Imagine an invention that deliberately wasted resources. Maybe a car that burns oil just to create smoke that is easy to see or an electric light that uses twice as much energy to avoid burning out. That’s exactly what blockchain is doing, consuming large amounts of electricity for no purpose other than making fraud prohibitively expensive.
I recently had the privilege of collaborating with my colleagues from the Australian Deloitte Centre for the Edge on a report looking into distributed ledgers and the blockchain technology. Reading the result, it is striking how far we still have to go to invent our digital business future.
As a quick reminder, blockchain is a technology to support the exchange of value or contracts in an environment where anonymity is important and no one is to be trusted. The best known application of blockchain is in the exchange of Bitcoins, a virtual currency.
Business models for the future
In recent years, all of the talk of digital business has been the creation of new platforms as the success stories, like Uber, Airbnb and Amazon, wield increasing power and value. Of course, platforms aren’t new, banks and credit card providers have long played this role in our financial services sector.
One of the big questions for the future of the internet is whether we want to see more platforms with trusted parties or do we assume the worst of everyone and “trust no-one”. The potential advantage of moving away from platforms is the “democratisation” of business.
Instinctively, there is a lot to like about democratising business and taking the power away from a few platforms. The problem is that such a move comes with a tremendous cost. There are good reasons why consumers tend to gravitate towards these providers who have scale, even when it might not align to their view of an ideal world.
The downside of blockchain
There are usually good reasons to be worried when any technology is over hyped and this has never been truer than with the excitement that currently surrounds blockchain. There are two fundamental challenges that are particularly worthy of highlighting:
The first is that it relies heavily on the cost of electricity and use of computing resources to protect against fraud. Don’t be fooled, blockchain can be hacked allowing fraudsters to gain access to the payload. The most common payload of blockchain, and the product with which it is synonymous, is Bitcoin. The safeguard on the payload isn’t that it can’t be defeated but rather that the cost of fraud in electricity and computing resources is higher than the payoff.
Motivating anonymous participants, “miners” to expend computing resources sits at the heart of Satoshi Nakamoto’s clever invention of blockchain. Of course, Satoshi Nakamoto is a pseudonym with the real author or authors choosing to keep their identity a secret.
Christopher Malmo, writing on the Motherboard site estimates that each Bitcoin transaction uses the same amount of electricity as 1.57 households in a 24 hour period. That is not a function of the immaturity of the technology, it is a feature that protects transactions from fraud.
The second issue facing blockchain is that far from being open, it is the ultimate closed system. While no-one takes ownership of the data, it is deliberately encrypted in such a way as to make transaction details virtually unavailable for aggregation. That means many of the advantages that platforms provide are simply unachievable using an approach such as blockchain. Some of the platform capabilities that are lost include recommendation engines, transaction aggregation and fraud detection.
Potential roles for blockchain
Despite these challenges, blockchain is an incredibly clever solution. The challenge is finding the problem that it best solves.
Faced with the issue of openness or processing overhead, some organisations exploring blockchain have looked at closed communities where there exists a level of trust between the participants. This approach will allow some of the overheads to be reduced and models to be devised to share transaction information. The problem, however, is that once there exists at least some trust in the network it is likely that a platform model will provide greater functionality at a lower cost and complexity.
The strength of the technology comes in low volume, high value environments where no-one is able to be trusted and there are complex rules. This challenge exists when managing assets of many kinds in jurisdictions where there is little trust in the integrity of government or other holders of records. A related opportunity for blockchain may also be to support the trading of new types of assets where there isn’t yet regulatory support.
Maybe the future of blockchain is as a bridging technology while a community waits for a trusted platform.
Is it just me or has the world gone mad for startups and writing software? Don’t get me wrong, I am a big fan of startups and all that they bring to the economy. However, if you read the business papers or listen to investors you’d be forgiven for thinking that they are responsible for all the great innovations of the world.
Even the definition of startups is controversial. In general, investors expect them to focus on things (usually technological) that can be massively scaled. So many businesses calling themselves startups just turn into small businesses that serve a local region with a specific service or product. And these are the lucky ones, with the vast majority just disappearing within a few short years.
