GCI Summit Workshop | Establishing a Global Identity

Ritz-Carlton, Washington, D.C. 1150 22nd Street, NW Washington, DC 20037 Location: Salon IIIA

Wednesday, September 28, 2016 11:30am – 3:30pm

Overall Goals of the Workshop

To enable participants to think creatively about their metropolitan region’s existing assets and how best to deploy them in a global identity strategy.

To arm participants with basic tactics and tools they can use to build a global identity strategy without additional financial resources.

To ensure that participants leave with concrete ideas for how to begin the strategy process in their markets.

Overview

This workshop will assess why metros need to project a global identity and explore the varying ways in which metros can develop global identity positioning strategies. Greg Clark will lead the group through the core elements of a global identity strategy and representatives from San Diego, Barcelona, and Stockholm will share the deliberate steps their regions have taken to project a global image. Overall, this workshop will aim to address the question: How can metros develop global identity positioning strategies without additional financial resources or simply trying to buy exposure?

Background By ‘Global Identity’ we mean the ability of a metro to distil and project a clear identity at the global level and to use that identity to differentiate, to drive demand, to enhance reputation, and to foster confidence and appetite within the region. This usually requires an internal process of building up a common story and confidence within a region as means to drive coordination and appetite, as well as an external process of projecting identity and messaging to key audiences within a framework of competition. Over the past 100 years many US Metros only needed to attend to their accessibility and identity within the USA. Post 2008, metros have a new incentive to attend to their global identity and reputation within a wide range of international markets. For many metros this begs some new questions: Which competitions matter most to us? What are our competitive assets? How visible are we globally? How are we perceived already? Where and why do we need to be visible and distinctive?

Having a clear global identity enables a metro to get positive exposure without paying for advertising.

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Agenda 11:30-11:40 Introductions 11:40-12:00 Take the Global Identity Quiz 12:00-12:30 Presentation: The Core Elements of a Global Identity Strategy 12:30-12:50 Q&A 12:50-1:10 Lunch 1:10-2:10 Case studies and Discussion

Moderator: Greg Clark, Non-resident Senior Fellow, Brookings Metropolitan Policy Program

Anna Gissler, Chief Executive Officer, Invest Stockholm

Mark Cafferty, President and Chief Executive Officer, San Diego Regional Economic Development Corporation

Mateu Hernández, Chief Executive Officer, Barcelona Global 2:10-2:20 Key Insights

Teams will write the key insights from the morning presentations and cluster them into themes. Participants will then select the most interesting theme and use it to refine their Design Challenge question.

2.20 -3.00 Complete Workshop Task at Tables

Your metro leadership has given you a special assignment. A new Trade and Investment Deal has been signed with multiple other countries that have much faster population and GDP per capita growth than your country. Metros from those other countries are already positioning themselves as key hubs and locations for the accelerated flows of capital, talent, trade, and visitors that the deal will enable. You are asked to prepare a global identity positioning strategy for your metro. There is no marketing budget and there are no additional financial resources available. You have to use what is already ‘in the system’. The trade and Investment Deal will be active from January 2018. Your strategy should show the sequence of activities that lead up to January 2018. Your metro is 4,000,000 people in N America. It has a diverse economy, natural assets, and some important leading institutions. It has a high level of entrepreneurship by international standards.

3:00-3:20 Report Out from Groups & Feedback

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3:20-3:30 Review of Key Lessons

What were the common elements of the strategies developed? What was distinctive and different? What would need to happen for you to do this in your region?

