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Walking to work

Fifteen-minutes cities. How urban planning has been misconstrued as authoritarian overreach

June 4, 2025

8 min read

June 4, 2025

8 min read

Photo: Dreamstime.

It all sounds appealingly straightforward: design neighbourhoods where residents can reach everything they need—work, shops, schools, healthcare, parks—within a 15-minute walk or bicycle ride from their homes.  

However, this seemingly innocuous urban planning principle has become the subject of heated protests, conspiracy theories, and parliamentary debates. Critics have branded it everything from ‘urban incarceration’ to a ‘climate lockdown’ designed to restrict personal freedoms.  

The 15-minute city represents a return to traditional urban design principles that prioritised proximity and walkability long before the motor care reshaped our cities. Indeed, the blueprint for the 15-minute city has been around for centuries. Older neighbourhoods across the globe, made for pedestrians, have long been structured so that basic urban necessities are a short distance from homes.  

What makes the concept novel is not its principles, but its systematic application to address 21st century challenges: climate change, air pollution, social isolation, and the mounting costs—financial, environmental, and personal—of car dependency. 

The professor’s vision 

The modern incarnation of the 15-minute city was conceived by Carlos Moreno, who introduced the concept as a framework for combating greenhouse gas emissions in 2016. He published a book outlining the concept in further detail last year. 

A Franco-Colombian scientist and professor at the Université Paris 1 Panthéon-Sorbonne, Moreno drew inspiration from the legendary urbanist Jane Jacobs, whose writings championed mixed-use, walkable neighbourhoods. 

Moreno’s model gained prominence with its electoral advancement by Paris Mayor Anne Hidalgo (first elected in 2014) within her ‘living smart city’ initiative called the ‘Ville du quart d’heure’. The concept advocates for human-centred urbanism, where essential services and opportunities are deliberately positioned to enhance accessibility. 

Moreno’s framework rests on six essential functions that residents should be able to access within 15 minutes of their homes: living, working, supplying (shopping), caring (healthcare), learning (education), and enjoying (leisure and culture). The 15-minute city relies on seven basic principles of human-scale urban design, density, diversity, flexibility, proximity, digitalisation, and connectivity. 

Paris: Proof of concept 

Paris has become the world’s most prominent test case for the 15-minute city model. Mayor Hidalgo’s office seized the moment to take the first step in creating a 15-Minute City and expand an ambitious set of reforms during the first wave of Covid-19 lockdowns in 2020. The transformation has been dramatic and measurable. 

The city has implemented a comprehensive portfolio of interventions. Following pilots in three Parisian districts between 2017-19, the first measures included opening schoolyards on weekends, converting single use buildings to mixed uses, pedestrianising school streets, and helping local shops with rent affordability.  

Larger infrastructure projects followed, including 60 kilometres of new bike lanes in the short term above the busiest Metro routes. This comes on top of the 300 kilometres of new bike lanes built across Paris in her first term in office. 

The results have been encouraging. Last summer there were more bikes than cars on many major boulevards. Air quality improvements are set to be substantial. The quarter-hour city could therefore reduce a serious problem plaguing many Parisians: the pollution that kills 3,000 people a year, largely caused by motor traffic. 

Residents have largely, although not entirely, embraced the changes. The programme has also pioneered new forms of democratic participation. In 2021, it also made available a ‘participatory budget’ of 75 million euros that residents can allocate to crowdsourced projects and vote on. 

A man walks with his bicycle past a shared bike station, illustrating urban planning that supports walking and cycling.
Photo: Dreamstime.

Reclaiming the streets 

Barcelona has pursued a parallel approach through its innovative ‘superblocks’ programme. When architect Salvador Rueda first proposed the concept of superblocks in 1987, he called them ‘super-manzanas’. The concept groups nine city blocks together and restricts through traffic to the perimeter, creating car-free or low-traffic zones in the interior where pedestrians and cyclists take priority. 

In 2016, Barcelona started creating ‘superblocks’ that are transforming life in the affected neighbourhoods. Outside the superblocks, the city’s normal through traffic is accommodated on streets with a maximum speed of 50km/h. Within the superblocks, cars are banned or restricted to 20km/h, priority is given to walking and cycling, and open space is reclaimed or created from parking. 

The benefits have been substantial. The economic effects of transforming the existing urban blocks are also impressive, estimated at 1.7 billion euros a year. This benefit mainly comes from increased life expectancy, a 20per cent reduction in premature mortality and a 13per cent reduction in overall burden of disease.  

The Barcelona Superblocks were estimated to help reduce harmful environmental exposures (such as air pollution, noise, and heat) while simultaneously increasing physical activity levels and access to green space, thereby providing substantial health benefits. 

