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From YouTube: Selling Blockchain to the C-Suite - James Wester, IDC
Description
Selling Blockchain to the C-Suite - James Wester, IDC
The benefits of blockchain across multiple use cases and industries are becoming evident as more pilots and proofs of concept are implemented, including lower costs and increased efficiencies. But making the leap from pilot to production is a challenge for many technology and innovation organizations as they struggle to quantify those benefits in terms that satisfy c-level executives. That challenge is made more difficult by the fact that blockchain projects don't always lend themselves to traditional business models. (Example: If costs are distributed, how are returns realized?) This Think Tank will look at how projects that are already seeing success have been justified, including business models, metrics and more. It will look at the many use cases being developed by vendors in the blockchain space and how those projects have been assessed in terms of business value. The intent of the session is to help technologists learn how to evaluate their projects and sell blockchain to the c-level.
----
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A
Am
James
Westar
I
am
the
next
speaker.
That
was
a
good
session
by
the
way.
Hopefully
we're
gonna
continue.
The
energy
in
the
room.
I'm
curious,
though,
is
anybody
else.
Besides
me
kind
of
exhausted
right
now,
all
right
take
it
out
in
the
hall,
so
I
am
James
Westar.
Can
everybody
hear
in
the
back
because
I
don't
want
to
talk
into
a
microphone?
Can
you
make
it
any
louder?
Is
it
possible
av
people
if
it
possible
the
only
louder?
Is
there
a
volume
over
here,
I'm
not
gonna
touch
any
buttons.
That
would
be
bad.
A
A
What
does
that
mean?
Idc
is
a
research
and
consulting
firm
I
do
nothing
but
analyze
and
research
blockchain
all
day
long.
This
is
supposed
to
be
where,
as
a
speaker,
I
start
with
a
joke.
Analysts
are
not
known
for
being
really
funny
people.
There
aren't
any
good
analyst
jokes,
a
lot
of
good
lawyer,
jokes,
doctor
jokes,
the
only
analyst
joke
I
have
is.
There
are
two
types
of
people
in
the
world.
Those
who
can
draw
conclusions
from
incomplete
data
sets.
A
That's
how
I
can
tell
if
the
audience
is
smart
or
not.
You
still
piecing
that
together.
Aren't
you
all
right,
so
the
topic
today
is
selling
blockchain
to
the
c-suite
when
I
approached
hyper
ledger
and
put
this
in
I
put
it
in
as
a
think-tank,
the
idea
being
that
you
know
we
talk
a
lot
about
the
technology.
A
We
don't
often
talk
about
the
business
value
in
the
business
case,
so
one
thing
I
will
do,
though,
is
I
want
to
start
off
with
the
ground
rules
for
what
I
consider
to
be
a
think-tank,
it's
a
body
of
experts,
providing
advice
and
ideas
on
specific
political
or
economic
problems.
That's
a
plural
I
am
just
an
expert,
hopefully
I'm,
not
a
body
of
experts,
so
I
would
really
like
is
to
have
this
as
participatory
as
we
can.
We've
got
40
minutes.
You
don't
want
to
listen
to
my
Texas
accent
for
40
minutes,
I
guarantee.
A
So
my
hope
is
that
we
can
get
some
questions.
We
can
get
some
statements
and
we
can
challenge
our
assumptions
about
how
blockchain
fits
into
the
enterprise
I
think.
That
is
an
important
thing
for
us
to
do,
because
we
also
need
to
remember
this
is
about
business
value
and
dealing
with
what
I
call
Outsiders.
What
is
an
outsider?
Well,
if
you're
here
you're
an
insider,
we
are
at
an
event
about
blockchain
Outsiders
of
those
people
who
I
say
haven't
had
their
aha
moment.
A
A
I
call
it
that
aha
moment,
but
what
we're
talking
about
right
now
is
those
people
who
haven't
had
that
so
we're
talking
about
how
do
we
deal
with
the
outsiders
in
our
enterprise
and
in
our
and
within
our
companies
and
finally
use
the
session
as
an
opportunity
to
expand
your
network
I
liked?
What
Michael
said
in
that
lat
the
end
of
that
last
one?
If
we
are
having
a
conversation
in
here-
and
you
hear
somebody
say
something
really
smart
and
you
want
to
talk
to
them.
Please
do
that.
A
If
you
want
to
talk
to
me
afterwards,
please
do
that.
I
do
think
that
that
is
a
really
really
important
part
of
what
we're
trying
to
do
as
a
community
of
blockchain
practitioners.
Now
earlier
in
the
day,
Brian
asked
a
question
about
who's
in
technology,
who's
on
business
strategy,
I'm
gonna
assume
it's
probably
about
the
same
mix
about
two-thirds
of
you
are
on
the
technology
side,
maybe
the
third.
On
the
business
side.
This
is
going
to
be
about
the
business
side.
A
So
what
you're
about
to
get
is
kind
of
a
preview
of
a
report
we're
working
on
right
now,
where
we
start
luck,
talking
about
and
looking
at
best
practices,
because
I
think
that
what
we
have
right
now
is
a
bit
of
a
what
I
would
call
a
context
problem.
