Results

Customer loyalty goes beyond a plastic card in your clients’ wallets.

Customer loyalty goes beyond a plastic card in your clients’ wallets.

Customer loyalty is the holy grail for retailers, consumer product companies (CPG), airlines, credit cards, media, and so on and so on. Companies across the majority of industries are striving to understand why their consumers are willing to hand over their hard earned income for goods and services. Why or will these consumers continue to purchase from the same source? And how can these companies keep these customers coming back and hopefully spending more and more.

Companies have created and leveraged many creative means to gather and nurture information from their customers – whether it be loyalty cards you have at CVS or Shaws

How many of these are in your wallet or on your key chain?

How many of these are in your wallet or on your key chain?

grocery store or Vineyard Vines or Barnes & Nobles or Starbucks. These vendors know that for the most part they need to give you something for you to give over some information – usually they give you discounts, early views of new product lines, reward points etc. Airlines, of course, were one of the first movers to give you what was a highly sought after reward for your business – miles and status. Hotel chains were quick to follow. Anyone who spends time on the road, knows how vital is it to have “status” on an airline. While it still doesn’t beat flying private…so I have been told…having that status can usually make the drag of travel a little more tolerable.

All this information has added fuel to these supply chains – an insight into the most profitable client and demand. A view into a data source that can potentially drive the most profitable and desirable side of the supply chain. But are our supply chains getting a less than complete picture of what is really happening?

Looking at our consumers’ buying patterns for just our products is far from a complete picture. Grocery chains and drug stores are very aware of this. They work with vendors like IRI, Neilson, Orchestro or RSi to get a more complete view of the consumer basket. These software vendors will aggregate data across a category or across an entire store or region. This allows a more complete view of what is truly happening. But is that enough? No. Not if our supply chains want to be even more finely tuned when it comes to servicing our clients.

The reality is that our supply chains are no linear and they do not exist in a vacuum. They are all intertwined. The way to make sure our customers stays loyal to our supply chains is to understand how the interact with all the supply chains that are connected. This type of visibility cannot occur if we are only looking at that data that comes in from the loyalty program specific to my business. I need to understand how that customer interacts with tangential goods, potential substitute goods, services and even items that might not appear to be in the same cohort.

Companies need to step away from the loyalty card table…okay they still need to take in and leverage that information. But the data that needs to be added to the supply chain is information of how consumers behave when they are not giving you their information – meaning when they are doing other things with their time and money. Credit card companies have a leg up on this, they already have all that data. Smart supply chains will find ways to get access to that information. Just think about how much wiser your supply chain could be with true demand.

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People, Places and Things

People, Places and Things

Everything old is new again...

In response to my Tweet

Joel Demay pointed out to me that Facebook's Graph Search helps you search for people, places and things...

Image:People, Places and Things

Which was the main focus of Lotus's ~1999-2002 Knowledge Management efforts. "People, Places & Things as the three essential ingredients of an effective Knowledge Management infrastructure"
I especially like how together they support relationships and community, all within the context of what you're working on.

Sound familiar?

Image:People, Places and Things


 

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Tiempo Speeds Pay and Motivation

Tiempo Speeds Pay and Motivation

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Tiempo example

Update: Aug, 12, 2014: After writing this post, I was invited to invest in Tiempo. I've accepted the opportunity and any future posts will include the disclaimer that I have a stake in the business.

The data entry portion of time-tracking generally isn’t value-added time in our work. In my #SummerOfWorkDesign, I’m interested in finding tools and tricks that help people focus on their work, and not the transaction costs of that work. Y Combinator participant, Tiempo, and other new approaches to time-tracking help speed up pay processes, accounting, and even personal monitoring.

Tiempo co-founder and CEO, Tad Milbourn, is an entrepreneur and intrapreneur I’ve been following for a while. (His Intuit Brainstorm project is the focus of the last chapter of my book, ThePlugged-InManager:GetinTunewithYourPeople,Technology,andOrganizationtoThrive" target="_self" title="">The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive.) With Tiempo, Tad and his co-founders (all Intuit alumni), Kyle Kilat and Peter Terrill, take Intuit’s focus on helping people manage their finances and run small businesses and extends it to the time-tracking process -- and integrates it with the Intuit suite -- with more integrations to follow.

Tad recently described Tiempo’s approach to me:

We're trying to create a world where service businesses can get paid instantly for the work they do. No more waiting to track time, waiting to create invoices, and waiting to get paid. Our first invoices that we processed were paid in an hour!