The programme’s ambitions are sweeping: the plan is to introduce 503 of them across the entire city by 2030. More than 250 cities have since shown an interest in the Barcelona Model and several have implemented measures that are directly related to it, including some neighbourhoods of Bogotá, the Supergrätzl neighbourhood in Vienna and the large Superblock in Rotterdam, as well as Park Blocks in Los Angeles and Kiezblocks of Berlin. 

The conspiracy theory problem 

Despite these promising real-world examples, the 15-minute city has become entangled in a web of conspiracy theories. Type ‘15-minute cities’ into social media and be prepared for a barrage of claims the idea will usher in dystopia, people will be fined for leaving their ‘designated zone’ or that the idea is little more than ‘urban incarceration’. 

The conspiracy theories centre on the false claim that 15-minute cities would restrict residents’ movement beyond their neighbourhood boundaries. Conservatives and conspiracy theorists are increasingly convinced the concept of a 15-minute city is the latest nefarious plot to curtail individual freedoms.  

Conspiracy theories around 15-minute cities see a secret plot behind the proposals to place draconian restrictions on the movement of citizens. 

The misunderstanding appears to stem from conflating the 15-minute city concept with unrelated traffic management measures. Oxford in the UK has become a flashpoint, in part, because its traffic filtering plan has been conflated with a separate proposal in the city to create 15-minute cities, the main focus of the conspiracy theorists’ ire. 

A narrow street between old buildings with a ruined castle wall in the background, a classic example of traditional urban design.
Photo: Dreamstime.

Reality check 

The accusations fall apart under any real scrutiny. No 15-minute city proposal anywhere in the world restricts residents’ movement or imposes fines for travelling beyond neighbourhood boundaries. The concept is about increasing options, not limiting them. Indeed, the 15-minute city is about increasing personal liberty and access, not restricting freedom. 

The conspiracy—and the fact that it has found fertile ground amongst conservatives—is particularly ironic given that 15-minute cities represent a return to traditional urban design.  

The historic development of cities such as London, Paris, Philadelphia and San Francisco demonstrates that the concept is rooted in planning concepts dating back nearly two centuries. The concept underpinning Ebenezer Howard’s Gardens Cities of To-morrow, published in 1902, continued through the idea of the neighbourhood unit, which was introduced by urban planner Clarence Perry in the 1920s as an attempt to design self-contained neighbourhoods as cities began to industrialise. 

What changed everything was the rise of the car and post-war suburban development patterns. Cities began to expand outward and decentralise, making certain amenities much harder to reach without a car.  

Throughout the 20th century this urban sprawl led to the construction of new car-centric neighbourhoods in and around many urban centres. 

Valid criticism 

Nevertheless, legitimate concerns about 15-minute cities do exist. In a paper published in the journal Sustainability, Georgia Pozoukidou and Zoi Chatziyiannaki write that the creation of dense, walkable urban cores often leads to gentrification or displacement of lower-income residents to outlying neighbourhoods due to rising property values. 

To counteract this, the authors argue for affordable housing provisions to be integral with 15-minute city policies. 

Implementation also faces practical challenges. However, there are still challenges in planning around the traces of the existing zoning in the urban fabric.  

Urban sprawl and suburbs exhibit a wholly distinct set of issues and demands. The reliance on population-wide conventions, such as gait speed, to estimate the buffer zones of accessible areas may not accurately reflect the mobility capabilities of specific population groups, like the elderly. 

The future of urban living 

The 15-minute city represents neither authoritarian control nor revolutionary transformation. It is, instead, a return to time-tested urban design principles adapted for contemporary challenges.  

The concept offers a pragmatic response to climate change, public health crises, and quality-of-life concerns that have mounting urgency as urbanisation accelerates globally. 

The controversy surrounding 15-minute cities reveals more about the world’s political moment than urban planning. In an age of climate anxiety and post-pandemic trauma, even mundane policy proposals can become lightning rods for broader fears about government overreach and personal freedom.  

However, the evidence from Paris in particular suggests that residents gain rather than lose freedom when their neighbourhoods provide convenient access to daily necessities. 

As cities worldwide grapple with the triple challenges of climate change, public health, and social equity, the 15-minute city offers a compelling vision: neighbourhoods designed for human flourishing rather than automotive convenience.  

The real restriction on freedom is not the 15-minute city, but the car-dependent sprawl that forces residents to drive everywhere, excludes those who cannot drive, and traps communities in cycles of pollution, congestion, and social isolation. 

The choice facing urban planners and policymakers is not between freedom and control, but between different models of urban life. The 15-minute city asks a simple question: Wouldn’t we all be freer if we could walk to work? 

Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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