2007 09 24 Didw


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Opening keynote at Digital ID World in San Francisco

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2007 09 24 Didw

  1. 1. Managing the Decentralization of Identity <ul><li>— The VRM Revolution — </li></ul><ul><li>(Thank you, Phil!) </li></ul>
  2. 2. Let’s say we all get Identity worked out. <ul><li>For what is all this necessary but insufficient? </li></ul>
  3. 3. We’ve got identity worked out. Now what? <ul><li>We pick up the gauntlet thrown down by Chris Locke in 1999: </li></ul>
  4. 4. How do we deal with human beings whose reach exceeds our grasp? <ul><li>We take the axes out of our own heads. </li></ul><ul><li>This is us: </li></ul>
  5. 5. To de-axe our heads, we take the wayback machine to Alvin Toffler in 1980: <ul><li>” The Industrial Age…violently split apart two aspects of our lives that had always been one... production and consumption... </li></ul><ul><li>In so doing, it drove a giant invisible wedge into our economy, our psyches ... </li></ul><ul><li>it ripped apart the underlying unity of society, creating a way of life filled with economic tension.&quot; </li></ul>
  6. 6. The tension is between control and freedom. Between dependence and independence. <ul><li>We have to stop thinking of business as a way to imprison customers. </li></ul><ul><li>We have to stop thinking about lock-in as the best form of leverage with customers. </li></ul>
  7. 7. What does identity have to do with independence? <ul><li>Nothing, unless we use it to build the opposite of a prison. </li></ul><ul><li>Namely a real public marketplace. </li></ul><ul><li>Not just a bigger/better collection of private ones. </li></ul>
  8. 8. Clue: Private “social networks” do not make a marketplace. <ul><li>This isn’t a market. </li></ul><ul><li>It’s a highly managed walled garden. </li></ul>
  9. 9. Markets are what? <ul><li>And relationships are the frontier. </li></ul><ul><li>They’re what the information age is about. </li></ul><ul><li>They’re what remove the axes from our heads. </li></ul>
  10. 10. To be in a relationship you have to be… What? <ul><li>Trustworthy </li></ul><ul><li>Loyal </li></ul><ul><li>Caring </li></ul><ul><li>Interested </li></ul><ul><li>Helpful </li></ul><ul><li>Courteous… </li></ul><ul><li>Sound familiar? </li></ul>It’s the Boy Scout’s Law!
  11. 11. Scouting rules aren’t bad for a marketplace. <ul><li>Scout’s Law — </li></ul><ul><li>A Scout is: </li></ul><ul><li>Trustworthy </li></ul><ul><li>Loyal </li></ul><ul><li>Helpful </li></ul><ul><li>Friendly </li></ul><ul><li>Courteous </li></ul><ul><li>Kind </li></ul><ul><li>Obedient </li></ul><ul><li>Cheerful </li></ul><ul><li>Thrifty </li></ul><ul><li>Brave </li></ul><ul><li>Clean, and </li></ul><ul><li>Reverent.” </li></ul><ul><li>Scout Motto: </li></ul><ul><li>Be Prepared! </li></ul><ul><li>Scout Slogan: </li></ul><ul><li>Do a Good Turn Daily! </li></ul>
  12. 12. What if sellers were good scouts? <ul><li>Scout’s Law — </li></ul><ul><li>A Scout is: </li></ul><ul><li>Trustworthy </li></ul><ul><li>Loyal </li></ul><ul><li>Helpful </li></ul><ul><li>Friendly </li></ul><ul><li>Courteous </li></ul><ul><li>Kind </li></ul><ul><li>Obedient </li></ul><ul><li>Cheerful </li></ul><ul><li>Thrifty </li></ul><ul><li>Brave </li></ul><ul><li>Clean, and </li></ul><ul><li>Reverent.” </li></ul><ul><li>Scout Motto: </li></ul><ul><li>Be Prepared! </li></ul><ul><li>Scout Slogan: </li></ul><ul><li>Do a Good Turn Daily! </li></ul>
  13. 13. Of course we tend to see businesses as creatures other than boy scouts. <ul><li>Or at least we used to. </li></ul>
  14. 14. The habitat looks a little different in the networked world. <ul><li>“ I used to wrestle with alligators. Then I got nibbled to death by guppies.” — Lou Cole, former MIS director, 1986 </li></ul>
  15. 15. “ Somewhere along the line, we confused going to work with building a fort.” — David Weinberger <ul><li>Strip away the financial jibber-jabber and the management corpo-speak, and here’s our fundamental image of business: </li></ul><ul><li>It’s in an imposing office building that towers over the landscape. </li></ul><ul><li>Inside is everything we need. </li></ul><ul><li>That’s good because the outside is dangerous. </li></ul><ul><li>This fort is, at its heart, a place apart. We report there every morning and spend the next eight, ten, or twelve hours inaccessible to the &quot;real&quot; world. </li></ul><ul><li>Yet… </li></ul>