One of the reasons people put a priority on startups is the observation that the Global 2000, Fortune 500, or any other listing of businesses, changes every few decades. What is seldom recognised is that for every Microsoft, Google or Apple there are hundreds of other companies in the lists that are simply mergers or spinoffs of existing businesses.
Even established companies are deciding that it is fashionable to get out of their core businesses and become software companies. Whether it is professional services, engineering or retail, there is a strong push to be more like a startup and to work like a software company.
The greatest opportunities of the 2020s are likely to emerge from some of the exciting technologies that are appearing in fields such as robotics, materials science, autonomous vehicles, machine intelligence and genetics. All of these require greater lead times and research than can be invested by the vast majority of internet startups who are trying to be the next big thing by linking communities and tagging social media.
Like the gold rushes of the nineteenth century, when professionals abandoned their vocations for the chance at quick riches, too many companies seem to be willing to abandon their core for the riches of the Internet. The reality is that the majority of these ventures will have the same experience as their nineteenth century forebears.
What the best businesses are doing is looking again at their “core”, that is what makes them unique. For these businesses, it isn’t about turning themselves into software companies, rather it is about understanding their strengths and then using these to contribute to the evolution of key technologies.
If a company is brilliant at engineering, it is unlikely that they will translate into being a social media business but they can invent brilliant new products in these new fields using their existing capabilities that will appeal to a new generation of clients. Real advances come from building on each business’s core rather than turning their back on what made them great and moving to the new cool thing.
Startups play an important role in our economies as they come up with step-change business ideas in sectors that are resistant to evolution or competition. However, if all innovation incentives are directed to this sector, the economy begins to resemble a roulette wheel. The high failure rate of startups is a feature not a problem as they take on risk that established business wouldn’t consider. However, the bulk of wealth isn’t generated by the high risk/high return nature of startup gambles.
Small business is the bedrock of employment in most economies. The policies that will support the development of solid small to medium businesses are very different to those that are needed by genuine startups. Similarly, large long-term investments are best made by big businesses that require very different government incentives again.
We risk repeating the turn-of-the-century dot com bubble. Government policies and investors are leaning towards quick wins and looking for internet startups to take their money. Yet, the bubble always bursts and only a tiny fraction of these businesses, or their ideas, survive. The vast majority of the growth, wealth and advancement of society will come through the success and innovation of existing companies.
Let’s think about the big wins for society in both new technologies and support for jobs. Let’s then balance our policies to encourage the right mixture of software focused startups, small business jobs and big business investment in future technologies. Let’s also encourage a culture where each builds on their core rather than trying to be something that they’re not.
Change is the lifeblood of organisations. It is essential in our products, technology, organisational models and every aspect of how we work and produce for the benefit of our stakeholders and ourselves. Everyone can think of organisations that failed to change quickly enough, perhaps the best example being Kodak.
The virtual shelves are full of books written through the eyes of the executive who is trying to make change happen. In almost every case, the assumption is that the change proposed is the right one and that anyone opposing change is a negative for the business. The persona of the obstacle is all too often an aging middle manager who is stuck in their ways and unwilling to embrace modernity.
Everyone is keen to denounce doubters of new ideas as being stuck in their ways. However, few also point to all of those bad ideas that weren’t guiding the organisation to a better future but rather were just genuinely bad ideas! Maybe if there had been a few more obstacles to change we might still have companies like Pan Am and HIH in Australia.
How do you know whether someone’s objection to change is recalcitrance and when it is a genuine insight that the change is a bad one?
Everyone is capable of producing ideas but most great ideas are recognised only after they are tested in the crucible of the real world. No one, regardless of how smart they are, comes up with something brilliant every time. For every “hit” there are multiple “misses” which looked just as good when written down but fail the same real world test. While the best leaders are better than most at recognising the hits and misses, no one is able to spot them all.
It sounds obvious, but it is important to seek feedback from others no matter how confident you are in the approach you want to take. It doesn’t matter if it is an organisation structure, new product or a marketing campaign.
Feedback may not come from the obvious places and the challenge is to look for it from people who have insight into unintended consequences. This is more important than ever as our organisations and products have become more complex. I’ve looked before at why our organisations don’t operate the way we expect when I asked why I aren’t I working a four hour day. I’ve also suggested that it is important to make simplicity a goal in its own right, but recognise that it is a goal that will never be reached (see Trading your way to IT simplicity).