This
is
from
a
newsletter
from
Joey's
install
he's
a
reporter
news.
A
Anchor
for
bloomberg
covers
blockchain,
very
smart
guy,
but
he
put
this
out
in
November,
I,
think
late,
November
early
December,
the
important
part
starts
with
last
week:
The
Wall,
Street
Journal
reported
that
a
venture
fund
based
in
New
York
City
would
no
longer
invest
in
blockchain
startups
because
it
didn't
see
any
momentum
towards
adoption
of
the
technology.
This
is
my
favorite
part,
and
if
you
look
at
a
chart
of
interest
in
blockchain
on
Google,
it's
been
falling
non-stop
ever
since
2017
crypto
bubble
burst,
so
we
are
using
as
a
metric,
Google
searches.
A
Blockchain
is
dead.
Everybody
go
home,
sorry,
but
the
fact
of
the
matter
is
that
you
know
again
Joe's
a
smart
guy
he's
looking
at
blockchain
from
the
perspective
of
I.
Just
don't
hear
any
noise
about
it.
Therefore,
it
must
be
dead,
so
this
is
a
part
of
the
context
that
we're
in
this
is
the
world
that
we
are
living
in
as
we
try
to
sell
this
technology
again.
A
That
we've
had
this
aha
moment
with
and
as
research
analyst
I'll
tell
you
that
the
idea
that
blockchain
is
not
going
anywhere,
it's
just
not
true,
not
from
what
we're
seeing
when
we
look
at
spend,
ID
C's
core
research
product
for
the
last
50
some-odd
years
has
been
spend,
spend
trends.
What
are
people
spending
on
software
hardware
services?
We
just
started
about
two
years
ago,
tracking
blockchain
spend
in
the
forecast
period
that
we
have
2019
to
2023.
A
We
see
at
the
end
of
that
16
billion
dollars
in
spanned
across
software
hardware
and
services,
and
we
see
a
kegger
of
60%
over
that
five-year
period.
That's
not
small
growth.
These
are
some
of
the
top
use
cases
we're
seeing,
not
surprisingly
things
like
trade
finance
asset
goods
management,
lot,
lineage
provenance,
one
of
them.
Actually
that
fell
off
in
this
last
round
that
we
did.
We
do
them
every
six
months
we
do
an
update
was
cross-border
payments.
It's
not
that
we're!
A
Not
seeing
a
lot
of
growth
on
cross-border
payments,
it's
just
that
it
actually
came
in
I
think
five-year
keg
around
45%.
So
it's
just
not
on
this
chart
so
we're
seeing
real
spend.
We
are
seeing
investment
in
enterprise
blockchain.
So
what's
the
problem,
then
I
have
I
have
put
forward
what
I
call
the
penguin
problem.
Does
anybody
know
anything
about
penguins?
A
You
see,
I
asked
this
question
ever
and
there's
always
one
person
that
like
raises
their
hands
and
I'm,
always
like
okay
I
guess
we
have
penguin
hobbyists
so
penguins
when
they
want
to
feed,
don't
want
to
jump
into
the
water
because
there
might
be
sea
lions
or
orcas
killer,
whales,
predators
whatever
so
what
they
do
is
they
push
in
the
shove
and
they
push
in
they
shove
any
pushing
they
shove
until
once
pops
into
the
water,
and
if
that
one's
not
eaten,
everybody
else
jumps
in.
So
we
have
all
of
these
pilots.
A
All
of
these
proofs
of
concept-
everybody
in
here
has
seen
all
of
this
stuff
and
we're
just
waiting
for
somebody
to
jump
in
make
sure
that
they're
not
dead.
First
then
we're
all
gonna
go
in.
That's
the
power
of
blockchain:
that's
what
you
want
all
of
those
decentralized
nodes.
All
of
those
participants.
That's
what
we're
looking
for.
The
problem
is
that
we
have
the
penguin
problem
and
part
of
that
is
we're
not
very
good
at
selling
technology.
Now,
none
of
us
in
this
room
as
technologists,
are
ever
really
known
as
being
great
at
selling
technology.
A
That's
just
a
problem
that
we've
had
in
technology
for
a
very
long
time.
There
have
always
been
common
issues.
Budgets
always
constrained.
That's
just
the
way
things
work
technology
needs
need
to
be
attached
to
business
cases.
That's
always
been
a
challenge
that
we
face
in
technology.
How
do
you
sell
a
technology
when
you
just
know
it's
a
smart
right
thing
to
do,
but
you
got
to
attach
it
to
a
business
case.
One
of
the
things
we're
seeing
across
IDC
is
lines
of
business
are
becoming
more
authoritarian
on
their
technology
decisions.
A
You
used
to
be
20
years
ago.
Somebody
said:
I
need
something
to
happen.
Technology
person
come
make
it
happen
now.
Lines
of
business
are
a
lot
smarter,
they're
a
lot
better
at
understanding
the
technologies
they
think
they
want.
So
they're
becoming
a
lot
more
authoritarian
and
finally
technology
groups
and,
frankly,
which
is
not
our
own
best
advocates.
That's
just
a
problem
that
we
have
in
technology
and
that's
one
of
the
problems
and
then
add
to
that.
