Thursday 17 December 2015

Bring your own downfall

The dinner party in the 1970's was the way to show off to your friends how sophisticated you were - treating them to prawn cocktail starters, chicken kiev for the main course and an artic roll for dessert.  And of course, you'd also have raided your nearest Marks & Spencer's supermarket for a bottle of their finest generic White Table Wine.  You see, back in 1973, you only had a choice from a handful of wines - so it was easy to pick something that no-one would enjoy while at the same time appearing to be the height of the social scene.

Fast forward to the nineties and not only were there hundreds of bottles of wine to choose from, there was also a huge range of beers, spirits and alcopops - something to suit everyones tastes.  You'd be faced with spending £30 on a bottle of wine to please the Leadbetters while your other guests would still rather have a beer or some vodka.  And so began the rise of "bring your own bottle" - the novel concept of allowing your guests to bring what they would enjoy rather than forcing your taste on them.

The concept of "Bring Your Own" didn't just stop at what drink you'd take to your neighbour's party - it morphed into freedom of choice for the office worker.  No longer did employers insist that their workers suffer the 3 year old, previously enjoyed, locked down to the point of being unusable, corporate laptop (often with a range of crumbs and other nastiness trapped in the keyboard); instead they would welcome their staff to the future "bring your own device".  Now employees could bring their shinny state-of-the-art Macbook into the office and use it to access the corporate network.  No more waiting for half an hour in the morning for the prehistoric corporate laptop to boot up; no more having to close one program down to free up memory to open another.  And even better, some employers gave their staff an allowance from the money they saved by not having to give them a work PC.

Yet for some reason, BYOD still remains "the future" at a large number of organisations.  Security, inter-operability, tax issues, regulation, health & safety... the list of excuses goes on.  Even some of the organisation who allow BYOD wrap so many conditions around it, such as installing software to block or diminish the experience of personal use on your own device, that employees become disenfranchised with the idea.

For the organisations who haven't embraced BYOD there's trouble looming.  The next wave of "Bring Your Own" is customer focussed.  Bring Your Own Authentication/Credentials/Identity will disrupt how the consumer interacts with business in the digital era.  If customers can't remember passwords, they'll chose a different type of credential that works for them... and they'll want to use it with whichever company they chose.  If they've proved their age once and now have a verified attribute they'll want to assert it anytime they are required to - regardless of who verified their age and whom they're now asserting it to.

Digital disruption, powered by the ability to bring your own identity, has already started - Chip & PIN, which had a painfully slow global adoption, is already seeing the impact of the digital wallet.  Retailers, including Marks & Spencer, have embraced consumer choice for convenience, with banks and card providers often reluctantly falling into line, as their customers reach for their mobile device to authenticate their payments.  Portable KYC, identity passports, attribute exchange and federated authentication will gather pace over the next 12-18 months; organisations who are still looking inwards at how they respond to BYOID will lose ground to those who are looking outwards at what role their organisation will play.

Customers will look to convenience, organisations will look towards trust, security and liability, when deciding what identity standards to adopt - the market has a lot of work to do to mash these together.  The visionary, customer centric companies, will move towards a risk appropriate framework.   One that provides a rewarding experience for their customers.

For those companies who keep looking inwards, if you're still offering your customers the identity experience comparable to White Table Wine in a year's time, you might just bring your own downfall. 

Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me

Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA


Connect with Bryn on Linked In: Bryn Robinson-Morgan

Sunday 1 November 2015

The upstarts at the startups

Startups disrupting big business is nothing new.  It's nearly 40 years since Apple set about changing how technology companies operated yet the difference today is the "unique" way in which Steve Jobs disrupted the status quo is now seen as normal behaviour.  There are numerous examples of how Jobs ignored the rules of business and went about doing what he wanted to do, how he wanted to do it.  For example the story of Jobs changing the colours of a global behemoth's corporate logo because it didn't fit the colour scheme of his own presentation.  If you told that story to the entrepreneurs in one of the many startup workspaces today you'd likely be greeted with lots of blinking, unimpressed faces.

The characteristics of the entrepreneur haven't necessarily changed - its the environment that has.  Barriers to getting your idea to market aren't what they were.  You can take your great idea, using cloud tech or a mobile platform and go to market with it quicker, easier and more cheaply than ever before.  As existing businesses open up their API's, the future of the startup becomes even more of a challenge to the status quo.