Motivation

This isn’t just about cash flow. It’s also about motivation and engagement. Yes, I hope we all work at something we have a passion for -- feedback from the work itself is a great motivator (and one of the levers of work design I mentioned in an earlier post). However, motivation comes from a combination of outcomes and the tighter all the outcomes, including pay, are tied to the work, the better the motivation. Economists and management faculty alike will agree on that one.

In Tiempo, pay is the focus, but there is also a “Kudos” button you can click on as you are approving the time someone entered. Tiempo user, Joseph Graves of Workshed says, "Even though my coworker and I work so closely together (literally sitting next to each other), it's a good reminder for me to give praise for a job well done."

Tiempo has competition, which signals to me that other people see the need to take the friction out of this piece of our work design. No more watching my friends scramble as they realize they are about to miss their timecard deadline -- and no more having to listen to them grumble about what a waste of time it is.

Do you have a suggestion for my #SummerOfWorkDesign? A tool or trick that helps you or your organization do better at designing work that is valuable, provides feedback from the tasks themselves, and helps you get the collaboration you need?

New C-Suite Future of Work Chief Customer Officer Chief People Officer Chief Digital Officer

Your employees shouldn’t be your users

Your employees shouldn’t be your users

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Whenever people talk about creating apps the conversation turns to delighting the customer. Companies build apps that will delight people. They will have a great user interface (UI) and an even better user experience (UX). They will enable people to do what they want/need to do. We learn from day one when you walk into a company it’s all about pleasing the customer. That’s why we build consumer apps the way that we do. Then when we have time, we build apps for our employees. You know, the ones we call users. We give them mobile devices or expect them to use their own. We take apps that exist on the desktop and port them to mobile devices. If we have time we may even try and make the apps look good. Yet businesses have no idea why their employees aren’t using those apps.

Customer SatisfactionIt’s really very simple. We think of our employees as an afterthought. We want to “do the things we’ve always done.” (I can’t count the number of times I have heard that excuse used!) We spend lots of time building backends that we hardcode (why use a FQDN etc. when our servers would never change?) into monolithic applications for the PC. The business would come up with a set of requirements, the scope would creep, and before you knew it, you had a crapplication that would never disappear. It guaranteed your developers a job because no one else could figure out how it was put together in the first place.

The problem is, your employees don’t want to use these crapplications on their mobile devices. They‘ve been conditioned by Apple and Google that apps should be simple and easy to use. They use consumer apps on their own mobile devices all the time. They don’t understand why work apps have to suck.

Quite simply, it’s time for companies to stop thinking of their workers as just employees and to start thinking of them as customers. They’re going to use apps to consume information and get stuff done, just like your external customers. Why treat them differently. The goal of any company is to enable their employees to get work done when and where they need to. The employees are going to take data, turn it into information and then knowledge. They then act on that knowledge. It may be as simple as taking a customer’s order in a retail store to the more complicated making a change on an assembly line. There’s no reason we have to make it so difficult with a crapplication.

Yet companies don’t like to think of their employees as customers. They forget that their brand starts with their employees. It’s hard to get other people to love your products if your own people don’t. When you treat your employees like customers, they communicate that brand love out. That’s what enablement is all about. Giving people the tools they need and getting out of their way so they can do a great job. When they love their job and their brand, everyone will know it.

This means that you have to follow the FUN principle. Focus on your users’ needs. Build apps that are designed for the devices that they have. Give them the ability to use their device and the apps to become the tools they need to get their job done. When done correctly, it’s no longer about the app or the device; it just becomes an experience for them.

This means throwing away the way you used to do things. You build your apps to meet your customers’ needs. You take their feedback and roll out updates. It’s no longer building an application and then walking away to the next project. An app never dies until you are ready to retire it. You use APIs to create standard connections to your backends to make sure that it’s easy to upgrade apps in the future and to extend functionality when you need it. The time to design and build an app is measured in weeks to a few months, not months to a few years. OS upgrades are easy to handle because you didn’t disband the app team, you knew you had to iterate. You no longer have external and internal facing app developers. You just have developers.

When the employee becomes your customer and you focus on enablement, you’ve truly taken your company mobile.

New C-Suite Chief Customer Officer

Work Design for All of Us: Location, Location, Location

Work Design for All of Us: Location, Location, Location

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Where will people do their most effective work? I’m in the middle of selling my old house and just bought a new one, so the common real estate refrain, “location, location, location” has been going through my head a lot. Do people need to work at an organizational site to be engaged? Can they work effectively away from a formal office?

