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A Smart City Initiative: The Case of Barcelona

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DOI: 10.1007/s13132-012-0084-9

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J Knowl Econ (2013) 4:135–148
DOI 10.1007/s13132-012-0084-9

A Smart City Initiative: the Case of Barcelona

Tuba Bakıcı & Esteve Almirall & Jonathan Wareham

Received: 9 January 2012 / Accepted: 12 January 2012 /

Published online: 28 January 2012
# Springer Science+Business Media, LLC 2012

Abstract Information and communication technology is changing the way in which

cities organise policymaking and urban growth. Smart Cities base their strategy on
the use of information and communication technologies in several fields such as
economy, environment, mobility and governance to transform the city infrastructure
and services. This paper draws on the city of Barcelona and intends to analyse its
transformation from a traditional agglomeration to a twenty-first century metropolis.
The case of Barcelona is of special interest due to its apparent desire, reflected by its
current policies regarding urban planning, to be considered as a leading metropolis in
Europe. Hence, an assessment of the Smart City initiative will cast light on the current
status of Barcelona’s urban policy and its urban policy of Barcelona and its future
directions. This article analyses Barcelona’s transformation in the areas of Smart City
management; drivers, bottlenecks, conditions and assets. First, it presents the existing
literature on Barcelona’s Smart City initiative. Then, the case study analysis is
presented with the Barcelona Smart City model. After describing this model, we
further explore the main components of the Smart City strategy of Barcelona in terms
of Smart districts, living labs, initiatives, e-Services, infrastructures and Open Data.
This paper also reveals certain benefits and challenges related to this initiative and its
future directions. The results of the case study analysis indicate that Barcelona has
been effectively implementing the Smart City strategy with an aim to be a Smart City
model for the world.

Electronic supplementary material The online version of this article (doi:10.1007/s13132-012-0084-9)

contains supplementary material, which is available to authorized users.
T. Bakıcı (*) : E. Almirall : J. Wareham
Information Systems Department, ESADE Business School, Av. Pedralbes, 60-62, Barcelona 08034,
Spain
e-mail: tuba.bakici@esade.edu
E. Almirall
e-mail: esteve.almirall@esade.edu
J. Wareham
e-mail: jonathan.wareham@esade.edu
136 J Knowl Econ (2013) 4:135–148

Keywords Smart cities . Innovation . Local governments . Urban lab . A case study .
Barcelona

Introduction

Recently, there has been a growing interest in the Smart City concept by policy-
makers across Europe following USA. Information and communication technologies
(ICT), as the new economic force for urban growth, change the way cities compete.
Across the world, municipalities challenge to compete to be the best models of
sustainable urban development.
In 2010, 50% of the world’s population lived in urban areas and this figure is
forecast to rise to 75% by 2050 [29]. Due to this escalating population, governments
are required to figure out how to create future spaces for the citizens. This is why they
base their economic development policies on building advanced infrastructures to
keep up with competition. Not only are policymakers involved in this initiative but
also citizens are engaged in the project, as their future quality of life is at stake.
Today, international competitiveness is driven by the innovativeness of cities. To
achieve that, cities are undergoing fundamental transformations. With rapid industri-
alization, small towns turn into metropolises with major installations of ICT infra-
structures and can reposition themselves on the global stage. These cities also provide
new locations for businesses and clusters.
Barcelona is considered as a success story in urban development across Europe.
Despite the downturn in 2008, Barcelona managed to maintain its position among top
European cities. As the second largest city of Spain, Barcelona has been growing and
transforming itself to be a knowledge-intensive city. As well as being a tourist spot
and a main port, it is also a foremost example of industry clusters. In 2009, Barcelona
was positioned fourth in the ranking of Europe’s best cities for locating business [7].
Possessing an extensive industrial foundation and an entrepreneurial structure facil-
itated Barcelona to reach a position of being a knowledge-intensive economy. As a
city, Barcelona utilises knowledge as an engine for economic growth to support
production and the generation of talent. Today, Barcelona has more than 400 research
centres for the creation, dissemination and use of knowledge. However, more impor-
tantly, Barcelona is a pioneer in being a Smart City, with various initiatives in the
industrial area 22@Barcelona district.
To transform itself into a Smart City, Barcelona has undertaken significant
reforms. Further, the Barcelona case has a special significance due to its apparent
tendency in its urban policies and reforms to become a leading Smart City among
European cities. Hence, an assessment of the Smart City initiative will cast light on
current urban policies of Barcelona and future directions. This is why it is an
excellent case to explore.
Briefly, a Smart City should be able to actively generate smart ideas in an open
environment through fostering clusters or Open Data or developing proper living labs
while directly involving citizens in the co-creation process of products or services.
This is what the Barcelona Smart City initiative aims to accomplish. In this paper, we
attempt to shed light on issues like Smart City initiative management, drivers,
J Knowl Econ (2013) 4:135–148 137

