Category: Technology (page 1 of 8)

IoT & IoM next week at IIW


(This post was updated and given a new headline on 20 April 2016.)

In  The Compuserve of Things, Phil Windley issues this call to action:

On the Net today we face a choice between freedom and captivity, independence and dependence. How we build the Internet of Things has far-reaching consequences for the humans who will use—or be used by—it. Will we push forward, connecting things using forests of silos that are reminiscent the online services of the 1980’s, or will we learn the lessons of the Internet and build a true Internet of Things?

In other words, an Internet of Me (#IoM) and My Things. Meaning things we own that belong to us, under our control, and not puppeted by giant companies using them to snarf up data about our lives. Which is the  #IoT status quo today.

A great place to work on that is  IIW— the Internet Identity Workshop , which takes place next Tuesday-Thursday, April 26-28,  at the Computer History Museum in Silicon Valley. Phil and I co-organize it with Kaliya Hamlin.

To be discussed, among other things, is personal privacy, secured in distributed and crypto-secured sovereign personal spaces on your personal devices. Possibly using blockchains, or approaches like it.

So here is a list of some topics, code bases and approaches I’d love to see pushed forward at IIW:

  • OneName is “blockchain identity.”
  • Blockstack is a “decentralized DNS for blockchain applications” that “gives you fast, secure, and easy-to-use DNS, PKI, and identity management on the blockchain.” More: “When you run a Blockstack node, you join this network, which is more secure by design than traditional DNS systems and identity systems. This  is because the system’s registry and its records are secured by an underlying blockchain, which is extremely resilient against tampering and control. In the registry that makes up Blockstack, each of the names has an owner, represented by a cryptographic keypair, and is associated with instructions for how DNS resolvers and other software should resolve the name.” Here’s the academic paper explaining it.
  • The Blockstack Community is “a group of blockchain companies and nonprofits coming together to define and develop a set of software protocols and tools to serve as a common backend for blockchain-powered decentralized applications.” Pull quote: “For example, a developer could use Blockstack to develop a new web architecture which uses Blockstack to host and name websites, decentralizing web publishing and circumventing the traditional DNS and web hosting systems. Similarly, an application could be developed which uses Blockstack to host media files and provide a way to tag them with attribution information so they’re easy to find and link together, creating a decentralized alternative to popular video streaming or image sharing websites. These examples help to demonstrate the powerful potential of Blockstack to fundamentally change the way modern applications are built by removing the need for a “trusted third party” to host applications, and by giving users more control.” More here.
  • IPFS (short for InterPlanetary File System) is a “peer to peer hypermedia protocol” that “enables the creation of completely distributed applications.”
  • OpenBazaar is “an open peer to peer marketplace.” How it works: “you download and install a program on your computer that directly connects you to other people looking to buy and sell goods and services with you.” More here and here.
  • Mediachain, from Mine, has this goal: “to unbundle identity & distribution.” More here and here.
  • telehash is “a lightweight interoperable protocol with strong encryption to enable mesh networking across multiple transports and platforms,” from @Jeremie Miller and other friends who gave us jabber/xmpp.
  • Etherium is “a decentralized platform that runs smart contracts: applications that run exactly as programmed without any possibility of downtime, censorship, fraud or third party interference.”
  • Keybase is a way to “get a public key, safely, starting just with someone’s social media username(s).”
  • ____________ (your project here — tell me by mail or in the comments and I’ll add it)

In tweet-speak, that would be @BlockstackOrg, @IPFS, @OpenBazaar, @OneName, @Telehash, @Mine_Labs #Mediachain, and @IBMIVB #ADEPT

On the big company side, dig what IBM’s Institute for Business Value  is doing with “empowering the edge.” While you’re there, download Empowering the edge: Practical insights on a decentralized Internet of Things. Also go to Device Democracy: Saving the Future of the Internet of Things — and then download the paper by the same name, which includes this graphic here:


Put personal autonomy in that top triangle and you’ll have a fine model for VRM development as well. (It’s also nice to see Why we need first person technologies on the Net , published here in 2014, sourced in that same paper.)