In my prior post, I said,

If more work is being done with fewer jobs ... the remaining jobs, and work in general, must be being done differently. What are the levers we can pull as we do this redesign? Who should be doing this redesign? These are the questions that everyone, from CEO to the newest freelancer, are -- or need to be -- grappling with.

I’ll be working on answers all summer, but today I’m taking on location with the first set of results from research I’m doing with Emma Nordbäck, John Sawyer, and Ron Rice.

The Study

We asked this question in the context of a northern European telecom company. Eight hundred thirty employees responded to our survey. Ninety-nine percent worked full-time for the company and ninety-seven percent had a standard employment contract. They’d been with the company an average of 17 years and largest age group of respondents was 41-50 years old. Perhaps not your standard picture of telecommuting superheros.

Does working away from the traditional office reduce engagement?

Not for this group. Neither was there a significant impact on how often they communicated with their supervisor, though even I expected that the people working away from the office would communicate less. I should have thought about who these people are. They work for a telecommunications company -- they are good with the tools and have been doing this a while.

Carlson and Zmud (1999) looked at how people deal with shifts from communicating face-to-face to using email, and we’ve expanding that thinking to include texting, mobile phones, and conference calls. They found that how well you communicate can depend on your experience with your co-workers, your tools, the organization, and your work. Given our telecom employees’ experience, they have the foundations for working effectively from afar, at least to the extent that it might otherwise affect their engagement with the work.

Next Steps

We have a new set of data just in from both this same company and a northern European travel provider. We expect that the telecom employees have more experience with the telecommunications tools that make up modern work communication, so we do expect to see location playing a role when we compare that company to the travel company. If it turns out that the travel company employees are more engaged when they are co-located with their colleagues, and if the telecom employees again don’t show a difference… then we’ll be able to make stronger suggestions about how best to design work given your particular base of workers’ experiences.

Even before those results come in, I do believe there is value in creating signals around coordination, knowing when someone needs help, or is best able to provide help. Different tools and practices may substitute for things we might miss if we are working from home, a coworking space, a plane, or a client’s office. It may also be that similar tools and practices can make us better connected even when we are co-located with our colleagues.

What tools and practices have you seen provide coordination and signalling value? Does “working out loud” (see this background from John Stepper, and this earlier one from Bryce Williams) fit in this category?

Acknowledgements

Thank you to Tekes and our universities for funding and other support.

Future of Work Chief Executive Officer Chief People Officer

SuperNova Award Deadline Extended

SuperNova Award Deadline Extended

New deadline August 12, 2014 

SuperNova Awards

You now have a few more days to complete your SuperNova Award application! The new deadline to apply for the only awards to honor leaders in disruptive technology is August 12, 2014

All finalists of the SuperNova Awards are awarded one complimentary ticket to Constellation's Connected Enterprise executive innovation summit.* The application takes only about five minutes to complete. Gather all the information about your fabulous disruptive technology project, and submit your application now!

Revised timeline

  • August 1, 2014 August 12, 2014 last day for submissions.
  • August 26, 2014 finalists announced and invited to Connected Enterprise.
  • September 9, 2014 voting opens to the public
  • September 30, 2014 polls close
  • October 29, 2014 Winners announced, SuperNova Awards Gala Dinner at Connected Enterprise

We're searching for the rebels, catalysts, and innovators that are shaping the future of technology! If you led the implementation of a disruptive technology for your organization, we want to hear your story!

Complete the SuperNova Award application in 3 steps

  1. Create a Constellation account
  2. Gather the information required to complete your SuperNova Award application. Preview the application and download an application checklist here
  3. Submit your application before August 8, 2014. 

*limit one per finalist. Transportation and lodging not included. 

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Google Enterprise – Not quite sweet enough to turn lemons to lemonade just yet.

Google Enterprise – Not quite sweet enough to turn lemons to lemonade just yet.

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Last week Google held its customer event in Sydney, Atmosphere14. capioIT was intrigued to find that front and centre at the entrance was a bowl of lemons. I can only guess that Google was going to make lemonade from lemons, sadly, whilst the day had moments of sweetness, Google could not set up the lemonade stand this time around.

As an online consumer brand Google, only has Facebook and on a good day, Microsoft within range. The translation of this to the enterprise space, whilst successful on many other organisations benchmarks, has not been successful enough on a Google scale.
At the Australian event Google proved that it has a range of offerings that enterprises need, particularly in the collaboration and mapping/location space. The collaboration benefits of Google Docs are transformative, as is the ability to use location to drive improved outcomes for buyers and data for sellers.