  16. 16. Since the PC, we’ve been watching Drucker proven right. <ul><li>Corporations are human communities. </li></ul><ul><li>Managemernt is like conducting an orchestra. </li></ul><ul><li>Business exists to make customers and employ people, not just to make a profit. </li></ul><ul><li>Workers are assets, not costs. </li></ul><ul><li>Healthy organizations rely on everybody learning. </li></ul><ul><li>The modern corporation is barely more than a century old, and still not a proven form of business life. </li></ul><ul><li>The primary advantages of a large corporation — access to captital, global communications reach, providing benefits to workers — are eroding away. </li></ul>
  17. 17. We’ve been quoting Drucker but inside companies rather than outside them. <ul><li>Business is “other people’s money” </li></ul><ul><li>In a period of upheaeaval, change is the norm. </li></ul><ul><li>Knowledge has to be improved, challenged, and increased constantly, or it vanishes. </li></ul><ul><li>Making good decisions is a crucial skill at every level. </li></ul><ul><li>Management by objective works - if you know the objectives. Ninety percent of the time you don't. </li></ul><ul><li>Management is doing things right; leadership is doing the right things. </li></ul><ul><li>Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake. </li></ul><ul><li>Most of what we call management consists of making it difficult for people to get their work done. </li></ul><ul><li>So much of what we call management consists in making it difficult for people to work. </li></ul><ul><li>The best way to predict the future is to create it. </li></ul><ul><li>The most important thing in communication is hearing what isn't said. </li></ul><ul><li>The purpose of a business is to create and keep a customer. </li></ul><ul><li>There is nothing so useless as doing efficiently that which should not be done at all. </li></ul><ul><li>We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn. </li></ul>
  18. 18. The customer needs to take the lead. <ul><li>Because the customer is the other person with the money. </li></ul>
  19. 19. How can the customer take the lead? <ul><li>With tools that make each of us both independent of sellers… </li></ul><ul><li>And better able to relate to sellers. </li></ul><ul><li>Are these (and others I insult by not finding their logos) those tools? </li></ul><ul><li>Will these make sellers into good scouts? </li></ul>
  20. 20. For the customers to relate, they’ll need to be independent of CRM jails <ul><li>Because CRM — “Customer” “Relationship” “Management” — isn’t about management of the Drucker sort. </li></ul><ul><li>It’s about control. </li></ul>
  21. 21. Independence isn’t about “power”. <ul><li>As Neo said to the architect, </li></ul><ul><li>It’s about choice. </li></ul>
  22. 22. The customer needs to be the Point of Integration <ul><li>Making the customer the point of integration </li></ul><ul><li>Will give CRM systems something real to relate to. </li></ul>
  23. 23. VRM is the customer’s RM, for vendors. Not of vendors. Key difference. <ul><li>It’s what humanizes sellers AND buyers. </li></ul><ul><li>It’s what turns Fort Business into whatever works better in real markets… </li></ul><ul><li>Where sellers and buyers are both human. Again. </li></ul>CRM VRM
  24. 24. VRM doesn’t exist yet. But it will. <ul><li>There’s a project of the Berkman Center for Internet & Society at the Harvard Law School. </li></ul><ul><li>See http://projectvrm.org . </li></ul><ul><li>We have a community, a wiki, a blog, conference calls… </li></ul><ul><li>It grew out of this community. </li></ul>
  25. 25. A few use cases… <ul><li>Fixing raising support of (and market involvment with) public broadcasting. Especially radio. </li></ul><ul><li>Putting patients in control of their own health care data. </li></ul><ul><li>Putting travellers in control of offerings that might come their way. </li></ul><ul><li>Helping telcos and cablecos find benefits to incumbency other than customer control. </li></ul><ul><li>Removing guesswork from retailing (and, in the process, killing off unnecessary advertising) </li></ul><ul><li>Making messaging relationship-based. </li></ul>
  26. 26. Let’s talk.