Blockchain
has
some
unique
challenges
itself
again:
we're
not
great
at
selling
technology.
A
Well,
we're
responsible
now
for
selling
blockchain
into
the
organization,
we're
the
ones
who
are
most
blockchain
products.
Projects
implementations
are
coming
from
technology
groups
and
we're
just
not
really
very
good
at
it,
but
we're
responsible
for
selling
it.
Also,
the
initial
noise
around
blockchain
is
really
sort
of
poison.
The
well
there's
a
lot
of
hype.
I
think
we
all
know
that.
There's
a
lot
of
information
out
there
about
what
blockchain
was
going
to
do,
and
unfortunately
that's
poison.
The
well
for
what
we're
trying
to
do
now
in
the
enterprise.
A
Also
blockchain
does
not
lend
itself
well
to
simple
business
cases.
You
distribute
the
costs.
How
do
you
distribute
the
return?
How
do
you
distribute
the
benefit
for
that?
That's
one
of
the
big
issues
that
we're
having
with
blockchain
and
finally
the
distributed
nature
of
block
sane
is
a
governance,
risk
and
compliance.
Headache
actually
I
think
it's
funny.
Dave
treat
from
Accenture
I
think
used
the
word
nightmare
on
the
stage
earlier
today.
That
was
what
I
had
originally
on
my
slide.
A
I
thought
I,
don't
want
to
call
it
and
I
America's
not
a
nightmare,
but
it
is
a
bit
of
a
headache
and
that's
one
of
the
problems
with
blockchain.
So
what
do
we
do,
then?
How
do
we
sell
blockchain
to
the
c-level?
How
do
we
sell
it
to
those
people
who
are
gonna
make
those
decisions,
so
you
may
have
noticed
on
my
slides
I've
got
to
explain
the
pictures.
Visual
metaphors
are
really
really
tough
for
technology.
I
was
doing
the
slides.
My
daughter,
15
year
old
daughter,
was
looking
over.
A
My
shoulder
and
I
said:
is
there
too
much
color
on
the
slide?
She
goes.
No.
Actually
it
looks
like
candy,
so
I
decided
to
put
for
the
these
divider
slides.
Candy
would
be
my
metaphor
again
still
not
very
easily
so
nerds
I
thought
was
good
for
the
ctoc
I.
Oh
no
I'm
telling
you
it's
hard.
Visual
metaphors
are
really
really
difficult,
so
the
CTO
the
CIO.
This
is
where
you
start
that
sales
project
to
the
c-level.
Now
you
would
think
and
I
believe
it
should
be
true
as
technology
people.
This
should
be
the
easy
part.
A
The
easy
part
for
us
is
selling
to
your
your
chief
technology
officer,
your
chief
information
officer.
So
you
start
here
and
that's
what
we're
seeing
from
these
best
practices
we're
talking
to
vendors.
They
have
found
that
the
content
that
those
projects
that
are
the
most
successful
tend
to
start
as
a
technology
project
project,
but
what
they
recommend
is
avoid
the
innovation
trap.
Innovation
is
for
suckers.
What
do
I
mean
by
that
blockchain?
That
starts
in
innovation
lives.
This
is
not
against
innovation.
Labs,
R&D,
but
innovation
labs
have
their
own
budget.
A
That
budget
it
tends
to
be
use
it
or
lose
it.
So
they
are
out
there
trying
to
find
innovation.
They
want
to
find
emerging
tech,
but
whether
that
translates
into
an
actual
project,
that's
run
within
an
organization
not
really
up
to
them.
Often
so,
instead
of
starting
with
the
innovation
part
start
with
the
discussion
on
real
value.
What
is
it
that
the
company
is
trying
to
do?
What
is
the
line
of
business
is
trying
to
do
then?
Add
the
technology
component
to
it,
but
don't
start
with
innovation.
A
Innovation
is
one
of
those
things
that
people
tend
to
have
a
little
bit
of
a
suspicion
of,
because
also
when
you
talk
about
something
as
an
innovation
or
an
emerging
technology,
the
idea
is,
it's
not
complete
enough
for
the
day-to-day
executive
support
is
key.
This
is
another
big
one
that
came
through
in
the
best
practices
and
it's
not
just
executive
support.
Well,
that's
that's
kind
of
an
obvious
one.
You
know
anytime,
you
want
a
program.
Executive
support
is
key.
A
The
big
thing
here
is
that
most
of
the
blockchain
implementations
that
we
see
go
from
say,
pilot
or
POC
into
production.
The
executive
support
is
for
the
long
term
if
you
think
about
it.
That
makes
sense,
in
other
words,
find
somebody.
That's
gonna
be
with
the
company
and
willing
to
support
something
through
multiple
budget
cycles.
It's
not
gonna
happen
this
quarter.
It's
not
gonna
happen.
Maybe
in
this
year
so
find
somebody.
That's
gonna
have
some
continuity
with
the
project.
That's
what
we're
looking
for
when
you're
talking
about
executive
support.
A
Number
three
is
really
big
pick
your
vendors
and
partners
wisely
and
then
pick
their
vendors
and
partners
well
as
well.