At capioIT we believe that flaws sit in two key areas. The integration across the enterprise of Google is limited and the Google Compute offering is seriously lagging the other scale public cloud providers.

It was clear that Google enterprise cannot pinpoint an overarching and integrated core customer. They sell to a range of stakeholders, marketing, HR, technology etc, but there is no overriding core customer and limited integration across the client. Whilst it is a strong benefit to have such a diverse client base, if it is to be a truly transformational vendor for the enterprise it needs to fill the gaps, connect the dots, and offer and end to end capability

The Google Compute strategy is much weaker in the overall Asia Pacific region as well as ANZ. A data centre in Taiwan may be great from an ecological efficiency point of view, but it is not likely to interest too many customers in markets such as Singapore, Australia and India. As capioIT highlighted last week, Australia in particular is going to have a surplus of enterprise public cloud providers by year end – see As AWS dominates, Rackspace grows, and IBM, Microsoft and Cisco arrive by year end, does Australia need a sixth global IaaS provider . Despite being a much feared potential competitor in the IaaS market it needs to scale out much more quickly across the Asia Pacific market than it is doing to date. Organisations in key Asia Pacific markets such as China, Singapore, India, Japan and Australia are expecting their global providers to operate locally with in country presence.

Another point that highlighted the comparative lag of Google in the enterprise space was that the crowd was well below that of Amazon Web Services and salesforce at their customer events held in Australia this year. AWS and salesforce set the agenda; if Google wants to be a dominant provider then it must do the same.

Capture Point
Whilst at a product level Google has significant differentiation in the market it needs to do more to really challenge other enterprise providers as a top tier vendor. Integration across the product set and customer requirements is critical as is accelerated investment in cloud compute capabilities.

New C-Suite Future of Work

BlackBerry Security Summit, 29 July 2014

BlackBerry Security Summit, 29 July 2014

Summary: BlackBerry is poised for a fresh and well differentiated play in the Internet of Things, with its combination of handset hardware security, its uniquely rated QNX operating system kernel, and its experience with the FIDO device authentication protocols.

To put it plainly, BlackBerry is not cool.

And neither is security.

But maybe two wrongs can make a right, in terms of a compelling story. BlackBerry's security story has always been strong, it's getting stronger, and it could save them.

Today I attended the BlackBerry Security Summit in New York City (Disclosure: my travel and accommodation were paid by BlackBerry). The event was announced very recently; none of my colleagues had heard of it. So what was the compelling need to put on a security show in New York? It turned out to be the 9:00am announcement that BlackBerry is acquiring the German voice security specialists Secusmart. BlackBerry and Secusmart have worked together for a long time; their stated aim is to put a real secure phone in the "hand of every President and every Chancellor".

Secusmart CEO Hans-Christoph Quelle is a forceful champion of voice security; in this age of evidently routine spying by state and competitors alike, there is enormous demand building for counter-surveillance in telephony and messaging. Secusmart is also responsible for the highly rated Micro SD cards that BlackBerry proudly use as removable security modules in their handsets. And this is where the SecuSmart tie-up really resonates for me. It comes hot on the heels of last week's Cloud Security Summit, where there was so much support for personal Hardware Security Modules (HSMs), be they Micro SD cards, USB keys, NFC Secure Elements, the good old "Trusted Platform Module" (TPM) or any number of proprietary chip sets.

Today's event also showcased BlackBerry's QNX division (acquired in 2010) and its secure operating system. CEO John Chen reckons that the software in 50% of connected cars runs on the QNX OS (and in high reliability settings like power stations, wind turbines and even gaming machines, the penetration is even higher). And so he is positioning BlackBerry as a major player in the Internet of Things.

We heard from QNX founder Dan Dodge about the elegance of their system. At just 100,000 lines of code, Dodge stressed that his team knows the software inside-out. There is not a single line of code in their OS that QNX did not write themselves. In contrast, such mastery is utterly impossible in the 15,000,000 lines that make up Linux or the estimated 50-70 million lines in Windows. It happens that I've recently lamented the parlous state of software quality and the need to return to first principles security. So I am on Dan Dodge's wavelength.

BlackBerry's security people had a little bit to say about identity as well, and apparently more's to come. For now, they are flagging that with 250 million customers in their messaging system, BBM represents "one of the biggest identity systems in the world". And as such the company does plan to "federate" it somehow. They reminded us at the same time of the BlackBerry Cloud slated for launch in December.