Today's entrepreneur can share a ride in an Uber car, to their office for the day that they found on Workspace, find a sofa to surf for the evening on AirBNB - after they've been fed and watered at a collaboration workshop from MeetUp of course.  The very way in which Apple began 40 years ago is now a commoditised digital industry that enables more startups to launch more ideas to disrupt more of the status quo more easily.

How existing corporates respond to the changing (changed) landscape in the world of the startup will be key to their own futures.  Having your own offices, infrastructure, employees and everything else that comes with being a corporate needs money - and that becomes more of a liability and less of an asset in competing with the startups.  Not having a brand reputation for a start-up becomes a positive because they have nothing to lose.  A thousand startups can come and go before one lands that disrupts the landscape - yet as the startup itself becomes a disposable commodity, the higher the rate of turnover and the more frequent the disruption.




Corporates who "want to foster the startup culture" often miss the point that they have a brand reputation to look after, that they have enough money to make it worth being sued and that their staff expect to sleep in their own bed not on someone else's sofa.  Its not enough just to let someone wear a pair of shorts and a vaguely offensive t-shirt and think that you're acting like a start up.

To stay relevant in 10 years time, big business does need to change.  How they embrace the startup culture will vary from organisation to organisation.  Some will fund the start-ups, setting up innovation hubs - buying out the good ideas that fit their needs and wishing well those that don't.  Some will lessen the bureaucracy that they've constrained themselves with and allow more innovation to thrive from within.  Some will radically restructure themselves, becoming lean management, brand and policy units with subsidiaries that are there to make or break.

There will of course be those organisation that batten down the hatches and adopt a protective litigation stance. Though the chances are that those who look to embrace it will stand more chance of being relevant in 10 years time.

The upstart from the startup could also be your boss in 10 years time - so chose wisely who you have sleeping on your sofa!


Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me

Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA


Connect with Bryn on Linked In: Bryn Robinson-Morgan

Monday 14 September 2015

Defining the Business Analyst

The role of the Business Analyst varies from industry to industry, from company to company, from department to department and from individual to individual. Yet there is always a common theme that run through every Business Analyst job description - if you can't find anyone else to do a task, it's a part of the Business Analyst's role. The good old catchall of "other tasks as defined from time to time" makes up a significant portion of the daily tasks heaped upon the Business Analyst. 

At one end of the scale companies use the experience, knowledge and expertise of their Business Analysts to help shape their strategy. Multi-million pound IT projects or remodelling the corporate structure become reliant on the involvement of the Business Analyst. And at the other end, the Business Analyst is documenting a process for how the Contact Centre's IVR flow works or how the paper clips get ordered. 



As is the case for most roles, the ability, knowledge and competence of those in the Business Analyst skills pool can vary hugely.  Though if the role of the Business Analyst isn’t properly understood or appreciated resource allocation can often take its cue from selecting the sports team at school.  The popular kids being picked first and the weedy kid with the strange odour being left as Hobson’s choice.  This can result in the top talent being reduced to counting the paperclips and the task oriented Business Analysts being left to do root cause analysis on why the organisation’s strategy is failing.  When it comes to how organisations value their Business Analysts, all too often their all round ability and general willingness to pick up the threads that everyone else is all too willing to leave hanging seems to count against them. They can be left feeling either undervalued or overstretched because their skills aren’t being used appropriately.  

Whilst clear definition exists between Programme Managers, Project Managers and Project Management Office roles or Enterprise, Project and Software Architects, for the Business Analyst the differentiation is often made through the subtlety of a prefix such as Principal, Lead, Senior or Junior.  This lack of clear definition shouldn't undermine the value placed on a core component of the project team.  Organisations who use find and replace to differentiate their Business Analyst job descriptions, giving the same tasks a different verb to show the level of the person, need to think differently.

As we look to do more for less, harnessing the benefits of fleet of foot, agile delivery in both business process design and technology delivery, Business Analysts will segment further into those who have the skills of strategic, enterprise thinking; and those who are task focussed with a keen eye for detail. And as organisational structures becoming slimmer and more streamlined, often with business functions outsourced en mass, the need to empower Business Analysts to represent a smaller group of stakeholders in making decisions based on their own breadth and depth of knowledge will grow.  The Business Analyst, with the ability to define the strategy and with the business or subject knowledge to make decisions, will be required to fill the gaps in this slimmer structure.  Meanwhile the task oriented Business Analyst will support their peers in bringing their vision to fruition. 