Testing the ideas
Beyond feedback, there are two ways that a leader can test their ideas. The first is by evidence and the second is by debate.
Testing by evidence requires rigour. While it is tempting to make the available data fit the hypothesis, it really only works if an experiment is designed in advance with two distinct outcomes, the status quo (or “null hypothesis”) and the alternative which represents the proposed change.
In almost every case of business transformation, new product or investment, it is hard to define experiments. The advice that has come through observing companies like Netflix and Capital One is that investing in designing tests is extremely effective no matter how difficult it seems.
Another method that leaders can apply is the running of short, sharp, debates. Recruit six candidates from a variety of backgrounds and randomly assign them to argue for and against the proposal. The debates work best with an enthusiastic audience who are instructed to vote for the best argued position (and not just for the idea they like). Of course, the strongest arguments are usually based on the best available data!
A great leader will listen to feedback and be prepared to walk away from change that doesn’t stand up to testing or debate. When these leaders do commit to change, they are seen to have taken a considered approach and will not only lead their organisations further but they will keep them at their destination for longer.
It’s time to set some principles to support the choices you are making for your personal digital architecture. This second instalment of digital foundations will help you extend your architecture to protect your digital content and assets.
In the first instalment of My digital foundations we established a foundation identity and managed the passwords that are ubiquitous to our digital lives. Now we can build on this identity and start to manage our content.
Everyone talks about the cloud. This is really no more than moving your data to someone else’s servers and accessing the content through the Internet. The advantages of using the cloud are just as applicable to all our digital lives as it for the organisations that you work for or with.
Moving to the cloud does not mean that content isn’t also being stored locally. It does mean, however, that all content is stored remotely and sometimes replicated locally. The best three examples of content to make sure are properly in the cloud are the files you keep in folders, your digital media (sometimes in folders and sometimes within a media app) and your email.
You also want to ensure that precious digital content is not exposed to a single hit attack. You may be feeling particularly secure because your lifetime of photos is sitting on a cloud drive, secure both on the hard drives of your computer and the server of your provider. Imagine, however, what happens if you get attacked by malware that locks or otherwise scrambles your hard drive (or even just a family member hitting “delete”). Before you know it, the server copy has also been lost or scrambled.
Some cloud services offer version history, which would be a fall-back. A better alternative is to have a physical copy of precious content as well as the cloud version. The physical copy can sit in any location while the virtual copies are protected by the cloud.
Cloud drives and digital media
One of the most important services in your digital life is your cloud drive. There is a plethora of options out there (for example, see Wikipedia’s list of file hosting options).
While most providers do not allow you to have more than one account connected to your device, they do generally allow each account to share folders. For this reason, don’t be tempted to log into the service from work and home using the same account, rather create separate accounts and then share appropriate folders. A similar approach should be applied to each member of your family by creating family folders.
Managing photos and digital media is more complex. Many people are simply overwhelmed by the complexity of downloading the photos and videos from their smartphone. Worse, even if you do work it out, the providers are constantly changing and the approach that works today may not be available tomorrow. It is worth investigating options for cloud based photo and video storage and the associated procedure for downloading images and videos from your device. If you want one approach that will stand the test of time, consider simply using your cloud drive as the primary home of your images and export them to your album product of choice.
The future of email remains controversial, but it is very likely that it is here to stay (see Email works too well). You should treat email like your paper correspondence (particularly as more and more of your bills and communications end-up in this form). You probably keep a file for your papers with tabs for A to Z and should consider doing something similar for your email folders.
It is also likely that you will end-up with more than one email account that you want to map to your email client. The most common mistake that people make is to leave email on their hard drive by using an email client such as Microsoft Outlook or Mozilla Thunderbird locally.
You need somewhere that you can consolidate email centrally that can also act as a webmail client and central, cloud-based, store that will be persistent for many years. Arguably services such as Yahoo!, Google and Microsoft dominate this space but they are by no means the only providers (see Comparison of webmail providers).
In My digital foundations #1 you chose such a service for your digital network administration. The decision you made then might inform this choice, but it does not have to be the same. Either way, you can choose to map that email account to this service.