Going forward, the importance of strong, physical Two Factor Authentication for accessing the cloud is almost a given now. nd the smartphone is fast becoming the predominant access mechanism, so the combination of secure elements, handsets and high security infrastructure is potent.

There's a lot that BlackBerry is keeping close to its chest, but for me one extant piece of the IoT puzzle was conspicuously absent today: the role of the FIDO Alliance protocols. After all, BlackBerry has been a FIDO Board Member for a long time. It seems to me that FIDO's protocols for exchanging verified authentication signals and information about devices should be an important element of BlackBerry's play in both its software infrastructure and its devices.

In closing, I'll revisit the very first thing we heard at today's event. It was a video testimonial, telling us "If you need nuclear security, you need BlackBerry". As I said, security really isn't cool. Jazzing up the company's ability to deliver "nuclear" grade to demanding clients is actually not the right message. Security in the Internet of Things -- and therefore in everyday life -- may turn out to be just as important.

We basically know that nuclear power plants are inherently risky; we know that planes will occasionally fall out of the sky. Paradoxically, the community has a reasonable appetite for risk and failures in very complex systems like those. Individually and/or collectively we have decided we just can't live without electricity and travel and so we've come to settle on a roughly acceptable finite cost in terms of failures. But when the mundanities of life go digital, the tolerance of failure will drop. When our cars and thermostats and light switches are connected to the Internet, and when a bug or a script kiddie's stunt can soon send whole neighbourhoods into a spin, consumers won't stand for it.

So the very best security we can currently engineer is in fact going to be necessary at scale for smart appliances, wearables, connected homes, smart meters and networked cars. We need a different gauge for this type of security, and it's going to be very tough to engineer and deploy economically. But right now, with its deep understanding of dependable OS's and commitment to high quality device hardware, it seems to me BlackBerry has a head-start in the Internet of Things.

 

Resources
Latest Research by Steve Wilson

Big Privacy Rises to the Challenges of Big Data

Update on The FIDO Alliance

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Postcard from Monterey 3 #CISmcc

Postcard from Monterey 3 #CISmcc

Days 3 and 4 at CIS Monterey.

Andre Durand's Keynote

The main sessions at the Cloud Identity Summit (namely days three and four overall) kicked off with keynotes from Ping Identity chief Andre Durand, New Zealand technology commentator Ben Kepes, and Ping Technical Director Mark Diodati. I'd like to concentrate on Andre's speech for it was truly fresh.

Andre has an infectious enthusiasm for identity, and is a magnificent host to boot. As I recall, his CIS keynote last year in Napa was pretty simply a dedication to the industry he loves. Not that there's anything wrong with that. But this year he went a whole lot further, with a rich deep dive into some things we take for granted: identity tokens and the multitude of security domains that bound our daily lives.

It's famously been said that "identity is the new perimeter" and Andre says that view informs all they do at Ping. It's easy I think to read that slogan to mean security priorities (and careers) are moving from firewalls to IDAM, but the meaning runs deeper. Identity is meaningless without context, and each context has an edge that defines it. Identity is largely about boundaries, and closure.

MyPOV and as an aside: The move to "open" identities which has powered IDAM for a over a decade is subject to natural limits that arise precisely because identities are perimeters. All identities are closed in some way. My identity as an employee means nothing beyond the business activities of my employer; my identity as an American Express Cardholder has no currency at stores that don't accept Amex; my identity as a Qantas OneWorld frequent flyer gets me nowhere at United Airlines (nor very far at American, much to my surprise). We discovered years ago that PKI works well in closed communities like government, pharmaceutical supply chains and the GSM network, but that general purpose identity certificates are hopeless. So we would do well to appreciate that "open" cross-domain identity management is actually a special case and that closed IDAM systems are the general case.

Andre reviewed the amazing zoo of hardware tokens we use from day to day. He gave scores of examples, including driver licenses of course but license plates too; house key, car key, garage opener, office key; the insignias of soldiers and law enforcement officers; airline tickets, luggage tags and boarding passes; the stamps on the arms of nightclub patrons and the increasingly sophisticated bracelets of theme park customers; and tattoos. Especially vivid was Andre's account of how his little girl on arriving at CIS during the set-up was not much concerned with all the potential playthings but was utterly rapt to get her ID badge, for it made her "official".

 

Tokens indeed have always had talismanic powers.

