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An additional 395 case studies are available in the case study archive.

This innovation represents Asia’s first public bus with a live green mat on top. The Green Roof Bus was developed for:

1. Awareness: To remind people of the flora and fauna that are sacrificed for dozens of new building. By using public transport, the outreach was wider and also serves to remind the public that public transport greatly reduces your carbon footprint versus owning a car.

2. Bus temperature reduction: both internal and external and in turn, reduction of fuel consumption.

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The number of traffic accidents resulting in human casualties have not shown any significant decrease in Estonia over the past ten years. While velocity is one of the factors to significantly increase the severity of the consequences, user-centric approaches also lead to the realisation that in Estonia speeding is a widely accepted social norm. An innovative approach was developed in order to test the effect of losing time, instead of money, as a potential measure to affect drivers’ behaviour.

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Cash transfers, recognized as one of the most effective tools in social protection, are expanding rapidly into the world’s poorest economies. As these programs support more of the world’s most vulnerable populations, they face growing demands to increase their effectiveness. Light touch interventions from behavioral science help make programs more adaptive to the psychological phenomena that influence beneficiaries’ decisions and actions and improve outcomes at little additional cost.

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In order to respond to the surge in unprecedented pandemic of COVID-19, Korean government swiftly developed the Epidemiological Investigation System based on Smart City Data Hub technology. It is designed to help officials quickly trace transmission routes and places through real-time data analysis such as mobile information. This system reduced the time for investigation from 24 hours to less than 10 minutes, enabling the containment of the pandemic in early stage and effective quarantine.

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This is an account of how managers became enthused and took responsibility for leading change and co-creating it with their staff within the Planning service. The approach they took was in stark contrast with their standard and legislative based thinking and obvious digital solutions. They incorporated new management behaviours and team working. Waste was dramatically cut, and the staff environment created a highly motivating culture. The impact of the customers needs was profound.

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