What
does
that
mean?
I've
talked
to
a
ton
of
vendors,
a
lot
of
vendors
who
have
blockchain
services
solutions,
projects,
products
normally
what
that
means
for
some
is
they
have
a
page
on
their
website
that
says
blockchain
and
at
the
bottom,
is
a
white
paper
or
a
use
case,
and
that's
it.
So
what
you
don't
get,
then,
is
a
good
sense
of
who
are
their
partners
because
remember
this
is
not
gonna
happen
on
its
own.
A
That's
what
is
at
the
heart
of
making
blockchain
work
is
decentralization.
Its
distribution
is
having
lots
of
partners
the
more
that
we
have
involved
the
better.
It
is
so
when
you're
picking
those
vendors
finding
the
vendors
that
also
have
vendors
and
partners
that
you
can
be
in
connection
with
that
you
can
talk
to
that.
You
can
that
you
can
actually
have
a
project
with
is
an
incredibly
important
thing
and
then
also
don't
assume
your
boss
knows
everything
about
blockchain
or
probably
a
smarter
corollary
is
don't
assume.
They
know
anything
about
blockchain
again.
A
Those
of
us
who
are
in
this
room.
We
know
blockchain
we're
at
an
international
conference
on
blockchain.
So
we
make
a
lot
of
assumptions
about
how
much
people
in
technology
know,
and
it's
I
often
surprising
how
little
they
really
do
know.
So
it's
an
education
process,
but
it's
also
not
just
an
education
process
when
you're
talking
to
the
head
of
technology
and
you
want
approval.
What
you're,
also
needing
to
do
is
put
together
everything
you
need
to
know
now.
A
This
is
just
a
spreadsheet
that
we're
a
a
cheat
sheet
that
I
put
together
on
knowing
what
vendors
are
going
to
do.
What?
How
do
you
sell
that
then
to
a
CER
CTO
or
see
a
CIO?
Why
do
they
need
something
like
this,
so
that
you
can
look
at
the
infrastructure
layer
know
where
nodes
are
gonna
be
know
who
your
partners
are
gonna,
be
at
the
protocol
layer?
How
are
you
gonna
set
that
up
at
the
use-case
layer,
who's
gonna,
be
there
saying
this
is
what
we're
doing
this
is
where
the
business
value
is.
A
This
is
a
solution
that
we're
looking
for
and
finally
at
that
application
layer,
who's
building
this
into
the
systems
that
we
have.
Are
we
doing
that
as
somebody
else,
and
then
you
have
your
whole
full
stack
vendors
over
the
side,
all
those
professional
services,
s
I--'s
BPOs.
All
of
those
companies
that
are
out
there
who
are
helping
companies
understand
the
full
stack.
A
Maybe
those
are
your
partners
but
having
this
so
that
a
CIO
or
a
CTO
knows
who
the
vendors
are
knows
where
the
checks
are
going
to
be
written
and
knows
who's
going
to
be
helping
with
this
he's
an
incredibly
valuable
tool,
because
then
you
can
look
at
it
and
say
these
are,
who
our
partners
are
gonna
be,
and
this
is
how
we're
gonna
make
this
work
the
CFO.
So
this
is
the
financial
person.
That's
the
only
candy
I
could
find
that
had
anything
to
do
with
money.
A
I
thought
there
were
more
penny
candy
see,
I'm
telling
you
I
need
to
crowdsource
these
slides
the
CFO.
Now
this
is
where
it
gets
tricky
and
the
reason
is
because
again
we
tend
not
to
be
in
the
technology
side
familiar
with
building
out
business
cases.
It's
not
something
that
we
do
all
the
time,
but
believe
it
or
not.
The
financial
case
is
easier
than
you
think.
First,
you
need
to
be
prepared
with
the
quantitative
case.
A
This
is
something
that
every
single
vendor,
not
surprisingly,
because
this
is
what
they
do,
but
every
single
vendor
I
talked
to
on
the
services
side
said
the
exact
same
thing
find
help.
That's
what
they're
there
to
do.
They
will
help
you
build
that
case.
That's
how
they
help
you
do
your
job,
that's
what
vendors
are
there
for?
Also
within
your
financial
organization,
I
will
be
willing
to
bet
that
there
are
people
who
will
partner
with
you
to
help
you
build
that
business
case.
A
That's
what
they
do,
they're
the
ones
who
have
the
formulas
they're
the
ones
who
know
what
the
cost
of
capital
is,
that's
what
they
do
so
find
that
help
you're
not
on
your
own
again
start
with
a
line
of
business
owner
who
has
the
P&L
who's
paying
for
this
go
into
this.
Knowing
where
that's
going
to
happen,
that's
gonna
solve
a
lot
of
your
problems
because
you're
already
beginning
to
attach
yourself
not
to
a
not
just
to
a
business
case
but
to
an
entire
line
of
business.
A
Frankly,
don't
even
mention
blockchain
you'd,
be
surprised
how
little
financial
departments,
organizations
and
teams
care
about
the
technology
itself.
They
don't
you
don't
need
to
have
to
go
into
the
idea
that
this
is
about
blockchain
and
finally,
look
for
him
the
incremental
improvements.