Ideally, we would have people from all the projects above at IIW. For those not already familiar with it, IIW is a three-day unconference, meaning it’s all breakouts, with topics chosen by participants, entirely for the purpose of getting like-minded do-ers together to move their work forward. IIW has been doing that for many causes and projects since the first one, in 2005.

Register for IIW here:

Also register, if you can, for VRM Day: That’s when we prep for the next three days at IIW. The main focus for this VRM Day is here.

Bonus link: David Siegel‘s Decentralization.




On #Bitcoin, #Blockchain, #Linux and Minimum Viable Centralization

BrokenBitcoinBitcoin and the block chain have been getting  bad PR lately.

Bad PR is when even your friends turn on you.

Bitcoin ex-friend #1 is Mike Hearn, writing in Medium. He opens with his credentials…

I’ve spent more than 5 years being a Bitcoin developer. The software I’ve written has been used by millions of users, hundreds of developers, and the talks I’ve given have led directly to the creation of several startups. I’ve talked about Bitcoin on Sky TV and BBC News. I have been repeatedly cited by the Economist as a Bitcoin expert and prominent developer. I have explained Bitcoin to the SEC, to bankers and to ordinary people I met at cafes.

… and then, after a short digression, brings out the knife:

But despite knowing that Bitcoin could fail all along, the now inescapable conclusion that it has failed still saddens me greatly. The fundamentals are broken and whatever happens to the price in the short term, the long term trend should probably be downwards. I will no longer be taking part in Bitcoin development and have sold all my coins.

Why has Bitcoin failed? It has failed because the community has failed. What was meant to be a new, decentralised form of money that lacked “systemically important institutions” and “too big to fail” has become something even worse: a system completely controlled by just a handful of people. Worse still, the network is on the brink of technical collapse. The mechanisms that should have prevented this outcome have broken down, and as a result there’s no longer much reason to think Bitcoin can actually be better than the existing financial system.

Think about it. If you had never heard about Bitcoin before, would you care about a payments network that:

  • Couldn’t move your existing money
  • Had wildly unpredictable fees that were high and rising fast
  • Allowed buyers to take back payments they’d made after walking out of shops, by simply pressing a button (if you aren’t aware of this “feature” that’s because Bitcoin was only just changed to allow it)
  • Is suffering large backlogs and flaky payments
  • … which is controlled by China
  • … and in which the companies and people building it were in open civil war?

I’m going to hazard a guess that the answer is no.

Then comes Bitcoin friend #2: Fred Wilson, with Bitcoin is Dead, Long Live Bitcoin. Fred hedges the headline in the text below, which he should since his firm has investments in the category. He also offers some hope, and a call to action:

I personally believe we will see a fork accepted by the mining community at some point this year. And that will come with a new set of core developers and some governance about how decisions are made among that core developer team. But it could well take a massive collapse in the price of Bitcoin, breakdowns in the Bitcoin network, or worse to get there. And all of that could cause the whole house of cards to come crashing down. Anything is possible. Even the return of Satoshi to fix things as an AVC regular suggested to me in an email this morning.

The Bitcoin experiment is six years old. There has been a significant amount of venture capital investment in the Bitcoin ecosystem. There are a number of well funded companies competing to build valuable businesses on top of this technology. We are invested in at least one of them. And the competition between these various companies and their visions has played a part in the stalemate. These companies have a lot to gain or lose if Bitcoin survives or fails. So I expect that there will be some rationality, brought on by capitalist behavior, that will emerge or maybe is already emerging.

Sometimes it takes a crisis to get everyone in a room. That’s how the federal budget has been settled for many years now. And that may be how the blocksize debate gets settled to. So if we are going to have a crisis, let’s get on with it. No better time than the present.

Much tweetage is going on. The best of it, to me at least, involves Vinay Gupta (@Leashless), who does an amazing job of unpacking Bitcoin politics, which seems to be most at issue here. (As Craig Burton (@craigburton) says, “All technical problems are technical and political. And you can always solve the technical stuff.”)

So take a look at this 12-minute video of Vinay holding forth on Bitcoin last August, when at least some of today’s problems were already surfaced. In it he talks about Bitcoin having “anarchist infrastructure producing a libertarian trading environment,” among other wise one- (and few-) liners. Great make-ya-think stuff there.