3:30 Close workshop Presenter Biographies Mark Cafferty President and Chief Executive Officer, San Diego Regional Economic Development Corporation As president and chief executive officer of the San Diego Regional Economic Development Corporation, Mark Cafferty sits at the center of a unique collaboration of business, trade, community, and education leaders who have redefined the region’s economic development strategy, cementing the region as a key stakeholder in the global economy. Cafferty has spent more than 20 years designing systems to support career advancement and economic opportunity for American workers. He has served in numerous public-sector leadership positions and has been sought as a consultant on workforce development efforts throughout the country. Over the last few years, Cafferty was asked to chair San Diego Mayor Kevin Faulconer’s Workforce and Economic Advisory Committee, and was appointed to serve on Governor Jerry Brown’s International Trade and Investment Advisory Council. Cafferty has been recognized regularly by local publications like the San Diego Business Journal, SD Metro, The Daily Transcript, and U-T San Diego. He has been quoted in the New York Times, Bloomberg Businessweek and the Los Angeles Times. A Boston native who now considers San Diego home, he earned his bachelor’s in marketing and communications from Assumption College in Worcester, Mass., and his advanced certification in Performance Measurement and Non-Profit Management from Harvard’s John F. Kennedy School of Government. In 2007, Cafferty was selected as a Center for Social Innovation Fellow for International Non-Profit Leaders at Stanford Graduate School of Business. Greg Clark Non-resident Senior Fellow, Brookings Metropolitan Policy Program Greg Clark is a global city advisor and non-resident senior fellow at the Brookings Institution. Clark supports and guides metropolitan strategic plans as Professor of City Leadership at UCL and Global Fellow LSE Cities at the London School of Economics, as a senior fellow at the Urban Land Institute and a Strategic Advisor to the Local Economy programme of the OECD. Clark is member of the Board of Transport for London and The London Enterprise Panel (Economic Development Board). From 2012 to 2016 he was chairman of the London Stansted Cambridge Consortium, and served as lead expert on the UK Future of Cities Programme. From 1988 to 2006 Greg Clark held a variety of roles in London including Lead Advisor on City & Regional Development, Office of the Deputy Prime Minister, UK Government, Executive Director of Strategy and

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Communications, London Development Agency, Managing Director, Economic Development, at Greater London Enterprise, Chief Executive of the London Enterprise Agency: ‘One London’, and International Programmes Director at the London Docklands Development Corporation. From 2008 to 2016 he was chairman of the International Advisory Boards of the New York Regional Plan, Oslo Regional Strategy, Salvador, Vienna, and Sao Paulo Strategic Plans and he was International Advisor on the Metropolitan Strategic Plans of Rio da Janeiro, Barcelona, Gauteng/Johannesburg, Western Cape, Toronto, Glasgow, Mumbai, Turin and Auckland. He has advised on metropolitan governance reform in London, Toronto, Barcelona, Auckland, Sao Paulo, Milan, and Oslo. He has led 20 Reviews of city and regional development for the OECD. He has advised on national policies for cities and regions in UK, Ireland, Canada, China, India, Colombia, Sri Lanka, South Africa¸ New Zealand, Italy, Slovakia, and Latvia. He regularly chairs summits and congresses on development issues and acts as a moderator for leadership forums and boards. He is currently moderator of the UK Core Cities Summit, World Cities Summit World Mayors Forum, and The Asia Pacific Cities Summit. He has led more than 100 summits and events for the OECD, World Bank, UN, The FT, The EIB, JP Morgan, Grosvenor, ICSC, INREV, ANREV, IEDC, ULI, MIPIM, LSE, Brookings Institution, and The EU Council. He has authored more 100 articles and reports, and 6 books for the OECD on local economy issues, as well as The Making of a World City – London 1991-2021 (Wiley 2015), World Cities and Nation States (Wiley 2016), The Short History of Global Cities (Brookings 2016), The Business of Cities (Routledge 2017). Anna Gissler Chief Executive Officer, Invest Stockholm Anna Gissler, CEO, Invest Stockholm since October 2008. Invest Stockholm is the official Investment Promotion Agency in Stockholm and also responsible for the partnership Stockholm Business Alliance – a partnershipp with 54 municipalities. Anna has been working within the City of Stockholm since 2001. She started as a political secretary to the former Mayor and after that a carrer in different companies in the City of Stockholm. Mateu Hernández Chief Executive Officer, Barcelona Global Mateu Hernández is the CEO of Barcelona Global. Mateu is member of the International Advisory Board of the 4th New York Strategic Plan, Secretary of the International Advisory Board of the Smart Cities Expo and Congress, regular advisor for economic development and strategic plans for cities, and is Senior Advisor of SONAR, the advanced music and technology festival. Previously, he was the CEO of the Economic Development Agency of the City of Barcelona, where he coordinated policies and programmes in Barcelona on employment, entrepreneurship, business, attracting foreign direct investment, the city’s brand, technological innovation, promotion and trading standards, city markets, and tourism. As managing director of the Economic Development Agency, he was the executive Vice President of Barcelona Activa, Mercabana, and had executive responsibilities in the 22@ innovation district. He had previously developed his career at Barcelona Activa, the local development agency of the City Council, as managing director and executive director. Mateu designed and implemented policies to promote entrepreneurship and innovation in Barcelona and was part of the leadership team that designed a strategic plan for Barcelona. He was part of the

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team's bid to win the Barcelona Mobile World Capital, and he has developed several innovative programmes to promote local and regional economic development. Mateu graduated from executive programmes in Business Administration from IESE, and he also graduated in law from the University of Barcelona and has a Masters in Public and Social Policy from the Pompeu Fabra University and Johns Hopkins University, Baltimore. He has also taken part in various OECD studies on local economic development. In 2006, he participated in the Marshall Memorial Fellowship programme in the United States and teaches courses on public policy and local development.

