opportunities that the natio- one year to another. This is due, in large part, to the nal context offers to avoid the first and take advantage time needed for major projects to crystallize. Therefore, of the latter. cities that seek to make necessary changes to become smart and sustainable cities should adopt long-term Urbanization is one of the most important challenges of policies as soon as possible –especially those that are the 21st century. As the world’s population increasingly less well-placed and what we call in our analysis “stag- moves to cities, existing problems grow and generate new nant.” There are many cities that still have problems ones, which also are deeply influenced by the globali- dealing with the major challenges such as: lack of co- zation process. This trend implies a closer relationship llaboration among public and private organizations, ci- between global dynamics and cities, generating local im- vic institutions and citizens; inability to promote new pact: effects on the economy, demographics, social divi- business models that provide financing for new busi- sions and environmental impact. nesses; and a myopic view of intelligent cities. Many of these cities still see technology as the main ingredient Despite these challenges, cities and their leaders or ma- of a smart city and do not consider other critical dimen- nagers have little time and few tools to step back and sions that define the urban reality. analyze their problems, find out what other cities do or learn what best practices are being carried out in other • The use of CIMI as a planning tool. In order to define parts of the world. The day-to-day management of the the city of future that it wants to be, that is, its vision, city makes it difficult for cities to ask questions, such as it is important to start with a good diagnosis. This re- how to promote the positive effects of urbanization and port provides a conceptual framework and empirical reduce the negative one. That’s why the IESE Cities in evidence that can assist cities included in the index, Motion platform seeks to create awareness and generate as well as those that have been left out to make that innovative tools to help foster smarter governments. With diagnosis. For the first group, it offers the current status this index, we hope to have contributed toward reaching of each, indicating in what respects there is room for this goal. improvement. For the latter, this report can serve to identify the relevant dimensions to consider in urban planning, as well as help define the group of cities it would like to emulate. In this sense, benchmarks pro- vided by the CIMI should be understood as such; the index does not present a roadmap to follow to the letter. It is also important to note that our recommendation to urban managers is to pay more attention to the trend (dynamic analysis) than to position.

• Cities do not always have the reputation they deserve. The comparative study of what the city is (CIMI) and the perception that the general public has of the city (IR) indicate that there are cities that should work more effectively at communicating their virtues (e.g., Seoul, which is ranked 3rd in the CIMI, but 77th in the IR).

38 IESE Business School - IESE Cities in Motion Index GRAPHIC ANNEX. PROFILES OF 148 CITIES

Below is a graphic analysis of 148 cities included in the profile, identifying the values of different dimensions. At CIMI, based on 10 key dimensions. These radar charts the same time, they permit a quick comparison of two are intended to facilitate the interpretation of each city or more cities.

London-UK New York-USA Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Seoul-South Korea Paris-France Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Amsterdam-Netherlands Vienna-Austria Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

39 IESE Business School - IESE Cities in Motion Index Tokyo-Japan Geneva-Switzerland Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Singapore-Asia Pacific Munich-Germany Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Boston-USA Zurich-Switzerland Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Helsinki-Finland Oslo-Norway Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

40 IESE Business School - IESE Cities in Motion Index Copenhagen-Denmark Melbourne-Australia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Hong Kong, China-Asia Pacific Chicago-USA Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Washington-USA Liverpool-UK Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

San Francisco-USA Dublin-Ireland Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

41 IESE Business School - IESE Cities in Motion Index Birmingham-UK Stockholm-Sweden Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Berlin-Germany Glasgow-UK Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Sydney-Australia Frankfurt-Germany Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Basel-Switzerland Dubai-United Arab Emirates Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

42 IESE Business School - IESE Cities in Motion Index Manchester-UK Tel Aviv-Israel Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Brussels-Belgium Barcelona-Spain Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Madrid-Spain Toronto-Canada Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Hamburg-Germany Auckland-New Zealand Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

43 IESE Business School - IESE Cities in Motion Index Lyon-France Nottingham-UK Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Dallas-USA Los Angeles-USA Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Houston-USA Linz-Austria Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Leeds-UK Osaka-Japan Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

