As urban governments adopt smart city strategies for delivering services, the need to understand how – and in whose interests - these strategies are formed is imperative. The selection of smart city verticals (or areas of focus for smart city programmes) within processes of urban governance has implications for which aspects of the urban agenda become prioritised. Through a study of seven UK smart cities, the paper investigates the framing of city problems, selection of smart verticals, and decision-making logics. The findings highlight that the selection of smart city verticals within the case study cities is rooted in four key considerations: challenges in service delivery, pragmatism, entrepreneurialism, and broader national and global events and policy agendas. These considerations transcend different spatial scales and governance arrangements, raising questions around democratic accountability and transparency. The study concludes that caution is warranted when framing smart cities as a solution to city problems