challenges and conditions that define the transformation of a city with an in-depth
case analysis.
This paper investigates how Barcelona has been implementing technological
systems to transform itself into a Smart City and compete in the global knowledge-
based economy. This paper aims to explore and demonstrate the transformation of a
city into a Smart City while addressing the following research questions: (1) How
does city hall manage transformation? (2) What are the underlying drivers and
bottlenecks for the transformation? (3) What are the main obstacles faced by the city
hall? (4) What are the necessary conditions to be established for the transformation?
(5) What are the assets/infrastructures required to become be a Smart City?
Here, the intention of conducting this research is to illustrate a Smart City in a real
context while examining its transformation. To achieve this objective, the case study
method is employed. The case study method involves a variety of interviews and
analyses of sites while acquiring insights from interviews and observations [28, 31].
A variety of data were collected through structured in-depth interviews with five
leading members of the Barcelona City Council, such as Joan Batlle, the head of
International Cooperation in eGovernment and Innovation in Barcelona City Council,
Julia Lopez Ventura, also working for International Cooperation in eGovernment and
Innovation in Barcelona City Council, Anna Majo, the director of Strategic Sectors
and Innovation department and two members of Barcelona Activa—Maria Vila and
Isabel Ponti, non-participant observations in the 22@Barcelona district, as well as
presentations and informal talks. Further, we used secondary data such as interna-
tional comparisons of urban policies, clusters, economic indicators and demograph-
ics. Below, the Barcelona case will be illustrated in relation to their management
of Smart City initiative, main drivers and challenges, and also, in terms of
infrastructures.
In order to attain the stated objectives, the present article will have the following
structure. First, we will present the existing research on Smart Cities. It will proceed
with a description of the case study analysis. Here, the main components of the Smart
City strategy of Barcelona will be explored. Then, the benefits and challenges of the
Smart City initiative and its future directions will be described. The paper will
conclude with the insights generated from the case analysis.

Literature Review

In recent years, Smart Cities have attracted significant interest by governments in

their research and development projects around the world. Although there is no
apparent description about what Smart Cities are, they can be briefly explained as
those cities that utilise information and communication technologies with the aim to
increase the life quality of their inhabitants while providing sustainable development.
Through implementing information and communication technologies into municipal
services, cities turn into being more intelligent in their management of resources.
Those new types of cities with new technological applications create new business
opportunities and a hub for research. Thus, they attract companies, entrepreneurs and
research institutes.
138 J Knowl Econ (2013) 4:135–148