With a central store, you are now free to choose an email client. Your one requirement is to ensure you use the IMAP and not POP protocol. The client should leave the email in your central consolidated store. For a list of candidates see Comparison of email clients.
In just two posts, your digital life is supported by a cloud-based network with the potential for numerous participants and elements that manage your most important content. It doesn’t take long before the network is more complex that you can easily visualise without a supporting architecture diagram.
Keeping track of the information flows and making sure that your family is safe will be the subjects covered in the next instalment of “my digital foundations”.
Companies that do acquisitions and invest in major, enterprise-wide, business transformations are more valuable in the long term. However, in the short-term it can feel like they are destroying shareholder value.
It does not take long looking at companies that have neither invested in themselves through transformation nor performed a significant refresh through acquisition to see that they tend to trend to stagnation. Many of those same organisations have tried to reverse their declines through operational efficiencies only to fall even further after a short-term bump.
Goals of transformation or acquisitions
Mergers and acquisitions can either be whole-of-company with enterprise impact (think the merger of companies like Continental and United) or they can be a targeted capability build (think Google’s acquisition of NEST). Internally initiated transformations are exactly the same.
Transformations and acquisitions are different sides of the same coin. While it is easier to see the activity around a transaction from the outside, a genuine transformation is no less disruptive. Both generate significant angst within their organisations and resistance to change is usually at its peak before the real benefits are realised.
For most changes of this significance, it is about knowing how to do something as an organisation that could not be done in the past. Typically, this new capability will result in a new class of services to the customer or bring together disparate parts of the organisation in a new or integrated way.
Either way, the key is to bring this capability together, which means integrating people, knowledge, systems and information.
Obstacles to change
People resist change, knowledge is hard to codify, employees take knowledge with them when they leave, systems are more fragile than people realise and information is more complex to integrate than anyone ever expects. The net effect is that what should be simple to implement fails to deliver the nirvana that many thought they were promised, runs way over time and usually gets cut short.
It seems, though, that the definition of whether a transformation or acquisition is claimed as a success really depends on whether the leadership that championed it is still in place. The question is then one of the causal relationship.
Arguably, the real measure of success should be whether the change takes the business towards a long-term position in whatever market that it operates. If the trend is towards specialisation then the transformation or acquisition should be deepening capability rather than broadening reach. If the trend is towards platforms (i.e., shared assets) then the change needs to take the business towards flexible business relationships.
Confidence in “winning ugly”
Many boards and exec teams say that they dread having discussions about these projects as it inevitably descends into dealing with the issues of major integration, particularly technology integration, which is running over budget and delivering a fraction of the intended benefits.
With the benefit of hindsight, many leaders admit that they would never have taken on change of the magnitude that they did, at the cost that was ultimately borne against the benefits that were formally claimed in comparison to the original business case. At the same time, these same leaders will be the first admit they are glad that they took the change on for the capability that it has created in taking the organisation towards their long-term goals.
We can conclude that this means that the formal return on investment (ROI) cases tend to focus too much on the short-term savings without adequately recognising the value of the long-term capability that is being created.
If we really want to set transactions and transformations up for success, more focus should be given in the financial business case to the benefits of the long-term future of the business and less emphasis on short-term savings. More often than not, the two are in conflict.
It’s almost impossible to live these days without a plethora of digital identities that enable us to do almost everything. Whether it be our television, gaming, social media, travel or family security, we depend on all of these things to make our lives work effectively.
Pretty quickly our homes have become as complex as almost any business of just a few years ago! Gone are the days when the most complex device in the home was the hi-fi system.
At the same time, the boundary between work and home has almost disappeared and a fragmented personal digital profile flows through to inefficiencies across our personal and professional lives.
While it might be tempting, few people have the luxury of starting their digital lives from scratch. We all have a technical legacy born of our past digital activities across technologies, family relationships and past jobs. No matter how disorganised, fragmented and out-of-control your digital life is, it is never too late to bring it back into order.
The cost of not taking stock leaves you open to security risks, complexity, fragmentation and the loss of opportunity to live the integrated promise of technology. Increasingly this means even more complexity in the relationship between our work lives and our personal technology.
