Milan and Turin: Competitiveness of Italy's great northern cities - ULI Italy Annual Conference Lisette van Doorn, CEO, ULI Europe 19 April 2018
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Milan and Turin:
Competitiveness of Italy’s great northern cities
ULI Italy Annual Conference
Lisette van Doorn, CEO, ULI Europe
19 April 2018
Context: “re-urbanisation of everything”
Source: Global Cities Business Alliance
2
Crucial factor – attracting talent
Location criteria are changing
% of “very important” answers
Talent 70%
Urban environment 47%
Global influence 46%
Business opportunities 43%
Costs 35%
Offices 14%
0
3
Milan and Turin: ULI research
4
Research focus
In what ways are Milan and Turin able
to be competitive cities?
Which risks threaten the
competitiveness of the two cities?
How can Milan and Turin adapt to
become more competitive?
5
What is city competitiveness? Key ingredients
Productivity coordination promotion liveability sustainability
Competitiveness
Make a great city and people will come.
-David Malmuth, I.D.E.A. Partners
6
ULI’s city competitiveness framework
Figure ES-1: Competitiveness Framework
Governance framework Competitive climate Agglomeration Attractiveness to talent
Vision, strategy, and Costs and business Size and scale of internal Human capital, liveability, and
coordination investment market opportunity
Land use, planning system, Tax and regulatory Clustered specialisations Innovation, technology,
and density framework and enterprise
Institutional engagement
Infrastructure and services Geopolitical risks Brand, identity, and destination
7
Italian city competitiveness
8
Milan and Turin competitiveness
0 Hamburg
London
Paris
50 Munich
Stuttgart Frankfurt
100
Glasgow
Madrid MILAN
150 Bilbao
Global Berlin Warsaw
Bologna
rank
200
Barcelona
Rome
Relative population change of Milan and Turin vs broader
Lyon TURIN
Nice metropolitan areas, 1971 to 2017
Marseille Birmingham
250
Leeds
Manchester
Valencia Lille
300 Wroclaw
Poznan Seville
350
Krakow
Naples
400
GDP per capita of Italy’s metropolitan areas,
compared with the five largest metropolitan areas of
the five largest European nations, 2017.
Source: JLL, Global 300 Map, 2017.
Source: ISTAT
9
Milan – different spatial scales
MILAN Verona
Venice
Piacenza
Turin
Parma
Bologna
Genoa
Core City of Milan
Metropolitan City of Milan
Source: The Business of Cities OECD Functional Urban Area Definition
Grande Milano metropolitan area
Politecnico di Milano Urban Region Definition
The ‘Northern Italy Powerhouse’
10Milan assessment
GOVERNANCE COMPETITIVE
FRAMEWORK Vision and
,
Polit
CLIMATE
g y
strate ination ica
risks l
Milan vs Peers c o o r d
e, m
us yste y
Amsterdam nd s it
Ta gula ewo
La ning ens
r e am
x a to rk
fr
Milan vs Peers
Berlin d
nd r y
an d
Amsterdam pl an Milan region
Stockholm Berlin
performance
Madrid
e
and structur
Stockholm
ices
Costs ess
inves
Barcelona
businment
Madrid
serv
Infra
t
Barcelona
and
Vienna Vienna
Frankfurt Frankfurt
Brussels Brussels
Size ernal
of int rket
desti ity and
Rome Rome
n
ident and,
and s
natio
ma
Br
cale
sp
rp y a ,
Cl iali
te og ion
e d
ec
ris n
us sa
en hol vat
te tio
re n
c o
te Inn
d s
Inst
engaitutiona
gem l m an
Hu bility an
l,
capita d ATTRACTIVENESS
ent livea ortunity
AGGLOMERATION opp TO TALENT
11Milan - Governance framework
“Citizen political behaviour in Milan has
become less tribal and more pragmatic. Milan
is now leading the development of the region
with catalytic urban projects.”
- Research participant
12Milan’s Competitiveness
Milan - Competitive climate
ysis of Milan’s performance against that Figure 6: Comparison of Milan’s performance with European peers across all global and Europe-wide
European peers across every publicly indexes between 2012–2014 and 2015–2017
able index since 2012 shows that Milan
nues to underperform compared with cities Amsterdam
n functional size are smaller. This partly
Berlin
cts the aforementioned issue of
surement at the city scale, but also reflects Vienna
act that several of Milan’s key strengths – Stockholm
ivity, culture, design, and innovation –
Frankfurt
ot easily captured in comparative and
ctive terms. Barcelona Milan’s relative
improvement
Madrid in indexes
performance vs.
so, this analysis shows that of these ten
Brussels peers since 2014
, Milan has recorded the largest relative
ase in overall city performance between Milan 2012-2014
2 and 2017 (see Figure 6). Even though 2015-2017
Rome
enchmarks underestimate Milan’s size,
-1 0 1
do capture its recent progress and
ovement.