In the literature, the ‘Smart City’ concept is referred to as the safe, secure,
environmental and efficient urban centre of the future with advanced infrastructures
such as sensors, electronic devices and networks to stimulate sustainable economic
growth and a high quality of life [6, 17]. Currently, most of the cities across Europe
and USA have already initiated or are about to initiate the Smart City approach due to
its effect on amplified urban growth [8, 27].
Smart City is described as a concept in various ways but a general definition
involves implementation and deployment of information and communication tech-
nology infrastructures to support social and urban growth through improving the
economy, citizens’ involvement and governmental efficiency [18]. Other research
suggests that initiatives should be implemented in the fields of mobility economy,
environment, living, people and governance to achieve a complete Smart City
initiative [14]. A few researchers point out that there can be few negative aspects in
the Smart City approaches [16, 18]. Despite this growing body of literature on Smart
Cities, the literature lacks a detailed analysis of the management of Smart City
initiatives as well as descriptions of the underlying drivers and challenges faced.
Barcelona City Hall has been well known across Europe for its ambitious
programmes of urban planning and regeneration. What distinguishes Barcelona
is its unique approach to urban governance. This is why the urban policy of
Barcelona has been analysed from various dimensions—housing [13, 24], urban
policy [11, 15, 20–23, 26], environment [9, 30], employment [12] and knowledge
economy [19].
Whilst some of the dimensions of change have been fully described, Smart City
initiatives have been analysed rather less and partially. Regarding urban regeneration,
Leon [20] examined Barcelona while only focusing on 22@Barcelona district and the
internationalisation of Barcelona business. Similarly, Barber and Eastaway [3] exam-
ined challenges of policymakers in the creation of 22@Barcelona district together
with Eastside (Birmingham). This research of Barber and Eastaway [3] provides
documents, presentations and reports about the Smart City project in Barcelona that
have been published by the city hall itself. Mazzoleni [25] focused on the recon-
struction experiments of Barcelona in the final decades of the twentieth century but
just briefly mentioned the 22@Barcelona district and defined it as a different form of
reconstruction. Most of the above materials focus on the urban regeneration of
Barcelona but an overall assessment of Smart City initiative of Barcelona is required.
Nevertheless, these documents provide an initial description of Barcelona as a Smart
City to initiate this research paper.

Smart City Initiative of Barcelona: an Integrated Urban Development Model

The urban transformation of Barcelona dates back to 1980s. It changed from being in
a deep economic crisis and having a serious infrastructure deficit, to becoming a
leading metropolis [22]. Barcelona has distinctive characteristics that impact its
urbanisation plan. It has been highly urban, densely constructed, with very close
collaboration between politicians and companies [10]. Marshall [22] concluded that
earlier urban planning of the city had been relatively weak; for instance, the period of
the 1992 Olympics was mainly about internal infrastructure for urban planning. Thus,
J Knowl Econ (2013) 4:135–148 139

the Smart City initiative was necessary because there were obvious deficiencies in the
previous strategic planning regarding housing, environmental issues, water, transpor-
tation and energy. To achieve a change in these areas while implementing the use of
ICT, city hall recognised that a common action from all the elements of city was
required. This is why the city authorities together with the other organisations and
institutions organised the Smart City strategic plan in 1990s with the aim of placing
Barcelona in a leading position for being a Smart City across Europe.
The conceptualization of the Smart City by Barcelona is quite extensive. For
Barcelona, Smart City implies a high-tech intensive and an advanced city that
connects people, information and city elements using new technologies in order to
create a sustainable, greener city, competitive and innovative commerce and a
recuperating life quality with a straightforward administration and a good mainte-
nance system. More importantly, Smart City Barcelona is a collaborative movement
among its corporations (retail), academic institutions, government authorities and the
residents of Barcelona, aimed at becoming a reference programme for economic
engines and urban development. Together, they are developing smart projects to
foster the competitive profile of city.
The general objective of the Smart City model in Barcelona is to use ICT in order
to transform the business processes of public administration both internally and
externally to be more accessible, efficient, effective and transparent. For instance,
through providing Smart Services, Barcelona aims to boost cooperation between the
council, civil stratum and the professional arena.
There are various drivers for the Smart City model in Barcelona, but among all,
fostering competitiveness of the city is the leading one. Smart City was initiated to
promote innovation, create new channels of communication, facilitate access to
information both locally and internationally and improve the efficiency of public
services.
The Smart City initiative is just one part of an advanced conceptual model of
Barcelona (Fig. 1). Smart City is the physical environment that provides the infra-
structure and town planning based on historical patrimony. A knowledge economy is
built with an industrial network and clusters in this physical area. This creates a
relationship space, social network between companies, institutions and city hall and
citizens. This interaction of the citizens with this area and companies eventually
creates a knowledge society.
The main assets of Barcelona Smart City model are summarised in Fig. 2 based on
the interviews with leading members of the Barcelona City Council. These initiatives
are grouped under four main topics: Smart Governance, Smart Economy, Smart
Living and Smart People. Other than tools such as kiosks and maps, Smart Gover-
nance involves a major initiative such as Open Data. However, all mainly aim to
provide a better access to government information. Smart Economy involves the
creation of innovation clusters and a triple helix concept where companies, faculties
and citizens can interact and collaborate. So that innovation can be fostered through
these networks, the initiatives under Smart Living is mainly targeting new technology
adoptions that are mainly initiated by municipal police and tool developments for
public transport. Finally, Smart People mainly involves training programmes for
digital literacy of the Barcelona City Hall. To support these initiatives, Barcelona
have built and/or use existing or new infrastructures—the 22@Barcelona innovation
140 J Knowl Econ (2013) 4:135–148