Bitcoin and the blockchain matter for VRM, because they can both help liberate individual customers (and groups) from the highly centralized systems that have reduced the free market to “your choice of captor.” And, though flawed, they are already in the world. If we are to prove that free customers are better than captive ones, we need systems that break us out of captivity. Bitcoin and the blockchain can do that.

I also want to pause here to express my love for Chris EllisProtip (@ProtipHQ), which allows anybody to pay whatever they want for anything on the Web, facilitated by a bit of open source code added to a site or service. One click and the cash moves. No intermediators required. No governments. No settlement systems. No credit card cruft. Consider the implications of that.

To solve Bitcoin’s problems (if they can be solved), I believe we need what Brian Behlendorf calls minimum viable centralization. That’s what Fred proposes in his post, and what — in some way or other — we will have at the end of the day. (Or the week, year or decade.)

The best example I know of mimimum viable centralization is Linux, which has a cluster of kernel maintainers at the top. All are benevolent dictators who earned their roles by proven merit. At the top sits Linus Torvalds, who started the whole thing and remains no less involved than he was in the first place. Linux isn’t in everything, but it’s close enough. Consider the implications for Bitcoin/Blockchain and other things like it.

Makes me think  maybe it’s time for Satoshi Nakamoto (whoever he or she really is) to step up.

Bonus links:

Helping publishers and advertisers move past the ad blockade


Those are the three market conversations happening in the digital publishing world. Let’s look into what they’re saying, and then what more they can say that’s not being said yet.

A: Publisher-Reader

Publishing has mostly been a push medium from the start. One has always been able to write back to The Editor, and in the digital world one can tweet and post in other places, including one’s own blog. But the flow and power asymmetry is still push-dominated, and the conversation remains mostly a one-way thing, centered on editorial content. (There is also far more blocking of ads than talk about them.)

An important distinction to make here is between subscription-based pubs and free ones. The business model of subscription-supported pubs is (or at least includes) B2C: business-to-customer. The business model of free pubs is B2B: business-to-business. In the free pub case, the consumer (who is not a customer, because she isn’t paying anything) is the product sold to the pub’s customer, the advertiser.

Publishers with paying subscribers have a greater stake — and therefore interest — in opening up conversation with customers. I believe they are also less interested in fighting with customers blocking ads than are the free pubs. (It would be interesting to see research on that.)

B. Publisher-Advertiser

In the offline world, this was an uncomplicated thing. Advertisers or their agencies placed ads in publications, and paid directly for it. In the online world, ads come to publishers through a tangle of intermediaries:


Thus publishers may have no idea at any given time what ads get placed in front of what readers, or for what reason. In service to this same complex system, they also serve up far more than the pages of editorial content that attracts readers to the site. Sight unseen, they plant tracking cookies and beacons in readers’ browsers, to follow those readers around and report their doings back to third parties that help advertisers aim ads back at those readers, either on the publisher’s site or elsewhere.

We could explore the four-dimensional shell game that comprises this system, but for our purposes here let’s just say it’s a B2B conversation. That it’s a big one now doesn’t mean it has to be the only one. Many others are possible.

C. Reader-Advertiser

In traditional offline advertising, there was little if any conversation between readers and advertisers, because the main purpose of advertising was to increase awareness. (Or, as Don Marti puts it, to send an economic signal.) If there was a call to action, it usually wasn’t to do something that involved the publisher.

A lot of online advertising is still that way. But much of it is direct response advertising. This kind of advertising (as I explain in Separating Advertising’s Wheat and Chaff) is descended not from Madison Avenue, but from direct mail (aka junk mail). And (as I explain in Debugging adtech’s assumptions) it’s hard to tell the difference.

Today readers are speaking to advertisers a number of ways:

  1. Responding to ads with a click or some other gesture. (This tens to happen at percentages to the right of the decimal point.)
  2. Talking back, one way or another, over social media or their own blogs.
  3. Blocking ads, and the tracking that aims them.

Lately the rate of ad and tracking blocking by readers has gone so high that publishers and advertisers have been freaking out. This is characterized as a “war” between ad-blocking readers and publishers. At the individual level it’s just prophylaxis. At the group level it’s a boycott. Both ways it sends a message to both publishers and advertisers that much of advertising and the methods used for aiming it are not welcome.

