Monday, 1 February 2016

Distributed Identity Has No Clothes

In January the Government Chief Scientific Advisor, Sir Mark Walport, published a report setting out the findings of a review exploring how distributed ledger technology can revolutionise services, both in government and the private sector.  This 88-page report explored a vision of how distributed ledger technology could reshape how government interacts with its citizens.

Whilst the concept of “Identity on the block chain” has been talked about for a while, the seeming endorsement from the Government Office for Science for this idea has triggered the rush for the bandwagon.   In the weeks since there have been a number of blog posts saying how block chain technology will solve the problem of how we establish our digital identity, will increase security, will prevent fraud, will either provide gold standard trust or do away with the need for it altogether, will end world hunger, eliminate bureaucracy, give privacy, return control of data to the individual… in fact it will do so many wonderful things we’ll all wonder how we lived before it.

The trouble is, the people forcing their way on the bandwagon often don’t understand block chain technology, or they don’t understand identity, or they don’t understand the problems that they’re claiming putting one onto the other will solve.  And here I’ll lay my cards on the table – I’m not a block chain guru; indeed when I blogged about this topic back in August 2015 -  Unblocking Digital Identity – my conclusion was inconclusive.



So why then, while every one else fights to grab onto the bandwagon – backed by the Chief Scientific Advisor and other people far more intelligent than I am – am I stood pointing and shouting that the emperor is naked?  Well, leaving stupidity aside, there are a few reasons.

Firstly, identity isn’t transactional.  When you ask how old I am I tell you my age, I don’t transfer it to you.  So if we’re talking about attributes of my identity that can be associated to a transaction – did the supermarket checkout operator get confirmation of my entitlement to buy alcohol? – so this could be written to a distributed ledger as immutable evidence for compliance purposes.  Though this is putting supermarket sales on the block chain, not my identity.

Secondly, identity and entitlement often get interlaced.   So one of my identity attributes is my date of birth, which when I hit 18 entitled me to buy alcohol (in the UK) – so actually the supermarket isn’t interested in my identity, they’re interested in my entitlement.  When claims are made of fraud prevention by putting my identity on the block chain it doesn’t address the fact that people claim things that they’re not entitled to… even when they’re known to the organisation they’re defrauding.

Thirdly, when it comes to security there’s a great comparison to most things in life.  The amount of reward to be gained guides the amount of effort we’re prepared to put in.  Bad people spend a lot of effort trying to break into bank systems because they know that there’s a lot of reward on offer.  And the banks put a lot of effort into protecting their systems because they have a lot to lose.  Now if you’re being attacked – the best thing is to know about it – so you can do things to prevent it.  If I give you a copy of the identity of every citizen – I tell you what the prize is - and let you take that away and do whatever you want with it – no matter how secure I think it is now, I’m not sure that I feel comfortable in leaving it with you without knowing what you’re doing to it.

Finally, and most importantly, identity isn’t about what was, it’s about what is.  People do strange things – like move house, change name, die.  So if I verify your identity and write an immutable record of it to the block chain, it is immediately worth less than at the point that I did it.  So being able to point to that transaction in 10 year’s time offers very little benefit.  If I go to rent a car, the car hire company don’t care that I was given a driving licence 30 years ago, they want to know if it’s still valid now.  If I write the event of my marriage to the block chain and have that signed by Government, I can prove that I got married; I can’t prove that I am married unless I go back to Government for them to confirm that I haven’t since got divorced… or died… or that my partner died (which is about their identity, not mine).

Which brings me to the same conclusion as before, though now with much more clarity. Distributed ledger technology will have a role to play in identity – though not in the way that the bandwagon would currently have you believe.  What that way is – I don’t know… though I do know it currently has no clothes on.


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
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
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

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