Over future posts I will look at a number of aspects of our digital lives. In this instalment, I’ll tackle some of the foundations that should be put in place to bring our digital world to order.
The foundation email address
You sit at the centre of a number of circles: family, friends and work. There are a large number of systems and information that you share across all of these groups.
At the centre of your circles is an administrative email address. This email has the attribute of being the last resort for password recovery and other core account activities. It isn’t an address that you should share publically, you don’t want it compromised by excessive spam, for instance.
You could make this email address a product of your Internet Service Provider, but it is better to pick an independent and free service. The more independent of the services that you are going to use in the future, the better.
Search the internet for comparisons of the free email account services and you’ll get a range of articles comparing the benefits of each of the providers. Now is also a good time to pick a foundation name for your digital world. It isn’t necessary for this to be meaningful and it certainly shouldn’t be one that you expect your contacts to be using.
Social media identity
Next you need to have some sort of presence on the major social media sites. Privacy settings can be as tight as you want, but the purpose of these is to act as a common login credential. See Login with social media.
Social media is also the main place to manage groupings which we will talk about in future posts. These groupings come in three categories.
The first are your dependants who don’t control their own online presence, typically your children (or potentially elderly relatives). If they are under age you will create some sort of presence (but not a social media account).
The second group are those you are most closely associated with, such as your spouse or adult children. You will be inviting them to your networks but they will be in control of their own credentials.
Your third group are your very close relatives and friends with whom you regularly share content. Keep this to your immediate contacts but the techniques you use here are going to broaden out to be also your work groups that you enter and leave.
Finally, you need a password management tool. Today’s cloud services are poorly integrated and lack consistent identity management. This is a real opportunity for improvement on the Internet, hence the push towards using social media as a tool of integration. However, the goal should be that your architecture is independent of individual services and should last the distance.
There are a number of very good tools out there, just search for password management tools and compare the benefits of each. The important thing is to have a cloud-based solution that is easy to use across devices.
Having a consistent email as a foundation for managing other accounts, social media for signing-in, a defined network of relationships and a tool for managing all of the accounts you work with will set the foundation for your digital life. When I next write on this topic, we’ll build on this foundation to start describing a complete architecture for our digital lives.
Parents everywhere are wondering about the career choices that they should encourage their children to pursue. While some careers are already badly disrupted, others seem to be flying. How do you tell which activities will be valued in the decades ahead?
Depending on your country, the legal profession is a good example of the different impacts of disruption. Lawyers are not going out of business, but legal firms are experiencing unprecedented pressure on their rates. What is most interesting is that those who are dedicated to arguing in court (barristers in countries such as the UK or Australia) have the greatest success in charging a premium while those who are responsible for advising through legal processes seem to be the most affected by the downward pressure on rates.
This is a microcosm of the challenges and opportunities facing accountants, architects, technologists, management consultants and so many other professions. Disruption is no longer a theory about the future, it is with us now and the situation is getting worse for so many incumbent professions while other, often closely related, jobs seem to be immune.
There are some consistent themes to those roles that are protected and those that are most disrupted. For all of the talk of new technology, it is traditional economic principles of supply and demand which are at play, the role of the internet has been to free-up some of the friction in the system and allow these dynamics to come to the fore.
I’ve argued for a long time that the internet allows small business and individuals to compete with big companies. There are a number of mechanisms, but the most prolific is the rise of aggregation platforms. These platforms allow different groups to offer their spare or primary capacity in new and interesting ways. We are seeing this with taxis, accommodation, designers, lawyers and management consultants. New providers are appearing all of the time.
Platforms allow a number of small market participants to offer an integrated service. Drivers offer a global service through Uber and accommodation owners combine through Airbnb. Both of these are services that lend themselves to commoditisation and standardisation so will tend to reduce in unit cost. This leads us to three rules to use to determine which jobs are most at risk.
Rule #1: Commoditisation even of personal or highly technical skills
Platforms support commoditisation of otherwise individualised services such as driving or private accommodation. Similarly, many of the activities of design, medical diagnostics and legal advice are turning out to be relatively easy to break into units of work, which can be distributed and disrupted.