This does not mean, however, that making those ads or their methods more welcome is the job only of advertisers and publishers. Nor does it mean that the interactions between all three parties need to be confined to the ones we have now. We’re on the Internet here.

The Internet as we know it today is only twenty years old: dating from the end of the NSFnet (on 30 April 1995) and the opening of the whole Internet to commercial activity. There are sand dunes older than Facebook, Twitter — even Google — and more durable as well. There is no reason to confine the scope of our invention to incremental adaptations of what we have. So let’s get creative here, and start by looking at, then past, the immediate crisis.

People started blocking ads for two reasons: 1) too many got icky (see the Acceptable Ads Manifesto for a list of unwanted types); 2) unwelcome tracking. Both arise from the publisher-advertiser conversation, which to the reader (aka consumer) looks like this:


Thus the non-conversation between readers blocking ads and both publishers and advertisers (A and C) looks like this:


So far.

Readers also have an interest in the persistence of the publishers they read. And they have an interest in at least some advertisers’ goods and services, or the marketplace wouldn’t exist.

Thus A and C are conversational frontiers — while B is a mess in desperate need of cleaning up.

VRM is about A and C, and it can help with B. It also goes beyond conversation to include the two other activities that comprise markets: transaction and relationship. You might visualize it as this:


From Turning the customer journey into a virtuous cycle:

One of the reasons we started ProjectVRM is that actual customers are hard to find in the CRM business. We are “leads” for Sales, “cases” in Support, “leads” again in Marketing. At the Orders stage we are destinations to which products and invoices are delivered. That’s it.

Oracle CRM, however, has a nice twist on this (and thanks to @nitinbadjatia of Oracle for sharing it*):

Oracle Twist

Here we see the “customer journey” as a path that loops between buying and owning. The blue part — OWN, on the right — is literally the customer’s own-space. As the text on the OWN loop shows, the company’s job in that space is to support and serve. As we see here…

… the place where that happens is typically the call center.

Now let’s pause to consider the curb weight of “solutions” in the world of interactivity between company and customer today. In the BUY loop of the customer journey, we have:

  1. All of advertising, which Magna Global expects to pass $.5 trillion this year
  2. All of CRM, which Gartner pegs at $18b)
  3. All the rest of marketing, which has too many segments for me to bother looking up

In the OWN loop we have a $0trillion greenfield. This is where VRM started, with personal data lockers, stores, vaults, services and (just in the last few months) clouds.

Now look around your home. What you see is mostly stuff you own. Meaning you’ve bought it already. How about basing your relationships with companies on those things, rather than over on the BUY side of the loop, where you are forced to stand under a Niagara of advertising and sales-pitching, by companies and agencies trying to “target” and “acquire” you. From marketing’s traditional point of view (the headwaters of that Niagara), the OWN loop is where they can “manage” you, “control” you, “own” you and “lock” you in. To see one way this works, check your wallets, purses, glove compartments and kitchen junk drawers for “loyalty” cards that have little if anything to do with genuine loyalty.

But what if the OWN loop actually belonged to the customer, and not to the CRM system? What if you had VRM going there, working together with CRM, at any number of touch points, including the call center?

So here are two questions for the VRM community:

  1. What are we already doing in those areas that can help move forward in A and B?
  2. What can we do that isn’t being done now?

Among things we’re already doing are:

  • Maintaining personal clouds (aka vaults, lockers, personal information management systems, from which data we control can be shared on a permitted basis with publishers and companies that want to sell us stuff, or with which we already enjoy relationships.
  • Employing intelligent personal assistants of our own.
  • Intentcasting, in which we advertise our intentions to buy (or seek services of some kind).
  • Terms individuals can assert, to start basing interactions and relationships on equal power, rather than the defaulted one-way take-it-or-leave-it non-agreements we have today.

The main challenge for publishers and advertisers is to look outside the box in which their B2B conversation happens — and the threats to that box they see in ad blocking — and to start looking at new ways of interacting with readers. And look for leadership coming from tool and service providers representing those readers. (For example, Mozilla.)

The main challenge for VRM developers is to provide more of those tools and services.