Whether the Business Analyst role will morph into Enterprise Analysts, Project Analysts and Process Analysts or whether organisations will begin to recognise the subtlety of the prefixes currently in existence remains to be seen. For those working as a Business Analyst to have better definition of their role and the opportunity to be allocated to work based on their skills is undoubtedly attractive and will drive the marketplace; with the value and desirability of the roles at the Enterprise level becoming rightly more marked. 


Organisations who fail to remove the ambiguity from their job descriptions will be the ones who are left with only the task focussed Business Analysts; whilst those who make the definition and reward appropriately will reap the benefits at both ends of the scale. 


Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identityYou don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me

Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA


Connect with Bryn on Linked In: Bryn Robinson-Morgan

Sunday 2 August 2015

Unblocking Digital Identity

When it comes thinking about citizen identity schemes, centralisation is so Y2K.  A decentralised or federated model would remove the bureaucracy, put the customer at the heart, delegate control to the user and balance security and usability.  Though look out federation, there is a new kid in town.  Distributed is where identity is at - or is it?

Blockchain, the distributed ledger solution behind Bitcoin, is becoming the hot topic of the digital identity world.  It ticks many of the important boxes - privacy by design, cryptographically secure, robust architecture, irrefutable provenance, consent and control with the user.  So Identity on the Blockchain could be the next big thing for citizen eID.

Though before giving up on federation we should put Bitcoin in context.  Relative to the British Pound (born 775), Bitcoin is a mere pup (born 2008/9) - though to compare it with another digital disrupter, by the time Facebook was 6 years old it had over 600m users - Bitcoin has less than 4m.  Having an unregulated, community owned technology is arguably more of a negative than a positive - particularly when it comes to things of value.  It is estimated that around a third of the Bitcoins created are now classed as zombie coins - the cryptographic keys required to transact them lost at the bottom of a rubbish tip.  And with no central authority there is no redress, no one to hold accountable other than the end user themselves.

Though the lack of a central authority has created a marketplace for a federation of exchanges and wallets; performing as an intermediary between the end user and the overall community.  Though in an unregulated marketplace how can you trust these intermediaries?  With loss of their customer's crypto keys and pending criminal prosecutions it would seem the answer to that question is that you can't.

While the Blockchain may be a future technology upon which citizen identity could be based it is also worth considering that the concept of the distributed ledger for identity has been used successfully for quite some time.  In the UK the General Register Office has been operating the exact model since the late 18th century - with births, deaths and marriages being recorded in local registers, that issue certificates to the end user, that they control as the central authority.



Bitcoin and Blockchain are technology led solutions that have gained a niche use in financial payments.  The same technology will have a role to play in pure play identity and access management solutions and it may solve use cases within the citizen eID space - though doing this from a customer led perspective to find the technology solution will have a greater chance of success.

The core challenge for a successful citizen identity scheme is to hit the sweet spot between allowing the real person to claim and assert their identity and preventing anyone else from doing the same.  Balancing how easy you can make the former and how difficult you can make the latter comes above whether your solution is centralised, federated or distributed. 

So maybe centralisation isn't quite so Y2K after all.  Maybe federation will solve the issues.  Maybe the future is Blockchain or another distributed ledger model.  Though if you were looking for the best solution - maybe, just maybe, a model based on the best of all of them could be the real future? 


Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me

Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA


Connect with Bryn on Linked In: Bryn Robinson-Morgan

Tuesday 5 May 2015

Unexpected Customer Behaviour In The Bagging Area

This week saw the UK's forth largest supermarket, Morrisons, announce the return of staffed express checkouts.  As the first major retailer to make the u-turn, what now is the future strategy for self-service?  Are Morrisons responding to a change in customer shopping behaviour or did they, along with the rest of the retail market, get their strategy wrong in the first place?

The figures show that only one in three supermarket customers had used self-service; what makes this figure even bleaker is that queues at staffed checkouts have actually lengthened where self-service has been introduced.  For supermarkets, self-service checkouts have played a contributory factor in the loss of customers to smaller rivals who are seen to offer a better experience with personalised service at a lower cost. 





Lowering staff headcount to reduce operating costs is the headline benefit for most organisations who have introduced self-service checkouts.  Unfortunately when cost reduction is at the heart of your customer service strategy the outcome is fairly predictable.  Customer behaviour shouldn't have been unexpected - the impact on satisfaction levels when you introduce cost saving measures are, with the odd exception, going to be negative. 