This
is
not
about
selling
big
schemes.
We
all
know
in
this
room
again.
We've
had
that
aha
moment.
We
why
we
think
blockchain
is
great,
so
we
want
to
sell
those
big
schemes.
We
know
that
it's
gonna
solve
the
voting.
We
know
that
it's
gonna
help
with
Financial
Inclusion.
A
We
know
that
it's
going
to
replace
currency
potentially
I
mean
there
are
a
lot
of
things
that
we
all
quote-unquote
know,
but
big
schemes
don't
sell
for
the
CFO.
What
they
want
to
know
is
what
is
the
incremental
dollar?
That's
going
to
be
invested
in
a
technology
solution,
gonna
gain
me.
What's
the
incremental
improvement
and
how
do
I
compare
that
against
other
incremental
investments
that
I
could
be
making
that's
what
they
want
to
know
so
don't
sell
those
big
grand
schemes,
and
these
are
where
we're
seeing
some
of
the
evolving
business
models
now.
A
The
good
news
is,
is
you're
not
going
into
this?
It's
you
know
not.
Five
years
ago
now
we
are
beginning
to
see
some
of
those
production
level,
blockchain
implementations
and,
where
you're,
seeing
most
of
what
CFOs
care
about,
whether
it's
a
cost
reduction
or
revenue
recognition
is
it
kind
of
starts
with
mostly
right
now,
efficiency
gains
cost
savings.
We
started
out
at
12
o'clock,
reducing
costs
and
friction
classic
case
they're,
being
payments,
reducing
middleman,
making
things
easier,
reducing
the
costs
we
moved
around
to
things
like
tracking
provenance
and
and
parts.
A
That's
the
next
big
group
of
use
cases
that
we've
seen
things
like
supply
chain
at
the
bottom.
You
see
things
like
decentralized
data
management,
in
other
words,
data
that
individually
may
not
necessarily
have
any
value,
but
aggregate
has
great
value,
so
you're
talking
about
identity,
IOT
and
then
finally,
you
get
to
what
we
call
managing
things
of
value,
big
ecosystems,
markets
where
you're
now
connecting
buyers
and
sellers
in
a
way
that
you
can
begin
to
start
seeing
new
markets.
And
so
what
do
you
do
then?
A
So
we've
moved
from
efficiency
and
cost
savings
to
new
revenue
and
business
models.
So
these
are
the
things
that
your
finance
department
wants
to
know.
How
are
you
measuring
these
things,
so
things
on
costs
have
weighted
things
like
FTE
hours,
full-time
employees.
Are
you
reducing
headcount?
Are
you
reducing
hours
required
for
things
transaction
costs?
Are
you
reducing
those
transaction
costs
when
you're
talking
about
payments?
Are
you
doing
things
faster,
you're
doing
things
cheaper
exception
handling?
A
If
you
have
to
replace
parts,
if
you
have
to
replace
things
because,
for
whatever
reason,
what's
the
cost
of
doing
that,
and
then
identity
and
access
I
put
that
in
there
because
identity
access
a
lot
of
the
day-to-day
processes
that
we
have
in
enterprises
are
surprisingly
costly.
We
don't
think
much
about
them.
A
lotta
you
probably
have
to
deal
with
two-factor
authentication
when
you
sign
into
your
email
building
access.
All
of
those
things
are
time
often
frustrating
time
that
you
have
to
spend.
A
So
are
there
ways
that
you
can
now
use
the
tools
that
are
coming
out
with
blockchain
that
you
can
get
rid
of
that
that
you
can
now
make
those
costs
go
away?
And
then,
once
you
kind
of
come
around
after
we
sort
of
come
back
around
to
managing
things
of
valuing,
we
start
creating
those
new
markets.
What
are
the
new
services?
How
do
you
put
that
into
a
business
case?
Can
you
put
that
into
a
business
case
on
new
services
that
you've
now
recognized
or
even
new
markets
that
you've
entered?
A
A
This
is
just
me
speaking
as
an
analyst
on
this
I
think
that
that's
where
we're
eventually
moving
I
mean
that's
the
point
where
I
think
we're
gonna
start
seeing
that
a
lot
of
the
the
efficiencies
we
gained
once
we
start
putting
in
new
ways
of
doing
things
like
payments,
trade,
finance,
tracking
things,
that's
where
we're
gonna
start
seeing
some
new
products
a
lot
of
them.
We
don't
even
see
right
now
and
then
finally,
the
CEO
I
think
Willy
Wonka
was
the
CEO
of
Wonka,
candy
bars.
I
really
don't
know.
A
It
should
not
be
exciting.
It
should
be
a
very,
very
boring
discussion
and
emphasize
the
boring
stuff.
It's
not
about
the
technology.
It's
about
the
process,
improvements,
there's
nothing
more
boring
than
process
improvements,
but
there's
nothing
better
from
a
strategic
standpoint
than
improving
those
processes
again
put
incremental
improvements
before
the
big
schemes,
but
put
those
incremental
improvements
into
the
context
that
somebody
who's
looking
at
corporate
strategy
cares
about.
Why
do
I
care
about
full
time,
employee
hours
being
reduced?