One of the assumptions that many have on the future of IT is that it is being offshored and outsourced. In fact, this is an early example of the trend that skills that can be defined in a standardised way that can be disrupted. However, that does not necessarily mean that all IT can be defined in standard units of work, meaning that much, if not most, of the profession is less prone to disruption.
Rule #2: Skills where the outcome is incremental
Consumers of services will pay a small premium for a great experience. If the bill is high, however, the premium they will pay for the same outcome with a slightly better service is only small.
For instance, most people choose their builder based on price even if they know that they will have to manage the process closely. Many of these same people will choose an architect based on their creative talents rather than price because the difference between two architects is an entirely different building. However, where the building is a standard shape or configuration, architects have a hard time pitching their wares against each other or even against less qualified designers.
This rule explains why legal professionals who mount the argument in court are less subject to the commoditisation of their services than those who provide legal advice on the process. While the legal process is relatively defined, even a small difference in the quality of the court appearance can make the difference between winning and losing.
Leadership is a really good example of a unique skill where stakeholders are prepared to pay a premium given that each decision has a ripple and long-lasting effect. CEOs are unlikely to receive a pay cut anytime soon!
Rule #3: Deep knowledge is no protection
It used to be that having narrow but deep knowledge of a topic was likely to protect your job. Where the first generation of knowledge systems could codify simple processes and provide access to knowledge, the current generation of cognitive analytics can replicate the process of applying complex knowledge assets to similar but different problems based on patterns of previous responses.
Not only is this disrupting those who solve customer problems and provide complex advice, it is increasingly threatening medical professionals who interpret images as well as legal and tax experts who interpret tax legislation.
So what is safe?
The reverse of each of these rules is similarly true. I’ve argued before that your insight might protect your job. The careers that are most likely to attract a premium in the future have: skills which are difficult to commoditise or involve complex integration; roles where there is a binary outcome for a small difference in capability; and activities that require insight rather than knowledge.
Unfortunately, the jobs that most of us do today have elements that lend themselves to disruption but also activities that are more likely to garner a premium. The exciting thing is that it is the latter that are usually the most fun. I’m an optimist, I think the business of tomorrow will recombine the most interesting elements of today’s jobs and open up even more interesting careers for the next generation.
Everyone who regularly feels overwhelmed by their email would agree that there is a problem. The hundreds of articles about the issue typically make the same assumption and are wrong. Writer after writer bemoans email as inefficient and an obstacle to productivity. The problem isn’t that email is inefficient, rather, it is too efficient and knows no boundaries.
If email wasn’t productive, only a fraction of today’s emails would be sent. It allows today’s worker to answer more questions from, and give more directions to, their colleagues in a shorter amount of time than past generations could have imagined possible.
In years gone by, work was done at the office. To continue working at home meant loading paper files into a briefcase, a process that put natural limits of how much could be done out-of-hours. Even if a large number of memos were written, replies were not going to be received until they went through the internal mail or postal service.
I’ve written before about using email more effectively (see Reclaim email as a business tool). While there is much that we can do individually, I believe that email is the sharp edge of a technology wedge that challenges our fundamental assumptions about the way we work.
This technology wedge has removed many natural barriers to working as much as we choose. Many argue that the freedom to work puts the onus of responsibility back on the individual. This may be true, but we have not invested in developing skills for individuals to know how much work is enough. We also need to decide, as a society, what attributes we want to encourage in our most successful workers.
A competitive economy means that the most ambitious constantly outdo each other to deliver value for their workplace. Many see pulling-back, by putting boundaries in place, as reducing their competitiveness in a tough world.
Recognising this, some countries have attempted to put in place limits, most famous is the French 35-hour working week. The challenges of global employers and an economic downturn have arguably blunted the impact of limiting the hours that individuals work. In a world where work and play can be divided into seconds as an email is checked while waiting in a supermarket queue, what is the meaning of working hours anyway?
If countries can’t put limits in place, some employers are taking matters into their own hands in an attempt to improve the wellbeing of their staff. For instance, Daimler employees return from leave with an empty inbox.
Alternatives to email
Given that email overload is such a problem, it is no wonder that there are a wide range of alternatives that have been suggested. Workflow and Enterprise Content Management (ECM) have been high on the list for a long time now yet neither has made much of a dent on our inboxes.