Bonus links for starters (again, I’ll add more):

Of vaults and honey pots

Personal Blackbox ( is a new #VRM company — or so I gather, based on what they say they offer to users: “CONTROL YOUR DATA & UNLOCK ITS VALUE.”

So you’ll find them listed now on our developers list.

Here is the rest of the text on their index page:


PBB is a technology platform that gives you control of the data you produce every day.

PBB lets you gain insights into your own behaviors, and make money when you choose to give companies access to your data. The result? A new and meaningful relationship between you and your brands.

At PBB, we believe people have a right to own their data and unlock its benefits without loss of privacy, control and value. That’s why we created the Personal Data Independence Trust. Take a look and learn more about how you can own your data and its benefits.

In the meantime we are hard at work to provide you a service and a company that will make a difference. Join us to participate and we will keep you posted when we are ready to launch.

That graphic, and what seems to be said between the lines, tells me Personal Blackbox’s customers are marketers, not users.  And, as we so often hear, “If the service is free, you’re the product being sold.”

But, between the last paragraph and this one, I ran into Patrick Deegan, the Chief Technology Officer of Personal Blackbox, at the PDNYC meetup. When I asked him if the company’s customers are marketers, he said no — and that PBB (as it’s known) is doing something much different that’s not fully explained by the graphic and text above, and is tied with the Personal Data Independence Trust, about which not much is said at the link to it. (At least not yet. Keep checking back.) So I’ll withhold judgement about it until I know more, and instead pivot to the subject of VRM business models, which that graphic brings up for me.

I see two broad ones, which I’ll call vault and honey pot.

The vault model gives the individual full control over their personal data and what’s done with it, which could be anything, for any purpose. That data primarily has use value rather than sale value.

The honey pot model also gives the individual control over their personal data, but mostly toward providing a way to derive sale value for that data (or something similar, such as bargains and offers from marketers).

The context for the vault model is the individual’s whole life, and selective sharing of data with others.

The context for the honey pot model is the marketplace for qualified leads.

The vault model goes after the whole world of individuals. Being customers, or consumers, is just one of the many roles we play in that world. Who we are and what we do — embodied in our data — is infinitely larger that what’s valuable to marketers. But there’s not much money in that yet.

But there is in the honey pot model, at least for now. Simply put, the path to market success is a lot faster in the short run if you find new ways to help sellers sell.  $zillions are being spent on that, all the time. (Just look at the advertising coming along with that last link, to a search).

FWIW, I think the heart of VRM is in the vault model. But we have a big tent here, and many paths to explore. (And many metaphors to mix.)

Toward VRooMy privacy policies

Canofworms1In The nightmare of easy and simple, T.Rob unpacks the can of worms that is:

  1. one company’s privacy policy,
  2. provided by another company’s automatic privacy policy generating system, which is
  3. hosted at that other company, and binds you to their privacy policy, which binds you to
  4. three other companies’ privacy policies, none of which assure you of any privacy, really. Then,
  5. the last of these is Google’s, which “is basically summed up as ‘we own your ass'” — and worse.

The company was GeniCan — a “smart garbage can” in the midst of being crowdfunded. GeniCan, like so many other connected devices, lives in the Internet of Things, or IoT. After exploring some of the many ways that IoT is already FUBAR in the privacy realm, T.Rob offers some constructive help:

The VRM Version
There is a possible version of this device that I’d actually use.  It would be the one with the VRM-ypersonal cloud architecture.  How does that work?  Same architecture I described in San Francisco:

  • The device emits signed data over pub/sub so that secondary and tertiary recipients of data can trust it.

  • By default, the device talks to the vendor’s service so users don’t need any other service or device to make it work.

  • The device can be configured to talk to a service of the user’s choosing instead of, or in addition to that of the manufacturer.

  • The device API is open.

Since privacy policy writing for IoT is pretty much a wide-open greenfield, that provides a helpful starting point. It will be good to see who picks up on it, and how.

Preparing for the 3D/VR future

Look in the direction that meerkatMeerkat and periscopeappPeriscope both point.

If you’ve witnessed the output of either, several things become clear about their evolutionary path:

  1. Stereo sound is coming. So is binaural sound, with its you-are-there qualities.
  2. 3D will come too, of course, especially as mobile devices start to include two microphones and two cameras.
  3. The end state of both those developments is VR, or virtual reality. At least on the receiving end.

