Kudos to the Canadian Government – NRCAN – for trying to get an clearer understanding of the economic significance and industry status of geospatial data products, technologies and professional services industry. http://www.nrcan.gc.ca/earth-sciences/geomatics/canadas-spatial-data-infrastructure/cgdi-initiatives/canadian-geomatics-0. The Boston Consulting Group (BCG) produced a somewhat similar economic impact assessment for the United States in April 2013. http://geospatial.blogs.com/geospatial/2013/04/contribution-of-geospatial-services-to-the-united-states-economy.html
We geo-bigots working to support the public sector intuitively and intellectually realize geospatial’s potential value and are continuously frustrated by our lack of collective ability and capacity to make its implementation more immediate, simpler and more powerful. While these macro- economic pictures are interesting and useful they do not seem to influence the micro government decision making capacities. The BCG report “cautions that to continue this growth will require sustained public- and private-sector cooperation and partnership, open policies governing collection and dissemination of location-based data and increased technical education and training at all level”.
The intent of the US Federal Geographic Data Committee (FGDC) “GeoPlatform” and Canada’s FGP, if supported by the proper policies and data management practices could simplify the data quality and acquisition challenges resident in our hyper-federated geospatial data environment. Ironically, in the emerging and soon to be overwhelming information and knowledge based economy we are still struggling to manage data content. Geospatial will not, break into the program and mission operations until the business leadership fundamentally adopts information centered performance objectives as a part of their organizational culture.
Geospatial has always been an obtuse concept to classify, evaluate or pigeonhole into a nice neat framework let alone determine its national economic value. For similar reasons, within the US Federal government, “geospatial” has struggled to find an organizational position that would enable its potential value to be maximized. This is partly due to data structure complexity resulting from its form, resolution, temporal range, scale, geometry or accuracy qualities have created an artificial “boundary” and organizations are having are hard time navigating out of. At least until the “director” sees the “map” or the “picture’ and then it is the silver bullet.
Here at Xentity, we want to start to frame the discussion about how to exploit Geospatial Value at the micro or organizational level and begin to guide our customers to sustained geospatially driven business improvements. Our initial cut at how to break the field down is found in the diagram. How can this be improved upon?