Perhaps the issue is the shear flexibility of email and the cost of trying to configure workflow or ECM solutions to each individual use case. They definitely have an important role to play but the amount of email they actually displace is relatively small (and in fact they rely on email as their notification mechanisms).
More recently social media has been heralded as the email killer. As much as messaging on these platforms is both convenient and used extensively, they have not replaced the inbox. In fact, more and more are configuring their email clients to be their interface into the messaging stream.
The reason that each of these technologies have so comprehensively failed in their quest to rid us of email overload is that email works really well if your goal is to do more work. It is however encouraging us to work too much and facilitating a form of communication that is often confrontational and can damage the feeling of wellbeing of staff and relationships between employees.
To replace email, designers of new solutions have to throw out their old assumption of email being an inefficient tool. Rather than trying to make email more efficient they need to focus on fixing the three real issues: 1) email is efficient but overwhelming; 2) there is no way of naturally limiting the amount of work hitting our inboxes; and 3) job sharing and delegation while absent does not work well.
Before launching headlong into building new products, there is a huge opportunity for research into each of these issues. How can the problems be measured? Which organisations are better at reducing their impact and what are the attributes of the solutions they have used? Is there any evidence that junk email is actually taking a material amount of time for the average worker? What are the health impacts of information overload and does it matter to society?
Just because existing email alternatives have missed the point, by assuming that email is somehow unproductive, that doesn’t mean there aren’t better solutions. Freed to look to email as a productivity tool, the focus will move from email filtering and simplification to workload management and sharing.
We need to decide as professionals how we want to work. Should time away from the office be protected? Do we really know how much work we are really doing in an average week? Is it OK for those seeking to get ahead to simply do more work than anyone else?
Those of us in the middle of our careers are the first generation to work electronically. As pioneers we have a responsibility to set the tone for generations to come. Will we sentence our children to work in white collar sweatshops or realise the potential of technology to create better workplaces for everyone?
Before the advances of twentieth century medicines, doctors were often deliberately opaque. They were well known for proscribing remedies for patients that were for little more than placebos. To encourage a patient’s confidence, much of what they wrote was intentionally unintelligible. As medicine has advanced, even as it has gotten more complicated, outcomes for patients are enhanced by increasing their understanding.
In fact, the public love to understand the services and products that they use. Diners love it when restaurants make their kitchens open to view. Not only is it entertaining, it also provides confidence in what’s happening behind the scenes.
As buildings have become smarter and more complex, far from needing to hide the workings, architects have gone in the opposite direction with an increasing number of buildings making their technology a feature. It is popular, and practical, to leave structural supports, plumbing and vents all exposed.
This is a far cry from the world of the 1960s and 1970s when cladding companies tried to make cheap buildings look like they were made of brick or other expensive materials. Today we want more than packaging, we want the genuine article underneath. We want honest architecture, machinery and services that we can understand.
I find it fascinating that so many people choose to wear expensive watches that keep time through mechanical mechanisms when the same function can be achieved through a great looking ten dollar digital watch. I think people are prepared to pay thousands when they believe in the elegance and function of what sits inside the case. Many of these watches actually hint at some of those mechanics with small windows or gaps where you can see spinning cogs.
The turnaround of Apple seemed to start with the iMac, a beautiful machine that had a coloured but transparent case, exposing to the world the workings inside.
So it is with business where there are cheap ways of achieving many goals. New products and services can be inserted into already cluttered offerings and it can all be papered over by a thin veneer of customer service and digital interfaces that try to hide the complexity. These are the equivalent of the ten dollar watch.
I had a recent experience of a business that was not transparent. After six months, I noticed a strange charge had been appearing on my telephone bill. The company listing the charges claimed that somewhere we had agreed to their “special offer”. They could not tell us how we had done it and were happy to refund the charges. The real question, of course, is how many thousands of people never notice and never claim the charges back?
Whether it is government, utilities, banking or retail, our interactions with those that provide us products and services are getting more complex. We can either hide the complexity by putting artificial facades over the top (such as websites with many interfaces) or embrace the complexity through better design. I have previously argued that cognitive analytics, in the form of artificial intelligence would reduce the workforce employed to manage complexity (see Your insight might protect your job) but this will do nothing to improve the customer experience.