The production end is a different animal. Or herd of animals, eventually. Expect professional gear from all the usual sources, showing up at CES starting next year and on store shelves shortly thereafter. Walking around like a dork holding a mobile in front of you will look in 2018 like holding a dial-phone handset to your head looks today.

I expect the most handy way to produce 3D and VR streams will be with  glasses like these:


(That’s my placeholder design, which is in the public domain. That’s so it has no IP drag, other than whatever submarine patents already exist, and I am sure there are some.)

Now pause to dig @ctrlzee‘s Fast Company report on Facebook’s 10-year plan to trap us inside The Matrix. How long before Facebook buys Meerkat and builds it into Occulus Rift? Or buys Twitter, just to get Periscope and do the same?

Whatever else happens, the rights clearing question gets very personal. Do you want to be broadcast and/or recorded by others or not? What are the social and device protocols for that? (The VRM dev community has designed one for the glasses above. See the ⊂ ⊃ in the glasses? That’s one. Each corner light is another.)

We should start zero-basing the answers today, while the inevitable is in sight but isn’t here yet. Empathy is the first requirement. (Take the time to dig Dave Winer’s 12-minute podcast on the topic. It matters.) Getting permission is another.

As for the relevance of standing law, almost none of it applies at the technical level. Simply put, all copyright laws were created in times when digital life was unimaginable (e.g. Stature of Anne, ASCAP), barely known (Act of 1976), or highly feared (WIPO, CTEA, DMCA).

How would we write new laws for an age that has barely started? Or why start with laws at all? (Nearly all regulation protects yesterday from last Thursday. And too often its crafted by know-nothings.)

We’ve only been living the networked life since graphical browsers and ISPs arrived in the mid-90’s. Meanwhile we’ve had thousands of years to develop civilization in the physical world. Which means that, relatively speaking, networked life is Eden. It’s brand new here, and we’re all naked. That’s why it’s so easy anybody to see everything about us online.

How will we create the digital equivalents of the privacy technologies we call clothing and shelter? Is the first answer a technical one, a policy one, or both? Which should come first? (In Europe and Australia, policy already has.)

Protecting the need for artists to make money is part of the picture. But it’s not the only part. And laws are only one way to protect artists, or anybody.

Manners come first, and we barely have those yet, if at all. None of the big companies that currently dominate our digital lives have fully thought out how to protect anybody’s privacy. Those that come closest are ones we pay directly, and are financially accountable to us.

Apple, for example, is doing more and more to isolate personal data to spaces the individual controls and the company can’t see. Google and Facebook both seem to regard personal privacy as a bug in online life, rather than a feature of it. (Note that, at least for their most popular services, we pay those two companies nothing. We are mere consumers whose lives are sold to the company’s actual customers, which are advertisers.)

Bottom line: the legal slate is covered in chalk, but the technical one is close to clean. What do we want to write there?

We’ll be talking about this, and many other things, at VRM Day (6 April) and IIW (7-9 April) in the Computer History Museum in downtown Silicon Valley (101 & Shoreline, Mountain View).

The most important event, ever

IIW XXIIW_XX_logothe 20th IIW — comes at a critical inflection point in the history of VRM. If you’re looking for a point of leverage on the future of customer liberation, independence and empowerment, this is it. Wall Street-sized companies around the world are beginning to grok what Main Street ones have always known: customers aren’t just “targets” to be “acquired,” “managed,” “controlled” and “locked in.” In other words, Cluetrain was right when it said this, in 1999:

if you only have time for one clue this year, this is the one to get…

Now it is finally becoming clear that free customers are more valuable than captive ones: to themselves, to the companies they deal with, and to the marketplace.

But how, exactly? That’s what we’ll be working on at IIW, which runs from April 7 to 9 at the Computer History Museum, in the heart of Silicon Valley: the best venue ever created for a get-stuff-done unconference. Focusing our work is a VRM maturity framework that gives every company, analyst and journalist a list of VRM competencies, and every VRM developer a context in which to show which of those competencies they provide, and how far along they are along the maturity path. This will start paving the paths along which individuals, tool and service providers and corporate systems (e.g. CRM) can finally begin to fit their pieces together. It will also help legitimize VRM as a category. If you have a VRM or related company, now is the time to jump in and participate in the conversation. Literally. Here are some of the VRM topics and technology categories that we’ll be talking about, and placing in context in the VRM maturity framework:

Designing the VRM future at IIW

A veteran VRooMeriiwxx tells me a design fiction would be a fun challenge for VRM Day and IIW (which will run from April 6-9 at the Computer History Museum in Mountain View, CA).