GCI Summit Workshop | Establishing a Global Identity Ritz-Carlton, Washington, D.C. 1150 22nd Street, NW Washington, DC 20037 Location: Salon IIIA Wednesday, September 28, 2016 11:30am – 3:30pm

David Balos President, Georgia/Alabama Middle Market JPMorgan Chase & Co. Matthew Beardall Market President, Mid-Atlantic JPMorgan Chase & Co. Jeffrey Blair Director Europe, Middle East and Africa Greater Houston Partnership Lauren Bowman Project Manager Virginia's Gateway Region Economic Development Organization Mark Cafferty President and Chief Executive Officer San Diego Regional Economic Development Corporation Phyllis Campbell Vice Chairman, Pacific Northwest JPMorgan Chase & Co. Reynaldo Cano Vice President San Antonio Economic Development Foundation

John Cavanaugh President and Chief Executive Officer Consortium of Universities of the Washington Metropolitan Area Greg Clark Non-Resident Senior Fellow Brookings Metropolitan Policy Program Morgan Crapps Senior Manager, International Strategy and Trade SC Department of Commerce Jan De Silva President and Chief Executive Officer Toronto Region Board of Trade Lee Ann Eager President and Chief Executive Officer Fresno County Economic Development Corporation James Edgerton Senior Vice President St. Louis Economic Development Partnership Jorge Fernandez Vice President, Global Commerce Metro Atlanta Chamber

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Brian Finch Executive Director JPMorgan Chase & Co.

Hon. Greg Fischer Mayor Louisville Metro Government

Mark Garvin Vice Chairman J.P. Morgan

Anna Gissler Chief Executive Officer Invest Stockholm

John Haley International Consultant JAXUSA Partnership

Dorte Heffernan International Trade Manager Northwest Pennsylvania Regional Planning and Development Commission Mateu Hernández Chief Executive Officer Barcelona Global Danielle Hertz Vice President, Global Philanthropy JPMorgan Chase & Co. Maureen Krauss Chief Economic Development Officer Indy Chamber Shannon Landwehr President and Chief Executive Officer Economic Alliance of Greater Baltimore Sarah Lubeck Communications Manager San Diego Regional Economic Development Corporation David Maahs Executive Vice President Greater Des Moines Partnership

Brad McDearman Principal McDearman Associates

Mike Meidel Director Pinellas County Economic Development

Melissa Miller Manager World Trade Center - Kansas City

Tim Moonen Director of Intelligence The Business of Cities Ltd

Michael (Mike) Novakowski Director of Business Development CenterState CEO

Elizabeth Patterson Program Coordinator Brookings Metropolitan Policy Program

Robert Pertierra Senior Vice President, Chief Econonmic Development Officer Greater Houston Partnership Thierry Petit Economist IAU Île-de-France Michelle Phillips Research Analyst Youngstown/Warren Regional Chamber Breann Preston Senior Research Analyst Greater Phoenix Economic Council Jaana Remes Economist andPpartner McKinsey Global Institute Rashid Seedat Head of Gauteng Planning Division Gauteng Provincial Government, Office of the Premier

Establishing a Compelling Global Identity Workshop | Background Materials September 28, 2016

1. Growth of contested competition between metros.

We have long viewed the competition between metros for population, tourists, or corporate investment as key drivers of economic development activity. However, an important element of recent development is the diversification of the assets and opportunities for which metro now compete. These now include:

• Population • Tourists • FDI • High Net Worth Individuals • Investment Capital (eg in Infrastructure and Real Estate) • Film and TV shoots • Entrepreneurs and Innovators • International Students • Universities and Campuses/Scientific • NGOs • Philanthropic Investment. • R&D facilities • Business Events • Sports Events • Political events (Summits etc) • Flight routes, sea routes, rail routes • And more

Few regions can afford to develop specialist marketing and client handling functions in each of these sectors, and they must prioritise where they put their emphasis. However, regions have also learned that having a balanced global identity can help to make them a candidate for more of these opportunities. Equally, regions need an identity which speaks to all of the opportunities that they seek rather than an attempt to maintain separate identities in different markets.

2. So what is the value of having a global identity?

Having a clear global identity brings distinct advantages.