44 IESE Business School - IESE Cities in Motion Index Eindhoven-Netherlands Stuttgart-Germany Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Ottawa-Canada Lille-France Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Cologne-Germany Montreal-Canada Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Vancouver-Canada Gothenburg-Sweden Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

45 IESE Business School - IESE Cities in Motion Index Abu Dhabi-Arab Emirates Prague-Czech Republic Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Haifa-Israel Jerusalem-Israel Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Philadelphia-USA Marseille-France Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Duisburg-Germany Lisbon-Portugal Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

46 IESE Business School - IESE Cities in Motion Index Florence-Italy Phoenix-USA Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Budapest-Hungary Nice-France Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Busan-South Korea Roma-Italy Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Daegu-South Korea Miami-USA Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

47 IESE Business School - IESE Cities in Motion Index Milan-Italy Warsaw-Poland Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Valencia-Spain Taipei-Taiwan Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

A Coruña-Spain Bilbao-Spain Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Riga-Latvia Turin-Italy Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

48 IESE Business School - IESE Cities in Motion Index Sevilla-Spain Malaga-Spain Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Porto-Portugal Istanbul-Turkey Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Shanghai-China Bangkok-Thailand Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Sofia-Bulgaria Santiago-Chile Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

49 IESE Business School - IESE Cities in Motion Index Ljubljana-Slovenia Kuala Lumpur-Malaysia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Daejeon South-Korea Moscow-Russia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Moscow-Russia Athens-Greece Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Monterrey-Mexico Wroclaw-Poland Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

50 IESE Business School - IESE Cities in Motion Index Mexico, D.F.-Mexico Naples-Italy Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Bogota-Colombia Bursa-Turkey Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Beijing-China Doha-Qatar Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Taichung-Taiwan São Paulo-Brazil Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

51 IESE Business School - IESE Cities in Motion Index Lima-Peru Guangzhou-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Riyadh-Saudi Arabia Cordoba-Argentina Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Medellin-Colombia Ankara-Turkey Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Montevideo-Uruguay Cali-Colombia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

52 IESE Business School - IESE Cities in Motion Index Curitiba-Brazil Brasilia-Brazil Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Guadalajara-Mexico Rosario-Argentina Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Saint Petersburg-Russia Jeddah-Saudi Arabia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Cape Town-South Africa Shenzhen-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

53 IESE Business School - IESE Cities in Motion Index Kaohsiung-Taiwan Sarajevo-Bosnia and Herzegovina Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Quito-Ecuador Tainan-Taiwan Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Jakarta-Indonesia Durban-South Africa Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Porto Alegre-Brazil Fortaleza-Brazil Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

54 IESE Business School - IESE Cities in Motion Index Manila-Philippines Recife-Brazil Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Pretoria-South Africa Johannesburg-South Africa Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Chongqing-China Delhi-India Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Rio de Janeiro-Brazil Salvador-Brazil Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

55 IESE Business School - IESE Cities in Motion Index Tianjin-China Wuhan-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Cairo-Egypt Suzhou-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Belo Horizonte-Brazil Bangalore-India Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Mumbai-India Shenyang-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

56 IESE Business School - IESE Cities in Motion Index Alexandria-Egypt La Paz-Bolivia Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Santo Domingo-Dominican Republic Harbin-China Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

Caracas-Venezuela Calcutta-India Economy Economy Social 100 Human Social 100 Human Cohesion 80 Capital Cohesion 80 Capital 60 60 International International Governance 40 Governance 40 20 Outreach 20 Outreach 0 0 Public Mobility and Public Mobility and Management Transportation Management Transportation

Urban Environment Urban Environment Planning Planning Technology Technology

57 IESE Business School - IESE Cities in Motion Index Follow us

IESE Business School IESE Business School iesebs iese

Barcelona Madrid New York Munich Sao Paulo Av. Pearson, 21 Camino del Cerro 165 W. 57th Street Maria-Theresia-Straße 15 Rua Martiniano de 08034 Barcelona, Spain del Águila, 3 New York, 81675 Munich, Germany Carvalho, 573 (+ 34) 93 253 42 00 28023 Madrid, Spain NY 10019-2201 USA (+49) 89 24 20 97 90 Bela Vista (+34) 91 211 30 00 (+1) 646 346 8850 01321001 Sao Paulo, Brazil (+55) 11 3177 8221