He describes one as “basically a way of peeking into the near future by demonstrating an imaginary product that doesn’t exist, but could. For example, instead of talking about a possible VRM product, one instead would create a marketing brochure, screen mockups or a fake video advertisement for this imaginary product as a way to help others understand where the world is headed and possibly even further the underlying technologies or driving concepts.”

Coincidentally, the subject of VRM Day (and a focus for the three days that will follow at IIW) is a maturity model framework that will provide every VRM developer the same single sheet (or set of them) on which to show where they stand in developing VRM capabilities into their company, product, code base or whatever else they’re working on. Work has already started on it, and those doing the work will present a first draft of it on VRM Day.

You know the old saying, “all singing from the same song sheet”? The VRM maturity model framework is it. Think of it as a musical score that is starting to be written, for an orchestra will come together. When we’re done with this round, we’ll at least know what the score describes, and give the players of different instruments enough of a framework so they know where they, and everybody else, fits.

By the end of IIW, it should be ready to do several things:

  1. Provide analysts with a single framework for understanding all VRM developers and development, and the coherencies among them.
  2. Give VRM developers a way to see how their work complements and/or competes with other VRM work that’s going on — and guide future developments.
  3. Give each developer a document to use for their own internal and external purposes.
  4. Give CRM, CE. CX and other vendor-side systems a clear picture of what pieces in the VRM development community will connect with their systems, and how, so buyer-side and seller-side systems can finally connect and grow together.

While we do this, it might also be fun to work out a design fiction as a summary document or video. What would the complete VRM solution (which will surely be a collection of them) look like? How would we present it as a single thing?

All of this is food for thinking and re-thinking. Suggestions invited.

The answer is #CFT: Clouds For Things

My last post asked, How do you maximize the help that companies and customers give each other? My short answer is in the headline above. Let me explain.

The house where I’m a guest in London has clouds for all its appliances. All the clouds are physical. Here they are:

House cloud

Here is a closer look at some of them:

House cloud closeup

Each envelope contains installation and instruction manuals, warranty information and other useful stuff. For example, today I used an instruction manual to puzzle out what these symbols on the kitchen’s built-in microwave oven mean:


Now let’s say I didn’t have the directions handy. How would I find them? Obviously, on the Web, right? I mean, you’d think.

So I went to the site of Atag, the oven’s maker.  From eyeballing the microwave, I gathered that the one in the kitchen is  this one: the Combi-Microwave MA4211B. On the Atag website I found it buried in Kitchen Appliances —> Collection —> Microwaves, where it might also be the MA4211A or MA4211T. Hard to tell. Directions for its use appeared to be under Quality and Service —> Visit ATAG Service Support. There I found this:


When I clicked on “Download the User Manual,” I got this:


For “type number” I guessed MA4211B, entered it in the search field and got this:


I got the same results clicking on both:


Nothing actually downloaded, and the Acrobat Reader information was useless to me. So I clicked on “No.” That got me this:


I then hit “I want to stop.” That looped me back to the search panel, three screenshots up from here.

In other words, a complete fail. Since the copyright notice is dated 2007 — eight years ago — I assume this fail is a fossil.

There are three reasons for this fail, and why its endemic to the entire service industry:

  1. The company bears the full burden of customer service.
  2. Every company serves customers differently.
  3. There is no single standard or normalized way for companies and customers to inform each other online.

What’s missing is a way to give customers scale — for the good of both themselves and the companies they deal with. Customers have scale with cash, credit cards, telephony, email and many other tools and systems. But not yet with a mechanism for connecting to any company and exchanging useful information in a standard way.

We’ve  been moving in that direction in the VRM development community, by working on personal data services, stores, lockers, vaults and clouds. Those are all important and essential efforts, but they have not yet converged around common standards, protocols and customer experiences. Hence, scale awaits. What this house models, with its easily-accessed envelopes for every appliance, is a kind of scale: a simple and standardized way of dealing with many different suppliers — a way that is the customer’s own.

