New Century City Developments Creating Extraordinary Value Third Global Workshop: November 9-11, 2009 Seoul, Korea

New Century City Developments creating extraordinary value Third Global Workshop: November 9-11, 2009 Seoul, Korea Michael Joroff, Dennis Frenchman, Francisca Rojas and the NCCs Massachusetts Institute of Technology Joint Program in City Design and Development School of Architecture and Planning in association with Urban Land Institute Seoul Development Institute supported by Seoul Metropolitan Government Sung Kyun Kwan University Seoul Business Agency Contents Introduction New Century Cities 6 Organizing for NCCs 8 Mediated Environments 10 Case Studies MIT/Kendall, Cambridge, MA 14 Ørestad Nord, Copenhagen 18 one-north, Singapore 24 Arabianranta, Helsinki 28 Seoul Digital Media City, Seoul 32 Titanic Quarter, Belfast 36 Milla Digital, Zaragoza 40 MediaCityUK, Salford 46 Masdar City, Abu Dhabi 50 4 5 New Century Cities Industry, government, and institutional action in several cities around the world are converging to create new explicitlydifferent economic,seek to leverage social, theand synergies technological between times. learning, Strategic The intent of this convergence is to develop the human livingvisions, and not working concrete through plans, guidephysical their design development. and information They andgeographic social capital clusters that that will promote make these specific sectors business successful sectors. in tests, rehearsals, and probes even as plans and agreements within large-scale real estate development project areas and communications s infrastructures. NCC are launched as thatthe global we refer economy. to as New These Century clusters City are developments, being established or NCCs . They are driven by inter-organizational and cross-industry for implementation evolve. Instead of following a ’learn and collaboration, open systems for R&D, and workers who consequently,launch‘ model, their NCCs structure ’launch and and learn.’ management They proceed is designed with have the aptitudes and skills required by the networked, tothe be assumption nimble – capable that their of changing development as the is economicnever finished; and response to the current environment of industry knowledge economy of the future. NCCs are an appropriate social milieu evolves. Principles, Places, and Goals transformation, rapid change, and uncertainty. The principles guiding the creation of NCCs more closely Distinctive Features resemble those of modern enterprises than of traditional New Century City projects aim to deploy and test current and emerging ideas about city design, planning and city planning.• A strong Those narrative principles about include: intent and future context • Guidance by strategic vision rather than by rigid development.• Provide As mixedreal estate use and projects, working/living these places: master plans environments that anticipate emerging lifestyles • Agility—the ability to accommodate rehearsing, • Blend digital media into the physical cityscape beta testing, and continuous improvement • Support business and social activity in physical and • Guidance by evolving partnerships and the online venues integration of multiple interests • Use advanced information and community-oriented • Decentralized authority and varying degrees of services • Promotetechnologies sustainability for efficient management of urban New Centurypower City and developments influence are popping up in very • Express narratives that celebrate the experience of place and community • Leverage transformation of educational systems different parts of the world: Abu Dhabi (Masdar City); • Foster linkages between universities, and between Belfast (Titanic Quarter); Cambridge, Massachusetts universities and businesses (MIT-Kendall area); Copenhagen (Orestad Nord); Helsinki • Facilitate working relationships among small and (Arabianranta); Salford/Manchester (Media City UK); large companies Seoul (Digital Media City); Singapore (One North); and • Foster new processes and arrangements for Zaragoza, Spain (Milla Digital). These projects vary in focus, incubation size, and organization. They focus on different industry sectors, including: media (content and delivery systems); The ‘science cities’ and ‘technopoles’ of the twentieth bio- and nanotechnology; clean energy; design arts; and century are the antecedents of New Century City atinformation the top end, and to communication Belfast’s 185-acre technologies. Titanic Quarter, Their which sizes isalso neverthelessalso vary. They range one from of Europe’s 50onMasdar largest City waterfront in Abu Dhabi 1970s and 1980s as single use enclaves, built solely for the developments. Those projects were conceived in the hovers at around 200 acres, such as Helsinki’s Arabianranta are for the 2020s and 2030s and are being launched in very development projects. On average, the size of NCC districts production of scientific and technological knowledge. NCCs and the Salford’s Media City UK. 6 Central authorities and master plans direct some NCC development, Seoul’s Digital Media City being a prime looselyexample. guided Others, by such strategic as the visions, area around with different the Massachusetts degrees of collaborationInstitute of Technology between the (MIT), academic have taken instutitioninstitution, shape over time, promotelocal government, human and private social developers, capital in support and R&D of enterprises.a particular Despite these differences, NCCs share a common goal: to start and drive human and social capital development within industry, and to do so quickly. NCC projects seek to jump- a decade or two; many existing industry clusters, in contrast, have required scores of years to develop. 7 Organizing for NCCs A Complex Array of Participants New Century Cities have ambitious social, economic and NCC participants and stakeholders is more complex than business objectives, and weave together both physical around the Salford’s MediaCityUK project. The array of appears on the surface. Of the involved organizations, few estateand digital companies, environments. government To be planners, successful, permitting they must and Theseare monoliths: subgroups instead, have divergent they are composed interests and of subgroups different developmentengage a wide authorities, range of organizations: cultural institutions, commercial universities, real that participate at different phases of NCC development. public education authorities, industry associations, and in an NCC project may contribute faculty talent from several departments,contributions high-levelto make. For administrators, example, a university and the university’s involved are also players—as tenantsmanpower and development as parties interested agencies. in Large human corporations and social capitaland Similarly, a small and medium enterprises (SMEs) corporateexternal affairs participant staff. Eachwill likely of these harness subgroups the talents may act of oneon its or moreown or of work its production through a divisions, single enterprise its R&D leader.center, and its new thedevelopment. active involvement Venture capitalistsof information and organizationsand communications that venture groups and will rely upon its corporate real estate ‘incubate’ talent also play a part. These projects also attract and IT divisions to provide the needed systems to support places as ‘living laboratories’ in which to conceive and test technology firms that provide infrastructure and use these of the world also become involved as business partners, Organizationalwork. arrangements take different forms in each new services and products. Enterprises in other parts NCC, as illustrated by the diagram for the Seoul Digital Theconsultants, diagram or below contracted describes agencies. graphically the convergence different objectives and varying degrees of authority and of many public, private, and cross-border participants Media City. Here too a complex array of partners with power are involved. Participants in the MediaCityUK project (by C. Todd) 8 Participants in Seoul’s Digital Media City Project (by D. Kim) language of each, works across boundaries to build With many participants representing different interests, consensus, facilitates joint development, and brokers the That coordination must align the interests of real estate and human/social capital The integrator understands the project’s story and helps substantial coordination is required. keydeals stakeholders that must be shape made it for in termsa project that to others move forward.understand development, even when financial models and cultures is a wellspring of creative ideas that serves the project as interestscollide. Real and estate tactics developers of human/social require capital predictable developers, financial aand whole, accept. even In as the it handsrespects of thea skilled objectives integrator, of individual that story however,flows and are time not schedules bound by represented predictions in and a master hard-and-fast plan. The NCCstakeholders. developments are qualitatively different than typical Newplans; Century instead, City they projects evolve overare organized time and inare very bound different up in strategic visions. contributors representing different industries and technical real estate projects. They involve more partners and forways; example, consequently, the land power belongs and to authority the government, among while in participating stakeholders vary widely. In one project, areas of expertise. They are guided by a different vision and constituted task force of major stakeholders directs overall a different

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