Fig. 1 Conceptual model of

Barcelona [1]

district, corporate fibre optical network, Wi-Fi mesh network, sensors network and
public Wi-Fi network (Fig. 2).
To accomplish the initiated objectives, the Barcelona Smart City model founda-
tions lay on three pillars, namely these are ubiquitous infrastructures, information and
human capital. In terms of ubiquitous infrastructures, the city needs to be equipped
with advanced infrastructures to evolve the Smart City concept from pure theory to
reality, providing citizens and enterprises with a powerful platform to connect city
elements and let them interact effortlessly with each other and with their administra-
tion through electronic means. Stable sturdy infrastructures, from optical fibre net-
works covering the city acting as a backbone to the installation of sensors, are the key
for the development of intelligent solutions in cities.
In terms of information, it is the raw material to fuel innovation factories. Infor-
mation coming from daily activity in the city is an invaluable asset that needs to be
collected and interpreted, creating a Smart City information space that acts as the
basis to deliver smart-tailored services and better city management. Several sources
have been identified as being the following the most important ones to construct the
concept of the Smart City. There are two main information sources: (1) information
coming from the city that involves sensors and city elements and Open Data (public
sector information) and (2) information coming from the citizens as digital footprint,
social media and crowd sourcing.
Finally, in terms of human capital, actors actively participating in the daily activity
of the city are the ones that potentially could make a city smarter. The implementation
of the Smart City is not only a concern of public administration but also it should
involve the population, innovation centres, companies and entrepreneurs.
Faculties and society are knowledge producers, while companies and entrepre-
neurs generate new business opportunities. Moreover, public administration can
J Knowl Econ (2013) 4:135–148 141

Fig. 2 The main assets of Barcelona Smart City initiative model generated from [1, 4, 5]

generate growing environments that should push a growing, sustainable and progressive
dynamic. In this sense, cooperation between these actors seems to be the key for the
development of a suitable environment for talent development.

The Main Components of the Smart City Strategy of Barcelona

Smart Districts

In certain districts, Barcelona has pushed the limits toward an effective and sustain-
able city by transforming itself from an industrial area into a home of new innovative
companies. This, specifically, is the 22@Barcelona district project, but that is just one
of many projects within the Barcelona Smart City plan. The 22@Barcelona has a
model of knowledge city that covers Smart City standards with economics, green
infrastructure, inclusiveness, science and tech, housing, mobility, quality of life and
identity. The 22@Barcelona district supports a series of projects that will add value to
companies and cities. Among these projects, Barcelona Urban Innovation Lab &Dev
(BUILD) programme exists as a mixed sphere in the Smart City model development
[2, 5]. Based on the Smart City model, this programme aims to foster the participation
of the private sector in the development of innovative products and services related to
improvements in the urban space management. This creates two types of relationships
between the city council and organisations—urban research and urban lab.
142 J Knowl Econ (2013) 4:135–148

The 22@Barcelona district supports the formation of urban research and facilitates
a new working space among the Barcelona City Hall, companies and institutes. This
space is intended to foster research activities about the smart management of the
urban space and e-Services. To achieve successful outcomes, the city council sup-
ports this urban research through providing human resources and tools depending on
the subject, size and proposal relevance. Thus, the main objective is to sustain an area
for the collaboration with companies and institutes for new product developments
while improving the urban management.
As a district, 22@Barcelona also creates a space of personal relationships. It
constructs an affiliation sensation to the community of 22@Barcelona and this also
encourages feelings such as pride to live and work in 22@Barcelona district. To
develop and sustain this space, a number of programmes such as agora programme,
relationship spaces and 22@Barcelona Network have been implemented by the city
hall for the professionals. For the residents in that district, other kinds of programmes
used such as digital district programmes, support the initiatives of the district and
actions of direct communication.