Far from making people feel that business is simpler, the use of data through analytics in this way can actually make them feel that they have lost even more control. Increasingly they choose the simpler option such as being a guest on a single purpose website rather than embracing a full service provider that they do not understand.
Target in the US had this experience when their data analytics went beyond the expectations of what was acceptable to their customers (see The Incredible Story Of How Target Exposed A Teen Girl’s Pregnancy)
In this age of Big Data, good data governance is an integral part of the customer experience. We are surrounded by more and more things happening that go beyond our expectation. These things can seem to happen as if by magic and lead us to a feeling of losing control in our interactions with businesses.
Just as there is a trend to open factories to the public to see how things are made, we should do the same in our intellectual pursuits. As experts in our respective fields, we need to be able to not only achieve an outcome but also demonstrate how we got there.
I explained last month how frustrating it is when customer data isn’t used (see Don’t seek to know everything about your customer). Good governance should seek to simplify and explain how both business processes and the associated data work and are applied.
The pressure for “forget me” legislation and better handling of data breaches will be alleviated by transparency. Even better, customers will enjoy using services that they understand.
SanDisk’s new wireless flash drive hit the scene with mixed opinions. Some argue that it serves as a solution to transferring documents, photos, videos, and music from one mobile device to another, or to a PC, in a way that is not complicated or unreliable. Others argue that this wireless flash drive is only one of many storage options, and not very spectacular at that.
Let’s take a moment to evaluate what this new wireless flash drive can do, and how it could indeed make an impact on the storage industry, mobile devices, and even data protection.
What It Can Do
The new SanDisk wireless flash drive has the ability store data such as photos, videos, documents, and music from any device, boosting the storage capacity of mobile devices up to 64 GB. With the use of SanDisk’s app, all your data will be accessible and manageable remotely. Its most appealing trait is its ability to connect to a range of devices, including the iPhone, Android, iPad, Kindle Fire, and even your PC.
How This Will Affect the Storage Industry
The cloud offers many large storage options, but the downside is its lack of accessibility without an internet connection. This device is a nice companion for users who don’t have enough room on their phones and tablets, and who don’t want to delete data to make room. With this wireless flash drive, you don’t have to spend money upgrading to the latest iPad with its increased storage.
How can this make a difference in the industry? This drive offers privacy by excluding the internet and simplicity with its easily manageable app; why struggle with the security hazards and the price updates of online storage when you can have all your data in your pocket? This makes it an appealing option over the competition, which could change how people view internet storage.
How This Will Affect Mobile Devices
Most of us have experienced the headache of trying to transfer media from our phone to our computer; this wireless flash drive eliminates this issue. Simply transfer your data onto the flash drive, plug it into your computer via USB, and move your media with ease.
Beforehand, if you had multiple devices from many brands, it was difficult to share data across each without struggling to find the right software to bridge the gap. This SanDisk flash drive eliminates this issue, and can affect mobile devices in the way we approach their barriers. This could encourage users to use many different brands rather than one, allowing the SanDisk flash drive to serve as the bridge.
How This Will Affect Data Protection
Its remote access allows up to eight different devices to access its data — up to three devices at the same time. You can share storage and transfer data over your many devices or with your friends – all with no internet connection. With this drive’s ability to allow remote access to many users at many locations, it makes people suspicious of how protected their data actually is. SanDisk combats this by allowing users to set up a personal password, as you might do with your WiFi, so only you or those you’ve shared the password with have access to the data.
As a smaller, private storage device, it’s less likely to become a target of cyber terrorism as we see often with online cloud storage. Why would a hacker want your family photos or your few downloaded movies? Since you can personally store only your data on the drive, rather than sharing a storage device with many, it gives you a lower profile. This peace of mind could sway the opinions of the public from online storage.
As one of many flash storage options, this flash drive cannot necessarily be called revolutionary, but it offers the public many useful features and advantages that are not often found in our internet dependent age. This is likely to encourage other companies to look more closely at the unique needs of users and how to bridge the gaps, sparking the development of new wireless flash drives that are more secure, more remote, and able to store more without the use of internet.
TODAY: Fri, March 24, 2017March2017