Then we were given a fly-on-the-wall slide show of how Andre typically starts his day. By 7:30am he has accessed half a dozen token-controlled physical security zones, from his home and garage, through the road system, the car park, the office building, the elevator, the company offices and his own corner office. And he hasn't even logged into cyberspace yet! He left unsaid whether or not all these domains might be "federated".

MyPOV: Isn't it curious that we never seem to beg for 'Single Sign On' of our physical keys and spaces? I suspect we know instinctively that one-key-fits-all would be ridiculously expensive to retrofit and would require fantastical cooperation between physical property controllers. We only try to federate virtual domains because the most common "keys" - passwords - suck, and because we tend to underestimate the the cost of cooperation amongst digital RPs.

Tokens are, as Andre reminded us, on hand when you need them, easy to use, easy to revoke, and hard to steal (at least without being noticed). And they're non-promiscuous in respect of the personal information they disclose about their bearers. It's a wondrous set of properties, which we should perhaps be more conscious of in our work. And tokens can be used off-line.

MyPOV: The point about tokens working offline is paramount. It's a largely forgotten value. Andre's compelling take on tokens makes for a welcome contrast to the rarely questioned predominance of the cloud. Managing and resolving identity in the cloud complicates architectures, concentrates more of our personal data, and puts privacy at risk (for it's harder to unweave all the traditionally independent tracks of our lives).

In closing, Andre asked a rhetorical question which was probably forming in most attendees' minds: What is the ultimate token? His answer had a nice twist. I thought he'd say it's the mobile device. With so much value now remote, multi-factor cloud access control is crucial; the smart phone is the cloud control du jour and could easily become the paragon of tokens. But no, Andre considers that a group of IDAM standards could be the future "universal token" insofar as they beget interoperability and portability.

He said of the whole IDAM industry "together we are networking identity". That's a lovely sentiment and I would never wish to spoil Andre Durand's distinctive inclusion, but on that point technically he's wrong, for really we are networking attributes! More on that below and in my previous CISmcc diary notes.

The identity family tree

My own CISmcc talk came at the end of Day 4. I think it was well received; the tweet stream was certainly keen and picked up the points I most wanted to make. Attendance was great, for which I should probably thank Andre Durand, because he staged the Closing Beach Party straight afterwards.

I'll post an annotated copy of my slides shortly. In brief I presented my research on the evolution of digital identity. There are plenty of examples of how identity technologies and identification processes have improved over time, with steadily stronger processes, regulations and authenticators. It's fascinating too how industries adopt authentication features from one another. Internet banking for example took the one-time password fob from late 90's technology companies, and the Australian PKI de facto proof-of-identity rules were inspired by the standard "100 point check" mandated for account origination.

Clearly identity techniques shift continuously. What I want to do is systematise these shifts under a single unifying "phylogeny"; that is, a rigorously worked-out family tree. I once used the metaphor of a family tree in a training course to help people organise their thinking about authentication, but the inter-relationships between techniques was guesswork on my part. Now I'm curious if there is a real family tree that can explain the profusion of identities we have been working so long on simplifying, often to little avail.

True Darwinian evolution requires there to be replicators that correspond to the heritable traits. Evolution results when the proportions of those replicators in the "gene pool" drift over generations as survival pressures in the environment filter beneficial traits. The definition of Digital Identity as a set of claims or attributes provides a starting point for a Darwinian treatment. I observe that identity attributes are like "Memes" - the inherited units of culture first proposed by biologist Richard Dawkins. In my research I am trying to define sets of available "characters" corresponding to technological, business and regulatory features of our diverse identities, and I'm experimenting with phylogenetic modelling programs to see what patterns emerge in sets of character traits shared by those identities.

So what? A rigorous scientific model for identity evolution would have many benefits. First and foremost it would have explanatory power. I do not believe that as an industry we have a satisfactory explanation for the failure of such apparently good ideas as Information Cards. Nor for promising federation projects like the Australian banking sector's "Trust Centre" and "MAMBO" lifetime portable account number. I reckon we have been "over federating" identity; my hunch is that identities have evolved to fit particular niches in the business ecosystem to such an extent that taking a student ID for instance and using it to log on to a bank is like dropping a saltwater fish into a freshwater tank. A stronger understanding of how attributes are organically interrelated would help us better plan federated identity, and to even do "memetic engineering" of the attributes we really want to re-use between applications and contexts.