Living Labs Initiatives

As mentioned above, 22@Barcelona, also referred as 22@Urban Lab, is another

component of the BUILD programme. The BUILD programme uses 22@ district as a
leading living lab for new infrastructures and services, inspiring companies to test and
develop innovative solutions as products or services in any field: sensorization, urban
planning, mobility, education, etc.
Living labs are used as tools and processes for the creation of user innovation
cooperatively in real-life environments. It is employed for learning, conducting tests
and research for the implementation of new technologies and services of organisa-
tions in large-scale real-life environments. As a promising method, living labs not
only provide benefits like product improvements but also foster innovation and give
insights for future markets while lowering risks. This is why living lab applications
have been accelerated tremendously in the recent years across Europe. Other than
22@Urban Lab, Barcelona has numerous living labs such as LIVE, BDigital Custer
TIC Living Lab, i2Cat LivingLab (related to UPC), FABLab (linked to IAAC),
HANGAR and CITILAB–CORNELLÀ.
In the case of 22@Urban Lab, the experimentations of new products and services
that are at pre-commercial stages ease the market access for companies, while
boosting competitiveness in their sectors. Thus, 22@Urban Lab is used as a tool to
bring the latest products and services closer to the city hall services. The district
already has a collection of about 14 pilots in various domains such as environment,
mobility and telecom. Projects in the neighbourhood began in 2001 and have run for
over 10 years in the district. It involves projects aimed at creating sustainable living,
working and mobility with advanced infrastructures. Some pilots include the imple-
mentation of 12 outdoor public street-lighting points, Eco Digital with LED technol-
ogy that includes sensors of vibration, temperature, humidity, sound and pollution as
well as GSM aerials, Wi-Fi Mesh access point and webcams for video surveillance
functions. Another trial was about the implementation of charging points for electric
cars and the management and analysis of the system from a centralised control point
J Knowl Econ (2013) 4:135–148 143

in Barcelona City Council. This district embraces clusters of ICT, media, energy,
design and biomedical with a triple helix case [2, 5]. Here, new business culture is
promoted based on collaboration between companies, universities and the public
sector for innovation (Fig. 3).

Infrastructures

Since the 1990s, Barcelona has been planning and investing in order to be a leading
metropolitan city and to achieve that it has been building new motorways, train
services and infrastructures. Defining Barcelona’s future as a Smart City, the govern-
ment has embarked on a massive model to build up the necessary infrastructure.
However, the aim is not just evolving Barcelona from its strong industrial legacy to a
productive and profitable knowledge-based economy but an improvement of the
quality of life for its citizens. It would also allow better delivery of public services
from transportation to education and healthcare.
To achieve the objectives of the Smart City model, the traditional infrastructures
are redesigned to ease the integration of ICT at all levels. This can take place
either as a minor road renewal or a whole transformation of a major district such
as 22@Barcelona or Sagrera for a model of territory adaption to the new needs.
This major transformation involves infrastructures such as companies, institutions,
specific spaces, universities, technological centres, incubators, residences, dissem-
ination, entrepreneurs and other services. The backbone of the Smart City involves
special public property infrastructure plans. This involves Wi-Fi and optic fibre, a
new mobility plan, new heating and cooling systems, new energy networks and
underground galleries. For instance, the communication infrastructure optical fibre
project was initiated in 1994, and today, it covers 325 km for the development of
city services [5].