How
is
that
going
to
make
us
more
efficient
from
a
call
center
or
a
client
contact?
A
A
B
A
B
A
The
issue
I
have
with
digital
transformation
and
I'm.
Does
anybody
else
from
ITC
in
here?
Okay,
good,
because
I
EDC
is
analyst,
we
talk
a
lot
about
digital
transformation.
My
problem
with
digital
transformation
is
digital.
Transformation
often
means
the
digitalising
of
a
previous
process.
It
is
instead
of
me
handing
you
a
piece
of
paper.
I
now
send
you
a
piece
of
paper.
It's
a
PDF
or
I.
Send
you
an
email
that
has
that
in
there
and
so
a
lot
of
times,
especially
supply
chains
like
a
great
example.
A
Supply
chain
goes
from
manufacturer
to
some
other
manufacturer,
to
some
sort
of
holding
facility
to
some
sort
of
expediter
to
some
sort
of
a
shipment.
To
now
a
warehouse
over
here
at
a
wholesale
to
retail
and
information
only
gets
passed
along
from
point
A
to
B
to
C
to
D.
Well,
there
might
be
something
all
the
way
down
at
Point
F
that
they
should
have
known
at
Point
a
if
it's
cold
chain
they
might
have
known,
was
everything
kept
in
the
right
temperature
or
was
there
a
work?
A
Stoppage
I
mean
all
of
the
things
we're
seeing
right
now
with
coronavirus.
The
issue
that
shall
not
be
named
here
is
in
supply
chain.
How
much
do
we
know
about?
What's
gonna
happen,
not
now,
and
not
even
really
next
week,
but
four
or
five
six
eight
weeks
down
the
line,
and
so
digital
transformation
is
often
been
just
digitizing
that
process
to
make
it.
You
know
my
Sylar
talks
to
your
silo
automatically.
Aren't
we
forward-thinking
not
really?
A
That's
the
exciting
part:
okay,
so
education,
one
of
the
things
about
this
was
just
something
that
that
I
created
a
while
ago,
trying
to
explain
blockchain
very,
very
simple
stuff.
This
is
the
kind
of
education
you
need
for
that
CEO.
In
other
words,
what
makes
this,
what
makes
blockchain
different?
Why
do
I
care,
okay,
well
distributed,
ledger
consensus
protocol
to
make
sure
all
those
distributed,
Ledger's
work
together
and
the
blockchain
itself?
It
replaces
the
need
for
infrastructure,
trust
and
record-keeping,
explaining
how
an
enterprise
spends
money
on
infrastructure
and
trusts
and
record-keeping.
A
Those
are
important
costs
is
a
very,
very
simple
discussion
on
why
it
makes
it
different.
This
is
the
type
of
education
that
we're
talking
about
when
we're
talking
about
educating
a
CEO
again
you're,
not
going
real
deep
into
the
technology
you're
just
explaining
the
differences.
That's
the
type
of
education
that
you're
gonna
have
to
deal
with
when
you're
talking
to
the
CEO,
making
sure
that
they
understand
the
context
of
the
incremental
change,
but
also
that
the
technology
itself
isn't
really
the
important
part.
A
It's
the
changing
of
the
process,
it's
the
changing
of
the
efficiencies
it's
might
may
be.
Recognizing
those
new
revenues,
so
the
c-suite
in
general.
Those
are
the
three
that
I
included
here,
because
I
only
have
40
minutes.
I
wanted
to
have
a
good
discussion.
There
are
others,
there's
chief
revenue
officer,
there's
the
chief
information
security
officer,
or
there
is
chief
legal
officer.
Those
are
all
gonna
have
to
be
a
part
of
it
too.
So
one
of
the
things
you
do
have
to
know
is
within
your
organization.
A
What's
your
process
for
getting
these
things
done,
I
mean
chief
legal
officer
could
have
been
an
entire
that
could
be
an
entire
day.
Just
a
strategy.
We
used
to
have
a
joke
at
a
company
I
work,
for
if
there
was
a
job
that
you
didn't
really
want
to,
do
you
submit
it
to
legal?
You
want
to
do
that
now.
Let's
run
it
past
legal
because
you
knew
they
were
gonna
kill
it.
You
wouldn't
have
to
do
it,
but
that's
what
you
have
to
deal
with
and
part
of
the
process
of
understanding
is
understanding
that
process.
A
But
do
you
understand
that
blockchain
is
just
like
any
other
investment
decision?
As
I
said
before,
I
have
to
spend
an
incremental
dollar.
What
does
an
incremental
dollar
gonna
get
me?
How
is
that
incremental
gain
bigger
or
better
or
more
strategic
than
any
other
investment
that
I'm
gonna
make?
So
the
big
thing
here
is:
don't
react,
prepare
prepare
for
what
you
have
to
do.
A
Learn
everything
that
you
need
to
know
have
your
ducks
in
a
row
again,
that's
a
basic
project
management,
but
just
because
we're
in
a
room
where
we
know
that
the
technology
is
smarter
and
better
doesn't
mean
that
we
don't
have
to
prepare.