• It differentiates a metro from the crowd and makes local assets more visible. • It puts them ‘on the map’. • It drives demand, curiosity, and positive attitudes. • It speaks to a diversity of opportunities not just to a single sector. • It creates name recognition (eg San Diego is not Santiago is not part of San Francisco). • It provides 3rd party endorsements without the region needing to organise them. • It creates ‘benefit of the doubt’ and often puts the region on long lists of candidates

automatically.

• It gets entered for prizes and awards. • It attracts unpaid advertising such exposure in games, films, tv, books, and videos. • It can be updated and adapted as the regions evolves.

As metros operate within increasingly competitive markets these kinds of identity dividends become very important to have. Consequently, there are clear risks of not having a global identity. These include:

• The assets and scale of the metro are not recognized (it is assumed the metro is smaller than it actually is).

• The identity that is left visible is unbalanced or distorted (eg assumption is that a metro is only good for tourism).

• The repeated absence of the Metro from key lists or opportunities leads to assumptions about constraints or problems that may in fact be untrue.

Equally once a region is well known it also means that its faults, failures, and frictions will get widely reported. So a region with a clear global identity has to become more proactive on reputation management.

3. The elements of global identity

A simple way to think about Global Identity is to consider 4 elements:

• Identity as place to live and / or work • Identity as place to visit or holiday • Identity as place to set up a business or make an investment • Identity as a place that produces innovations and shows leadership

Identity & Reputation

Resident Worker

Visitor / Tourist

Knowledge Innovation

Business /

Investor

Although this is simple, it can be useful means to surface issues.

• Are the stories ad ideas consistent across the different realms? • Is one element so strong that it obscures others? Can famous tourist destinations also be great

places for business? • How can we combine the stories to make them work together?

4. Core strategies for a region on Global Identity.

Most regions that take their global identity seriously adopt some elements of an observable ‘ten step’ strategy approach:

i. Clarify the top priority contested markets and allocate responsibility across a matrix of ognisations. Do not have priorities that have no owner.

ii. Allocation of Leadership roles and building of a Brand Alliance. Commitment to a common brand/identity across markets.

iii. Honestly assess global identity assets and review the DNA and distinguishing character of the region.

iv. Undertake ‘Outside In’ analysis of the region: what are we really known for? What is our reputation? Is it right? Is there a gap?

v. Assessing the visibility, segment balance, and distortions in our identity: are we known for the right things? In the right ways?

vi. Develop an internal promotion and pride/confidence building programme so that people within the region become active promoters and know the whole story.

vii. Develop positioning strategies and stories that communicate the region internally and externally.

viii. Identify catalysts and targets for exposure and devise agreed actions viz how exposure will improve.

ix. Leverage omni channel exposure through media, journalism, indexes, studies etc, and tackle liabilities.

x. License and support a group of international champions and ambassadors

5. Opportunities for Metros

What should you do? The core strategy should include some of 5 key elements:

i. Story. Get the city and world telling the Metro story better.

• Refine the unique DNA: • Story telling competition with schools, writers, students, local media. • Leverage the journalism and film schools.

ii. Alliance. Build-up the Metro Marketing Alliance approach so that there is collaboration on key

measures and positioning.

• Integrated brand positioning.

• Brand champions/ambassadors programme. • Media exposure. • Film / tv exposure. • The Shared Back Office: Data, Diaries, CRM, and collateral. • Awards and other recognition. • City indexes and rankings.

iii. Differentiators. Define the current assets, strengths, and differentiating elements and

organise around them: • Physical • Social • Geographical • Institutional • Commercial • Cultural • Scientific

iv. Markets. Where are we know and what are we known for? Is it what we need now?

• Target market assessment. • Segmented groups. • Messages for all markets.

v. Visibility. Who can see us? In what way are we visible?

• Film, TV, Media. • Leading Brands. • Benchmark Reports. • City Indexes. • Literature

vi. Leverage. Leverage/celebrate existing assets better and seek new catalysts

• Universities & Research Institutes. • Port? Airport? • Another America’s Cup bid? Or other events? • Maritime Science leadership? Sports Science?

vii. Reputation. Make progress on risks or doubts about the reputation:

• Size and scale of the city and market • Airport connectivity and location. • Costs and capacity/appetite for growth/development/investment.

• Is it boring? Is it well led?

viii. Measurement. How to measure global identity?

• Indexes, Rankings, Benchmarks. • Media Exposure. • Surveys. • Reputation Tracking. • Head to head contests.