Fig. 3 Triple helix model of Barcelona [4]

144 J Knowl Econ (2013) 4:135–148

New Services for the Citizen

The Smart City model of Barcelona provides various new services: a corporate fibre
optical network to connect the main municipal buildings; a Wi-Fi mesh network to
provide wireless connection to those municipal services and employees working at
street level; sensor networks to manage a multivendor, multipurpose sensors network
configured to be used by several providers; and a public Wi-Fi network.
The foremost result of the Smart City model in Barcelona, Smart Services, is
grouped according to the target and producer. The first one is the internal government
services. These services aim at making public workers’ tasks easier and giving useful
information to city managers that can help them take better management decisions
and evaluate policies. These services boost the cooperation between the several strata
of public workers in order to acquire efficiency and efficacy.
Secondly, there are services aimed at making the citizens’ daily life easier
and more comfortable, by offering more and better services, offering updated
information in a proactive way and fostering citizens’ participation in the city
management daily life. These are grouped under government to Citizen/Busi-
ness services.
Finally, services created by citizens for the citizens, including also the professional
arena, boosting cooperation between the several elements of civil life are grouped
under Citizen to Citizen services. These services are based on public Open Data,
representing the real social innovation and the real openness of a city.

Open Data

Recently, the Barcelona City Hall became involved in the Open Data movement with
the Open Data project, whose objective is the opening up of government information
to public access. These data involve territory, population, management and procedure
indicators, urban environment and documental data. It is society’s right to use this
data, whether to brief themselves or for creating new services, increasing social value
and perhaps also commercial value. The underlying objectives for the Open Data
initiative are as follows: (1) design and validate a network management platform and
sensor data that can become a reference for other cities, (2) create a communications
network of sensors that allows communication between many of the sensors devel-
oped across Catalonia, (3) identify a framework based on open standards, (4) develop
a platform that is completely applicable for any city of any size and (5) explore and
implement the appropriate services for public management enhancement [5].

Management of Smart City Initiative

In order to achieve the objectives of the Open Data initiative, Barcelona City
Hall has to take certain actions. First, it needs to develop the platform of
network management and sensor data while considering that the system should
allow the integration of other types of communications at the network level
sensor. Secondly, a development of a proof of concept of the platform with the
deployment of the developed systems is needed that will interact with the
existing sensor infrastructure as well as new ones.
J Knowl Econ (2013) 4:135–148 145

Eventually, all these initiatives and projects for Smart City model aim to foster
innovation and increase the efficiency of public services while providing more
information access and communication channels.
Accordingly, the management of the Barcelona Smart City initiative is composed
of various organisations and departments. These mainly involve the 22@Barcelona
agency which was responsible for urban planning, setting up new infrastructures and
refurbishing pre-existent ones. Together with the 22@Barcelona agency, Promoció
Econòmica (Economic Promotion) was responsible for attracting economic capital to
the region. There are two governmental departments that are also involved in the
management of Barcelona Smart City model. These are the mobility department, that
is responsible for the mobility plan of public and private transport, and the control and
environment department that is in charge of environmental issues. Finally, Institut
Municipal d’Informàtica (Municipal Institute of Information Technologies) that pro-
vides IT services to the city hall is also involved in the management process. Thus, all
these organisations work and collaborate together in order to run the Smart City
model successfully in Barcelona.

Main Benefits and Challenges

The Smart City model promotes both public and private sectors in various ways.
Public benefits involve free cession of land in terms of facilities, green areas and
subsidised housing and financing a part of the special infrastructure plan. It has
enhanced public services, access to knowledge and fostered networking systems
while taking notice of its citizens’ demands to meet their needs. For instance, with
the 22@Barcelona District, the city hall created new employment opportunities,
moved universities to the area, provided social housing, urbanised green areas and
provided more efficient public services. It has created more than 4,000 units of new
housing with 25% at minimum rental, 55,000 jobs with over 1,500 new companies
and new institutions, mainly in information and communication technologies and
media industries. It has ten universities and 12 R&D centres [5].
Similarly, private organisations gained from the use of leading-edge infrastruc-
tures, higher density of collaboration and networking. For instance, through the
22@Urban Lab, new products and patents could be generated from commercial
products that have been tested and validated at least in one city. This assures the
viability of their solutions in a real environment while fostering innovation. Hence,
the Smart City model provides a higher rate of innovation, creativity and cohesion for
both parties.
Nevertheless as in any other city, Barcelona faced certain challenges such as
providing exact and appropriate infrastructure, deployment and management of
wireless networks, creation of triple helix, networks, clusters and collaborations. In
the case of 22@Barcelona district, the research of Leon [20] highlighted five major
challenges that city hall faced: (1) the skilled human capital level was not enough to
satisfy the needs of industry clusters, (2) the level of local entrepreneurship was lower
compared to any other country in Europe, (3) venture capital funding was not
sufficient to attract firms and finance start ups, (4) the number of large firms to lead
innovation was low and (5) in the business context, global connectivity of Barcelona
was poorer compared to other European cities.
146 J Knowl Econ (2013) 4:135–148