If a phylogenetic tree can be revealed, it would confirm the 'secret lives' of attributes and thereby lend more legitimacy to the Attributes Push (which coincidentally some of us first spotted at a previous CIS, in 2013). It would also provide evidence that identification risks in local environments are why identities have come to be the way they are. In turn, we could pay more respect to authentication's idiosyncrasies, instead of trying to pigeonhole them into four rigid Levels of Assurance. At Sunday's NSTIC session, CTO Paul Grassi floated the idea of getting rid of LOAs. That would be a bold move of course; it could be helped along by a new fresh focus to attributes. And of course we kept hearing throughout CIS Monterey about the FIDO Alliance with its devotion to authentication through verified device attributes, and its strategy to stay away from the abstract business of identities.

Reflections on CIS 2014

I spoke with many people at CIS about what makes this event so different. There's the wonderful family program of course, and the atmosphere that creates. And there's the paradoxical collegiality. Ping has always done a marvelous job of collaborating in various standards groups, and likewise with its conference, Ping's people work hard to create a professional, non-competitive environment. There are a few notable absentees of course but all the exhibitors and speakers I spoke to - including Ping's direct competitors - endorsed CIS as a safe and important place to participate in the identity community, and to do business.

But as a researcher and analyst, the Cloud Identity Summit is where I think you can see the future. People report hearing about things for the first time at a CIS, only to find those things coming true a year or two later. It's because there are so many influencers here.

Last year one example was the Attributes Push. This year, the onus on Attributes has become entirely mainstream. For example, the NSTIC pilot partner ID.me (a startup business focused on improving veterans' access to online discounts through improved verification of entitlements) talks proudly of their ability to convey attributes and reduce the exposure of identity. And Paul Grassi proposes much more focus on Attributes from 2015.

Another example is the "Authorization Agent" (AZA) proposed for SSO in mobile platforms, which was brand new when Paul Madsen presented it at CIS Napa in 2013. Twelve months on, AZA has broadened into the Native Apps (NAPPS) OpenID Working Group.

Then there are the things that are nearly completely normalised. Take mobile devices. They figured in just about every CISmcc presentation, but were rarely called out. Mobile is simply the way things are now.

But there was a lot of explicit mention of hardware. I've already made much of Andre Durand's keynote on tokens. It was the same throughout the event.

  • There was a session on hybrid Physical and Logical Access Control Systems (PACS-LACS) featuring the US Government's PIV-I smartcard standard and the major ongoing R&D on that platform sponsored by DHS.
  • Companies like SecureKey are devoted to hardware-based keys, increasingly embedded in "street IDs" like driver licenses, and are working with numerous players deep in the SIM and smartcard supply chains.
  • The FIDO Alliance is fundamentally about hardware security, leveraging embedded key pairs to attest to the pedigree of authenticator models and the attributes that they transmit on behalf of their verified users. FIDO promises to open up the latent authentication power of many 100s of millions of devices already featuring Secure Elements of one kind or another. That is PKI the way nature intended all along.
  • And the good old concept of "What You See Is What You Sign" (WYSIWYS) is making a comeback, with mobile platform players appreciating that users of smartphones need reliable cues in the UX as to the integrity of transaction data served up in their rich operating systems. Clearly some exciting R&D lies ahead.

MyPOV in closing: Cloud Identity Summit is the only not-to-be missed event on the IDAM calendar.

See you again next year (I hope) in Monterey!

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News Analysis - HireVue announces Insights - a key step to bring (true) analytics to enterprise software

News Analysis - HireVue announces Insights - a key step to bring (true) analytics to enterprise software

We take a look at the HireVue press release from July 23rd (it can be found here) in our usual commentary style.

Here we go:

SALT LAKE CITY, Utah – July 17, 2014 – HireVue, a leading digital recruiting and talent interaction provider, today announced the first predictive candidate and interviewer recommendation engine, HireVue Insights. For the first time, companies can use the power of big data to identify their top candidates and best interviewers based on interaction, hiring and performance attributes. It helps organizations optimize their hiring model and gives talent professionals a competitive edge by reducing guesswork and helping them discover the right candidates more quickly. For candidates, it levels the playing field and gives often overlooked talent a chance.

According to the Talent Board, less than 6% of job applicants get an opportunity to interview for a position. The average position receives approximately 100 applicants, leaving 94 candidates in a black hole – often wondering where they stand and why. Many have the skills, personality and potential to do the job but don’t get a chance to tell their story. Until now... HireVue Insights uses the power of big data and personalized digital interactions to recommend candidates based on 15,000 interaction, behavioral and performance attributes – and how they correlate to the organizations current top performers.