It is unlikely though, that self-service will be removed from the customer service strategy of any retailer. And nor should it be. As someone who has implemented self-service into the retail sector, I believe that it has an even greater role to play in retail strategy in the future. Yet those organisations who implement it correctly will be the ones whose focus in on improving the customer experience through the use of technology. A by-product of this will be the cost saving through headcount reduction. 

One of the best examples of self-service is travel ticketing used on the London public transport network.  In order to migrate customers to self-service they introduced the Oyster travel card.  Within ten years of its introduction in 2003, Oyster was used in over 80% of all journeys.  So successful that self-service ticketing will allow London Underground to close all of its ticket offices by the end of 2015 - down from over 250 when Oyster was first introduced.  These are figures that supermarkets can only dream of.

The reason why self-service for London public transport has been so successful is that they used the introduction of Oyster to make self-service ticketing more convenient for their customers.  The strategy for implementation was built upon a simplified pricing policy, highly reliable infrastructure and incremental migration of more complex products as customer advocacy grew. 

For retailers, this lesson of simplifying the underlying customer experience, making self-service the convenient choice, ensuring the platform is reliable and only growing as reliability is proven and adoption grows, is one they can still use.  Simple measures that can overcome the failings of current technology or operating constraints need to be considered.  The complexity of the transaction needs to be reduced - if you need to train your staff to do a task don't expect your customers to be able to do the same task without training.  

For customers, the use of self-service check outs needs to be a preference – a choice that they make rather than something that is enforced on them by the retailer.  This preference may be subject to the context – a basket of shopping can drive significantly different behaviour than an over-flowing trolley of goods.  Putting the customer at the heart of the retailers self-service strategy will enable context to be considered, behaviours to be modelled and solutions to be designed to meet customer needs.  In an increasingly digitally enabled world, self-service will also be omni-channel; a richer experience in store and online that delivers convenience and benefit to customers that encourages the adoption of self-service and a migration away from staffed checkouts.

So whilst Morrisons may have seemingly made a u-turn, in reality they should just be revisiting their customer service strategy to make sure that when it comes to self-service, customer behaviour is not an unexpected item. 




Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Defining the Business Analyst - Better job descriptions for Business Analysis
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me

Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA


Connect with Bryn on Linked In: Bryn Robinson-Morgan

Tuesday 7 April 2015

Tick to Agree

Do our customers really trust that we do the right things for the right reasons when it comes to their data?  The digital economy is founded upon data that belongs to our customers. We may source it, store it, aggregate  it, make sense of it, commercialise it... yet if we share it just how informed should the consent be from the people who own it?

We've witnessed tiny tremors that have been described in the media as a backlash; though in the scheme of things the customer reaction was nothing more than tomorrow's chip paper.  Sony may have lost a heap of credit card numbers but its customers were soon distracted by a free game to download; Google may be evil but their customers don't have time to search for a new search engine; Facebook may have the right to replace you with a substitute human should your own life become too dull but their customers want to know when their friends are drunk. (There may be some artistic licence at work here I admit :)

The fact is that to date nothing has occurred that has truly caused a customer backlash in the way in which we organisations trade their data. Even the most outraged, moralistic, educated and knowledgeable customer still ticks the terms and conditions box without instructing a lawyer. They still swipe their loyalty card at the checkout to buy the newspaper with the headlines about the latest data privacy breach. And they still send emails and check the adverts specially tailored for them that magically appear. 





We wouldn't give our customer's money away quite so nonchalantly; so is doing the right thing with their data treating it in the same manner?  Rather than getting our customers wrapped up in 56 pages of terms and conditions written by the legal department on how we intend to use their data it would seem much fairer that our marketing department wrote our key terms. The same points on how we source it, store it, aggregate it, make sense of it, commercialise it - written in easy to understand bullets. 

If we start being transparent with our customers about our role in the use of their data we may have to rethink our data strategy. How we commercialise their data; what, how and when we share may have to be done in more innovative and customer centric ways. 

The alternative is that we continue to ride on the wave of customer apathy.  We can continue to tell customers that we might do bad things, on purpose or by accident, with their data but never mind because you agreed we could. 

Over the next 5-10 years the tide is turning and the wave of apathy will come crashing down. Simply with the amount of data we will hold and the value it contains, the organisation who doesn't treat their customer's data like their customer's money will be the one to drown. 

Now is the time to start building our customer's trust by doing the right things for the right reasons when it comes to their data.

Read my other posts
Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile
Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me
Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA

Connect with Bryn on Linked In: Bryn Robinson-Morgan