Day-to-Day Exception, and Crisis Management. It also provides insights through the analysis of diverse aggregated data sets to produce information for better planning and policy making. The ICCC is intended to aggregate information through various applications and sensors distributed across the region and then provide actionable information with sufficient representation for decision-making. Although few cities have begun implementing ICCC with necessary software, networks, and sensors under the Smart Cities Mission, they are at different stages of maturity as far as informed decision-making is concerned [19]. As these ICCCs are introduced, it is imperative to assess the sophistication of productivity using a common methodology across the world ensuring that improvements made by cities can provide sufficient benefits for cities and people in the future.
While few cities have begun to deploy ICCCs with the necessary software, networks, and sensors under the Smart Cities Mission, they are at different stages when it comes to informed decision-making. As these ICCCs are introduced, it is imperative to assess the sophistication of productivity using a common methodology across the world ensuring that improvements made by cities can provide sufficient benefits for cities and people in the future. The purpose of this evaluation system is to provide communities with a do-it-yourself toolkit to measure the maturity and efficacy of the Centralized Command and Control Center in municipal operations management, day-to-day emergency management, crisis management, preparation, and policy-making.
It is envisaged that the ICCCs would be the brain of metropolitan service, exception handling, and crisis management [19, 20]. Figure 1.6 shows the smart city control flow for command and control centers. Sensors and edge devices can collect and produce real-time data from different services such as water, waste management, electricity, accessibility, the urban environment, education, health, and safety.
Figure 1.6 Smart city control flow for command and control centers.
The ICCC used to the following:
1 Enhanced understanding of circumstances by providing information through sensor deployment across the city for civic officials through urban functions.
2 Standardizing urban response protocol by developing modern protocols for repeated incidents, complaints, and requirement scenarios.
3 Strengthen cooperation inside and beyond various agencies local urban bodies and municipal authorities.
4 Institutionalization of daily activities decision-making guided by evidence and in the case of a crises around the city level—from the owners to the city managers.
5 Engaging on-site service workers in dealing with social concerns and residents’ complaints.
1.6 Heritage of Culture Based on Modern Advancement
India’s growth mechanism has been affected, in part, by the transnationalization of capital within the global economy, which has enabled the deployment of capital and labor within India by both foreign financing institutions (e.g., the World Bank) and private multinational companies (e.g., Union Carbide). In order to sustain capital-intensive modes of industrial and agricultural production, the Indian economy depends on foreign technology and finance [23]. As a result, the Indian state has accrued a huge foreign debt with both the US and the USSR and has encouraged a phase of growth that has a significant effect on the relationship within its borders between the state and the different indigenous cultures.
The state is not an individual fact, of course. It is composed of organizations tied, in turn, to the international economy. Therefore, amid some external financial and technical dependency, the dominant classes of India’s state capitalist system, namely, the bureaucratic elite and the governing alliance of the national bourgeoisie (large private enterprise), the army, wealthy peasant farmers, small traders, and money lenders, are steering indigenous production in India.
Western models of production, growth, and transformation, which in part view rural development as an issue of sectoral development based on an industrial urban economy, have profoundly shaped the ideological paradigm of development embraced by the state. India has been subject to a modernization phase that has already evolved in the West due to its reliance on international technologies and finance and its acceptance of western growth models.
An unjust cultural exchange that emphasizes Western traditions and devalues indigenous forms of knowledge has preceded the unequal economic exchange that occurs between industrialized capitalist states and developing nations. In the emphasis put on modernity within the development phase in India, this Western bias is evident [24]; it equates modern scientific rationality and technology with an effective process of development and devalues non-modern societies and their conventional information structures.
1.7 Funding and Business Models to Leverage
The business model is a very new term, and even though it is commonly debated, there is a lack of a common description. A business model defines the reasoning for creating, providing, and capturing value (economic, social, cultural, and other sources of value) through an entity. A business model concerns “the design of goods, facilities, and knowledge flows”, one of the most commonly known concepts derives from. This definition considers players, functions, market potential, and revenue streams. Four elements and positions, the meaning proposal, are in the middle of the business model structure or “canvas”. While multiple value ideas could be put forward, business models can be ranked in five different trends according to the following:
Business models unbundling, which could be used by organizations carrying out these three basic business types: customer relations; product innovation and infrastructure enterprises (e.g., private banking).
The long tail business model where an organization is seeking to sell less for more. This paradigm can be solved by selling a diverse variety of specialty items, each of which sells relatively infrequently (i.e., LEGO).
Multi-sided networks, which put together two or more separate but interdependent classes of consumers (i.e., video console manufacturers).
Free market model consistently rewards at least one large consumer group from a free-of-charge deal (i.e., mobile phone operators).
1.7.1 Fundings
Web-based market models match the trends described above. These findings suggest that the open pattern “conquers” web-based models, though there are still unbundling instances. Except in web-based situations, contemporary business models remain and the city acts as a direct information and service provider to its residents and businesses, on the other side, published on different smart city market models. While market models are not to be followed in public institutions (i.e., Masdar and Gdansk) [24], even in these ways the municipality uses smart cities to draw tourists, inhabitants, and investment. These studies also named members to two contemporary business model classes:
1 E-Service market model.
2 Openness in ownership of the private enterprise and the ICT network.
A specific provider (or stakeholder groups) was treated as provided in each service category. The network owner creates value for people and businesses. A significant result of this assignment process is the appointment of business model trends