Source: The Business of Cities
e 2016, Milan has performed well in 13
xes measuring human capital, destination Figure 7: Five areas where Milan outperforms and underperforms compared with its European peersMilan - Agglomeration
E X E CU T I V E S U M M A R Y
14Milan - Attractiveness to talent
15Milan recommendations
Governance framework Competitive climate
• City’s business leaders to prioritise ‘softer’ • Differentiate its business climate from Italy’s less
governance solutions, e.g. PPPs, catalytic projects, favourable brand
brand management and strategic planning • Improve level of transparency
• A single locus of business and civic leadership that
promotes a clear and consistent message about
how best to manage and optimise agglomeration
Agglomeration Attractiveness to talent
• Collaborate with other cities in the region to pursue • Tell its story of transformation to a richly diverse
the emergence of northern Italy and Alpine region post-industrial region
as an increasingly integrated economic unit • Collect better data to underpin a clearer and
• Expland collaboration and joint positioning with richer story
Turin while retaining strong individual identity • Promote how Milan plans to become the city it
• Demonstrate how transition to a smart city may wants to be in 20 years
improve urban productivity and ability to
accommodate entrepreneurship
16Turin assessment
GOVERNANCE COMPETITIVE
FRAMEWORK Vision and
,
Polit
CLIMATE
t e g y ica
stra ination risks l
coord
e, m
Turin vs Peers d
us yste y
n s it
Ta gula ewo
La ning ens
re am
x a to r k
Rotterdam
fr
Turin vs Peers d
n d ry
an d
Rotterdam pl an
Glasgow Glasgow
Stuttgart
e
and structur
Stuttgart
ices
Costs ess
Lyon
inves
businment
Lyon
serv
Infra
Lille
t
Lille
and
Liverpool
Liverpool Bilbao
Bilbao Malmö
Size ernal
of int rket
desti ity and
Malmö Newcastle
n
ident and,
and s
natio
ma
Newcastle
Br
cale
sp
rp y a ,
Cl iali
te og ion
e d
ec
ris n
us sa
en hol vat
te tio
re n
c o
te Inn
d s
Inst
engaitutiona
gem l H u m a
ital,
n cap and ATTRACTIVENESS
ent ility
liveabortunity
AGGLOMERATION opp TO TALENT
17Turin - Governance framework
“We need a new cultural mindset that substitutes
the narrative of Torino with that of Gran Torino. . . .
We need projects, initiatives, and actors that
increase the awareness of Gran Torino among
citizens. The metropolitan area is still an obscure
entity without any operative tools or structures,
[which is] a real obstacle in the game among
European cities.”
-Valentino Castellani, former Mayor of Turin
18urin’s Competitiveness
Turin - Competitive climate
peripheral development began to reverse, Figure 5: Comparison of Turin’s performance against its European peers across all global and
Torinese workers and families returning Europe-wide indexes, 2012–2014 vs. 2015–2017
e city centre, served by a more integrated
opolitan rail service.
Lyon
Glasgow
n today and its performance in global
chmarks Stuttgart
y, Turin hosts a diversified economy with Liverpool
ally competitive firms in aerospace, Rotterdam
motive, design, information technology, Malmo
ife sciences, underpinned by strong Bilbao Turin’s relative decline
rammes to boost research and in indexes performance
Turin vs. peers since 2014
lopment, and entrepreneurship. The city’s 2012-2014
Lille
omic size and gross domestic product 2015-2017
apita place it in a peer group of third-tier Newcastle, UK
pean cities in transition from an industrial -1 0 1
omy to an innovation economy – a group Note: Data are derived from a sample of 300 indexes, calculated using a CODOGOTM algorithm based on the common
ncludes Rotterdam, Glasgow, Lyon, ELO ratings system.
Bilbao.
19
Figure 6: Five areas of strength and challenge for Turin in global benchmarks, 2016 to 2017
pared with its European peers, Turin isTurin- Agglomeration
“We need real co-operation with Milan.
Collaboration is the new competition. A new
alliance is needed. The integration of the
Politecnicos would create a truly world-class
university and send an important message.”
-Research participant
20Turin - Attractiveness to talent
“Turin has huge geographic
advantages – in terms of its
hinterland, its mountains,
wine, the sea, its family-
friendliness. It is one of the
best locations in Europe. This
is not adequately exploited
and marketed.”
- Research participant
21Turin recommendations
Governance framework Competitive climate
• Civic and business leadership to create a new • Build on the promise of its social innovation
positive story about the city and its future ecosystem to address local challenges
• Proceed with sustainable infrastructure • Expand access to opportunity across the whole
initiatives income and skills spectrum
Agglomeration Attractiveness to talent
• Smarter co-operation with Milan with a • A clearer offer to entrepreneurs and growth firms
competitive mindset, to play a clearer set of and a value proposition for venture capital to
role complementary to Milan retain more talent
• Become a leader and innovator in automated • Reinventing the city as an enjoyable and well
vehicles, battery storage, integrated transport serviced location
technology and IT systems, by expanding its • Enhance quality of life
role in advanced mobility technology • Need to align with social priorities of current city
administration
• Use well-located, reusable and affordable
industrial space to accommodate creative and
innovative activities 22Conclusions
• Cities are at the centre of
attention
• Vision and leadership are key
• Collaborate to compete!
23Thank you
http://europe.uli.org/research/
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