MyPOV – Good description of the problem from an enterprise and recruiter perspective – it is really all about finding the best fit candidate. With the application load the error rate at finding the best candidate naturally goes up and what is better to solve that than looking at BigData and (true) Analytics to help find the best candidate. (Here is my definition of true Analytics and 6 common misunderstandings on the topic).

HireVue also does a good job to keep stressing the candidate experience. Not really clear how this product will change it – the answer is of course more and better automation to tell candidates where they stand in the application life cycle. But it also means that each criteria captured about a candidate will be part of the interview process funnel and part of the hiring decision – a better situation for candidates out there than leaving it to human, usually information overloaded and error prone decision making.

HireVue Iris™, a patented deep learning analytics engine that powers HireVue Insights, analyzes a unique data set of interactions, feedback and outcomes that never before existed. Developed by HireVue’s data science team, Iris was built based on over 3 million interview responses. Each candidate interview contains 100,000 times more bytes of data than the resume or profile traditionally used for identifying job candidates. The platform examines attributes in three major categories: interview attributes, behavioral attributes, and performance attributes. Iris’s proprietary algorithms discover patterns and learn which attributes predict performance, then scores each candidate on how they compare to existing top performers. And, similar to a batting average for hiring managers, Iris also scores interviewers based on how their historic ratings and feedback correlated with hiring and performance outcomes.

MyPOV – A nice insight on how HireVue Iris is trying to solve the problem. What is not mentioned – but key to make this a very interesting analytical offering – are capabilities that were demoed to me back at the HireVue user conference (my takeaways here) in early June: The recruiter can improve analytical models by rating past hiring success – a key trust creating measure in my view – to get business users to trust the magic coming their way via an analytical application. And HireVue smartly provides a layered model delivery, starting with a default model, fine tuning that to an industry model and then all the way to a position model. The right approach to makes there is immediate value from analytical applications. Business users do not expect (some of them fear) for the analytical software to be right away better, but by easing them in to the software’s usage, when they can see that the software is adaptive, and learns (from them), they should come on board and comfortable using the analytical software.

And HireVue rightfully highlights the other perspective – the model can also be used to predict how thoroughly and ultimately successfully a recruiter works.

“Recruiters and hiring managers rely heavily on instincts, hunches and memory to choose the right candidates, but there isn’t a lot of data to help them predict who will become a top performer, or decide who should be interviewing candidates,” said Mark Newman, CEO of HireVue. “This could be the most important innovation in recruiting in the past 25 years. HireVue Insights analyzes over 100,000 times more data than a resume, all within the context of your organization, your positions and your feedback. It gets smarter over time to become your own personal data-driven hiring model.”

MyPOV – Well said. Not sure HireVue needs to stretch the 100k more – assuming this is the math behind the 2-4kb of the average resume vs. the average length of the interview. But at the end it does not matter – as long as the Isis model can show a recruiter better candidates.

The data science team at HireVue worked closely with customers to develop and configure Insights to meet the unique needs of each company. Customers like Chipotle Mexican Grill and others are already realizing big improvements within their processes. […]

MyPOV – Good to see the model was not build in the data scientist’s ivory tower but with customers. Extra points for a well known brand like Chipotle.

Overall MyPOV

Well done by HireVue to apply BigData and (true) Analytics to a very hard problem, recruiting. It would be great to know what behavioral / body language etc. algorithms HireVue might be using to skim through the video file, but understandably that is proprietary. With end user feedback consideration and stepwise model progression HireVue has implemented two key mechanisms that are important for analytical application success.

Now we can only wish HireVue and their customers luck in the early phase to have the successful showcases everyone hopes analytical software will deliver. The good news is that from interacting with the HireVue analytical brain trust at the user conference, they have the ability to address and fix things quickly - should that be necessary. And then it would be great to consider model thrashing and multi-model decision making – not just using the powerful and pretty ubiquitous scoring mechanisms. But one step at time.




More on HireVue



  • First Take - 3 Takeaways from HireVue Digita Disruption Conference - Day 1 Keynote - read here



More on Recruiting


 
  • Musings - How Technology Innovation fuels Recruiting and disrupts the Laggards - read here
  • Musings - What is the future of recruiting? Read here
  • HRTech 2014 takeaways - Read here.
  • Why all the attention to recruiting? Read here.

And  more on Payroll:




  • Could the paycheck re-invent HCM – yes it can – read here.
  • And suddenly, payroll matters again! Read here.

Find even more coverage on the Constellation Research website here.

 

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