If
anything,
we
have
to
make
sure
all
of
our
ducks
and
are
in
a
row
more
than
other
people
start
with
a
long
term
goal
in
mind,
but
don't
sell
that
again
paying
attention
to
the
incremental
benefit
that
you
get
from
the
investment
or
going
into
a
project.
A
A
blockchain
project
is
much
more
important
than
the
big
vision.
In
fact,
I'll
be
real
frank.
A
lot
of
the
big
visionary
stuff
really
turns
people
off
I
have
a
feeling
it.
Some
of
you
may
disagree
with
that
very
strongly,
but
the
fact
is
when
you're
talking
about
an
enterprise
investment,
that's
not
necessarily
where
a
company
wants
to
be
is
out
on
that
bleeding
edge
when
you're
talking
about
especially
processing
infrastructure,
okay,.
A
B
B
B
A
But
that's
what
I'm
saying
is
well
again.
That's
why
we're
sort
of
at
that
point
we're
trying
to
sell
it,
but
I
will
say:
no
don't
go
in
and
sell
the
technology,
especially
to
a
CEO
or
a
decision
maker,
but
they
are
gonna
care
more
about
the
incremental
value.
They're
gonna
drive
from
an
investment
in
a
technology
more
than
they're
gonna
care
about
this
is
a
technology.
That's
going
to
you
know.
A
A
B
A
D
D
D
A
So
if
we
go
through
to
what
I
just
showed
you
on
the
the
CEO
they're
very
simple,
how
do
you
educate
somebody?
We
all
know
that
there
are
things
about
blockchain
that
do
you
make
it
different.
That
I
think
make
it
fundamentally
different.
My
personal
opinion
is
I.
Think
blockchain
completely
changed
the
way
that
we
deliver
enterprise
software
over
the
next
decade.
I
think
it
completely
changed
it
now.
A
There
is
a
lot
to
that
statement
that
we
can
unpack
in
an
entire
day
session,
but
I
believe
that
so
I'm,
a
zealot
too
trust
me
I,
mean
I,
come
up
here
being
this
objective
analyst,
but
the
fact
is
I'm
a
true
believer.
So
what
do
you
have
to
do
and
how
do
you
have
to
sell
that?
How
do
you
sell
that
to
somebody
who
says
you
know
to
the
that
CEO
that
that
strawman
CEO
it
that
says
I
kind
of
know
this,
but
what
makes
it
different?
A
That's
where
you
do
have
to
be
able
to
articulate
that
that
message
I
mean
that
was
something
that
Brian
said
this
morning.
Learning
or
Dave
treat
well
from
Accenture
said
it.
You
know
you
have
to
be
able
to
articulate
what
that
is.
The
fact
is:
is
that
the
things
you
probably
need
to
articulate
are
yeah
distributed
systems,
the
way
that
we
currently
do
things
and
again
this
is
me
being
total
zealot.
A
A
Is
that
I
don't
think
that's
a
very
efficient
way
of
doing
things
and
I
think
we're
beginning
to
learn
that
more
and
more
so
what
does
blockchain
give
us,
and-
and
this
is
where
I'll
actually
change
it-
I
won't
even
talk
about
blockchain,
we'll
just
talk
about
decentralized
or
distributed
systems.
What
does
that
give
us
gives
us
the
ability
to
no
longer
have
those
silos
now
we're
gonna
be
able
to
see
patterns
that
we
couldn't
see
before
we're
not
gonna,
be
able
to
do
things
that
we
couldn't
do
before.
Those
are
really
important.
A
Things
didn't
take
me
long
took
what
a
minute
for
me
to
say
that
that's
the
kind
of
stuff
distill
that
message
this
goes
into
the
whole
just
be
prepared.
Have
your
ducks
in
a
row
don't
go
into
an
office
with
somebody?
Who's
got
a
budget
that
they
want
to
spend
on
your
project
and
not
be
able
to
articulate
those
things
and
you've
got
vendors
part
of
it
too.
You
have
vendors
that
can
help
you
do
that.
That
tends
to
be
one
of
the
more
important
things
too.
A
Is
you
have
those
vendors
you
have
those
internal
partners?
Do
you
have
that
CTO
CIO
buy
and
you
have
the
line
of
business
as
you
go
through
that
process,
you
get
better
better
at
articulating
what
makes
blockchain
different
and
that's
where
I
think
that,
frankly,
I
think
we've
done
a
not
great
job
of
that
in
blockchain.
Up
to
this
point,
and
a
lot
of
it
does
have
to
go,
I
think
goes
back
to
the
point
that
we
listened
to
a
lot
of
the
big
picture.
Ideas
ourselves.
A
I
mean
I
still
believe
that
there
are
a
lot
of
things
that
are
gonna
happen
in
financial
services
and
identity,
I,
think
identity,
just
I
mean
alone.
What
can
we
do
with
digital
identity,
self,
sovereign
identity
blockchain?
All
of
those
things
that
completely
change
the
way
we
do
things
it's
fantastic,
but,
and
maybe
that's
what
what
I'm
talking
about
is.
Those
are
the
things
that
really
kind
of
turn
our
heads,
but
can
we
articulate
the
incremental
steps
that
we
can
get
to
get
there
hold.
