Environmental sustainability is only one use case for blockchain technology. Companies can use distributed ledgers for social sustainability and governance. For example, pharmaceutical companies can collect data on a blockchain that identifies and traces prescription drugs. This data collection can prevent consumers from falling prey to counterfeit, stolen, or harmful products. Banks can collateralize physical assets, such as land titles, on a blockchain to keep an unalterable record and protect consumers from fraud. In supply chain finance, organizations can use distributed ledger technology to match the downstream flow of goods with the upstream flow of payments and information. That can help level the playing field for smaller financial institutions. Sustainability must be seamless. ServiceNow recently partnered with Hedera to help organizations easily adopt digital ledger technology on the Now Platform. This partnership provides a seamless connection between trusted workflows across organizations.
Enterprises face multiple risks throughout their supply chains, Deloitte says, including shortened product life cycles and rapidly changing consumer preferences; increasing volatility and availability of resources; heightened regulatory enforcement and noncompliance penalties; and shifting economic landscapes with significant supplier consolidation. ... “Often people think of the supply chain as one thing and it is not,” Korba says. “We think of the supply chain as the sum of several parts of the whole business operation — from understanding customer demand to materials management and manufacturing or sourcing and purchasing, to logistics and transportation, to inventory management and automated replenishment orders at Optimas and at our customers’ locations.” A key to success is the ability for all the supply chain tools the company uses to work together seamlessly, to help keep customers appropriately stocked and better manage costs, demand, inventory, production, and suppliers. The information provided through analytics needs to address financial issues such as cashflow and pricing on the supply and demand sides.
Serverless architecture brings two benefits. First, it enables a pay-as-you-go model on the full stack of technology and on the most granular basis possible, thereby reducing the overall run cost. The pay-as-you-go model is activated by putting functions into production via the operator of the serverless ecosystem only when they are needed. Therefore, serverless architecture not only reduces costs below the economies of scale provided by cloud-based setups capable of operating infrastructure at large scale, but also reduces idle capacity. Second, serverless architecture provides ecosystem access for the underlying infrastructure as well as the entire functionality, thereby drastically reducing the cost to transform the company’s IT environment. Ecosystem access for functions is achieved through the provider’s FaaS and BaaS models instead of being redeveloped for every client. While ecosystem access in SaaS was only possible for the entire software package, with serverless architecture even small-scale functions can be reused, thereby offering more flexibility and reusability on a broad basis.
Companies adopting the free-to-play monetization techniques in their titles naturally have an incentive to max out the users’ shopping sprees. To this end, they can deploy a whole array of design decisions, from annoying pop-ups with links to in-game shops to more sophisticated tools. The latter use behavioral data and psychological tricks to goad the users into spending more. Some of the latest patents coming from leading industry names, such as Activision, put machine learning at the service of the company’s bottom line. Tweaking the matchmaking system to prompt new players to spend more? Check. Clustering players in groups to target them with tailored messaging, offerings, and prices? Check. These and other techniques live and breathe behavioral data. As such, they do raise red flags in terms of data exploitation, especially if you consider who tends to fall for them the hardest. Free-to-play games make a solid chunk of their revenues off a very small subset of their player base, the so-called “whales,” as high-paying players are known in the industry.
While Meta’s promotional vision for metaverse worlds is a series of distinct snapshots, other metaverse platforms, such as Decentraland, The Sandbox, and Cryptovoxels, feature some level of urban planning. Like in many real-world cities, they use a grid system with plots of land distributed on a horizontal plane. This allows for property to be easily parceled and sold. However, many of these plots have remained empty, demonstrating that they are primarily traded speculatively. In some instances, content—buildings and things to do, see, and buy within them—has been added to plots of land, in an effort to create value. Virtual property developer the Metaverse Group is leasing Decentraland parcels and offering in-house architectural services to tenants. Its parent company, Tokens.com, has virtual headquarters there too, a blocky sci-fi-style tower in an area called Crypto Valley. ... Real cities are now choosing to emulate themselves in the metaverse. South Korea’s Metaverse 120 Centre will provide both recreational and administrative public services.
In web3, new storage solutions allow people to store data for each other in a secure and decentralized way. This makes it much, much, more difficult to obtain user data through hacking a server full of data. At the same time, the way data will be managed on the user-side is that it will be completely permission-based. Users will be able to manage data access on the fly, giving and withdrawing permission to personal data when needed. In our vision, this will end up being the way the internet is going to work in the future, whether you apply for a loan or do an online personality test. ... The power of blockchain here lies in the power of digital sovereignty, in other words, the freedom to do whatever you want online without anybody telling you otherwise. Here again, the decentralized nature of blockchain is key, because it makes it virtually impossible for any third party to interfere with the process. ... The idea is that the decentralized nature of blockchain allows people to transact wealth freely, without the need for banks, governments, or anybody else. This once sounded like a futuristic libertarian utopia, now it’s becoming a reality.
Delivering successful products is essential and goes hand in hand with knowing how good we are at creating the product: our performance. I suggest resisting the urge to measure our performance as a cost. There are many useful metrics available such as speed, quality, predictability, etc that monitor our performance. A word of caution is needed to decide which metrics are valuable and which are not. For example, Velocity is not suitable to compare team performance. Although it can be a valuable metric at a team level, intended for the team to monitor its own speed. However, velocity does not add up to give you a number on your organisational speed. Some suggestions for useful metrics: cycle time, release frequency, product index, innovation rate, etc. ... Measuring how well we perform in delivering value to the customer also serves as a metric for organisational change. How? If it takes multiple sprints and 16 hand-offs to ship an integrated product, we can monitor how we are doing in trying to deliver that integrated product without hand-offs in a single sprint. If the number of handoffs of a team goes down, their ability to deliver Done goes up, which is a metric of organisational improvement.
Quote for the day:
"Leaders must encourage their organizations to dance to forms of music yet to be heard." -- Warren G. Bennis