Now let’s imagine a simple  digital container for each appliance’s information: its own cloud. In form and use, it would be as simple and standard as a file folder. It would arrive along with the product, belong to the customer*, and live in the customer’s own personal data service, store, locker, vault, cloud or old-fashioned hard drive.  Or, customers could create them for themselves, just like the owner of the house created those file folders for every appliance. Put on the Net, each appliance  would join the Internet of Things, without requiring any native intelligence on the things themselves.

There, on the Net, companies could send product updates and notifications directly into the clouds of each customer’s things. And customers could file suggestions for product improvements, along with occasional service requests.

This would make every product’s cloud a relationship platform: a conduit though which the long-held dreams of constant product improvement and maximized customer service can come true.

Neither of those dreams can come true as long as every product maker bears the full responsibility for intelligence gathering and customer support — and does those  differently than every other company. The only way they can come true is if the customers and their things have one set of standard ways to stay in touch and help each other. That’s what clouds for things will do. I see no other way.

So let’s get down to it, starting with a meme/hashtag representing Clouds For Things : #CFT.

Next, #VRM developers old and new need to gather around standard code, practices and protocols that can make #CFT take off.  Right now the big boys are sucking at that, building feudal fiefdoms that give us the AOL/Compuserve/Prodigy of things, rather than the Internet of Things.  For the whole story on this mess, read Bruce Sterling‘s e-book/essay The Epic Struggle for the Internet of Things, or the chunks of it at BoingBoing and in this piece I wrote here for Linux Journal.

We have a perfect venue for doing the Good Work required for both IoT and CFT — with IIW, which is coming up early this spring: 7-9 April. It’s an inexpensive unconference in the heart of Silicon Valley, with no speakers or panels. It’s all breakouts, where participants choose the topics and work gets done. Register here.

We also have a lot of thinking and working already underway. The best documented work, I believe, is by Phil Windley (who calls CFTs picos, for persistent compute objects). His operating system for picos is CloudOS. His holdings-forth on personal clouds are here. It’s all a good basis, but it doesn’t need to be the only one.

What matters is that #CFT is a $trillion market opportunity. Let’s grab it.

* I just added this, because I can see from Johannes Ernst’s post here that I didn’t make it clear enough.






How do you maximize the help that companies and customers give each other?

I’m not talking just about what companies and customers learn from each other through the sales, service and surveys — the Three S’s. Nor am I talking only about improving the “customer experience,” (a topic that has been buzzing upward over the last few years). I’m talking about how companies and customers help each other out. I mean really help. Constantly.

One way, of course, is by talking to each other. There are exemplars of this. Among big companies, Apple leads the way, gathering intelligence though its responsive call center and the Genius bars at its retail stores. Among small companies, my favorite example is Ting, a U.S. mobile phone carrier.  According to Consumer Reports, Ting is tops in customer satisfaction, while Sprint is dead last. Here’s what’s interesting about that: Ting runs on the Sprint network. Meaning the actual performance of the network is the same for both. This gives us a kind of a controlled study: one network, two vastly different levels of customer satisfaction. Here are two reasons for that difference:

  1. Ting’s offerings are simple. They have rates, not plans. You only pay for what you use. That’s it. And usage is low in cost. Sprint, Verizon and AT&T, on the other hand, all comprise a confusopoly. They offer complex, confusing and changing plans, on purpose. In confusopolies, the cognitive overhead for both companies and customers is high. So are marketing, operational and administrative overheads. That’s why they are all more expensive than Ting, and unloved as well — even as, no doubt, they have CRM systems that pay close attention to the customer service performance of their website and call center.
  2. Ting actually talks to customers. They are fanatical about person-to-person service, which means both sides learn from each other. Directly. Ting’s products and services are constantly improved by intelligence coming directly from customers. And customers can sense it. Directly.

Now, what about the times when you and the company are not talking to each other? For example, when you just want something to work, or to work better?. Or when you think of a way a product or a service can be improved somehow, but don’t want to go through the hassle of trying to get in touch with the company?

I answer that in the next post.

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