In this paper, we explored the key challenges faced by Barcelona in its transfor-
mation journey to become a Smart City. As Barber and Eastaway [3] also showed, we
observed a top-down approach in leadership. Further, local engagement and collab-
oration across departments could be challenging sometimes. The planning and use of
new products and services should be well integrated with the social and economic
programmes of the city; otherwise, it would not provide a real test environment.
Creating a cross-departmental cooperation and clear definition of roles and respon-
sibilities is also quite challenging and this is why intermediary organisations to
facilitate the collaborations were used.
The future also holds some important challenges for Barcelona due to the Spain’s
current economic situation. This could affect public funding and projects. The
question is how to combine urban growth with sustainable development and provide
effective governance actions in the case of budget restrictions. However, city hall
must continue to invest and focus on Smart City initiatives for the future which are
based on creativity, knowledge and innovation.
Despite the recent financial crisis, Barcelona still maintains its international
position and it is successfully moving towards to becoming a leading Smart City.
Among the various future plans to support this aim, Barcelona will launch a pilot
programme with Cisco for being the leading place in sustainable urban development
by 2020 while reducing the capital costs and providing operational savings.
Also the first congress of Smart City Expo & World Congress was planned to be
held in Barcelona to bring together key speakers and representatives of the leading
organisations with the most innovative ideas in the world in November 2011 [2].
Thus, Barcelona is going ahead with the Smart City concept with various future
projects and collaborations.
To sum up, the Smart City Barcelona initiative generates and supports the devel-
opment of innovation, urban growth and its citizens’ quality of life. It has established
various services as conditions, while collaborating together with universities and
companies. Initiated for various motives, Barcelona City Hall effectively transformed
the city to become a Smart City despite the challenges that they faced. Thus, this
analysis can provide guidance to practitioners and policymakers of other cities that
intend to be Smart while providing a contemporary vision of the Barcelona Smart
City model.

Conclusions

The analysis we have undertaken indicates that Barcelona and other cities need to
proactively engage and collaborate with public and private organisations as well as
with knowledge institutions. Cities should base their Smart City models on three
main pillars—infrastructure, human capital and information—while the Smart City
initiative should be a composition of various organisations and departments. If we
look more broadly at the progress of the Smart City initiative, it has not been too hard
for Barcelona to transform itself into a leading Smart City despite all the obstacles
that it has faced, such as the management of the initiative, providing necessary
infrastructures and creation of collaborative networks. Further, both public and
private sectors benefited from this initiative in terms of enhanced public services,
J Knowl Econ (2013) 4:135–148 147

innovation, business developments and a more collaborative system. More impor-

tantly, we explored the Barcelona Smart City model and the main components of the
Smart City strategy such as Smart districts, living labs, initiatives, e-Services, infra-
structures and Open Data.
The Smart City concept in Barcelona is used as a strategic tool to encompass
modern urban production factors in a common framework and foster competitiveness
of the city. As the main outputs of the Smart City model, Smart Services have been
successfully implemented to boost cooperation, innovation and development. Barce-
lona initiated the Smart City model in the expectation that it would result in effective
urban management, a requirement of any growing city. To sustain an effective urban
management system, intelligent network technologies are required to drive economic
growth, to support a sustainable green city and to provide a better quality of public
services. The flourishing outcomes of this transformation into a Smart City in
Barcelona can be clearly observed, such as in the 22@ district or successful imple-
mentations of other projects. Based on this research, it is observed that the overall
transformation of Barcelona into a Smart City is progressing successfully and it is
already widely recognised as a leading city in Smart City initiatives all over Europe.

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