C
A
Am
gonna
ask
this
question
I.
Do
you
just
want
to
say
one
thing,
though,
because
the
next
one
is
always
do
start
with
that
value
based
discussion
always
start
with?
What's
the
business
value,
because
those
are
the
things
I
think
that
as
compelling
as
those
grand
visions
are
it's
the
incremental
steps
to
get
there?
That
shows
that
we
can.
What
was
the
statement
that
that
Brian
said
today
capture
more
value
than
we
create
more
value
than
we
capture?
That's
how
we're
gonna
actually
be
able
to
sell
this
at
the
enterprise
side.
A
I
think
that's
what
matters
and
then
also
you
know,
look
at
the
perspective
of
each
stakeholder.
What
is
it
that
they
need
to
hear?
What
is
the
CFO
need
to
hear?
What
are
they
actually
interested
in?
What
is
the
CEO?
What
does
the
chief
legal
officer,
one
of
the
best
pieces
of
advice
I
was
ever
given?
Is
that
everybody
wakes
up
every
morning
with
one
thing
in
mind:
you
know
what
that
is
covering
their
own
behinds.
Now
that
may
sound
wildly
cynical
and
I
don't
mean
it
that
way.
A
We
all
have
a
job
that
we
go
in
every
day
that
we
want
to
do
well.
What
are
the
stakeholders
all
saying
if
I'm,
the
chief
chief
legal
officer,
how
do
I
solve
for
risk
liability
if
I'm,
the
chief
executive
officer,
how
do
I
solve
for
a
strategy
that
will
keep
my
company
strategically
positioned
over
the
next
3-5
years,
so
know
what
your
stakeholders
are
thinking
try
to
know
what
they
think,
or
at
least
what
their
perspective
is,
and
that
will
help
and
then
speak
in
that
language.
A
I'm,
often
amazed
when
I
talk
about
business
cases
and
building
business
models
of
business
cases
for
people
that
they
don't
know,
things
like
what
a
company
uses
their
cost
of
capital
in
business
cases.
What
do
they
use
for
net
present
value
or
an
internal
rate
of
return?
They
no
some
of
those
things
that
should
be
relatively
basic
for
building
a
business
case.
No,
that
stuff
again
you're
going
to
find
partners
who
will
help
you
do
that
and
that's
a
part
of
the
vendor
selection.
A
But
that's
what
you
need
to
be
able
to
do
and
then
finally
and
I
think
this
may
go
to
what
you
were
talking
about.
Don't
sell
that
if
you
build
it
they
will
come
because
they
won't
sometimes
sometimes
they
might
they
might
they
might
not.
But
if
you
build
that
with
that,
don't
if
you
build
it
they
will
come
mindset.
You
may
be
disappointed.
You
may
be
unpleasantly
surprised.
So
again
it
all
comes
back
to
selling
the
business
value.
That's
what
the
C
Suites
are
really
trying
to
figure
out.
Now
you
had
a
question.
Yes,.
E
A
There
is
one
of
the
big
questions
that
we
do,
that
a
lot
of
is
how
is
this
better
than
what
we're
doing
as
a
legitimate
question?
You
know,
and
that
really
is
one
of
those
things
where
you
do
have
to
think
through.
Okay.
How
is
it
different?
What
is
this
gonna
lead
to
over
time?
And
then
how
are
we
gonna
be
as
an
enterprise
better
position
than
anybody
else
for
our
own
company?
If
we
don't
do
this,
so
the
resistance
right
now
is
well,
it
kind
of
depends.
I
mean
obvious
answer.
A
It
kind
of
depends
on
the
company,
but
in
the
areas
where
you've
got
a
lot
of
stuff
or
in
the
in
the
markets
or
sectors
where
you
have
a
lot
of
old,
traditional
processes
that
we've
recognized
for
a
very
long
time
or
old
processes
that
can
be
improved.
So
I
came
out
of
the
payment
space
and
financial
technology,
so
somebody
mentioned
you
were
into
mainframes,
I
mean
mainframes
are
still
used
for
batch
processing.
You
know
huge
numbers
of
transactions
because
they
work,
but
we
also
know
that
they're
not
particularly
efficient.
A
A
Surprisingly,
we're
actually
saying
that
those
are
industries
where
companies
are
less
resistant,
because
there
is
an
understanding
that
there's
got
to
be
a
better
way,
plus
they're.
Finding
that
there
are
a
lot
of
you
know,
you
hear
a
lot
about
FinTech.
You
hear
a
lot
of
startups
in
the
space
they're
finding
that
they
have
to
compete
with
those
companies
as
well,
and
so
there's
not
as
much
resistance
as
you
would
think,
and
a
lot
of
the
kind
of
heavily
regulated
and
and
kind
of
conservative
industries,
but
you're
right.
A
That
is
one
of
the
big
things
that
we're
going
to
have
to
deal
with
as
we
move
forward
is.
How
is
answering
that
question?
How
is
this
better
than
what
we
already
have
and
I
wish
I
had
you
know
a
set
answer.
That
said,
this
is
how
you
should
answer
that
question
every
time,
but
a
part
of
that
is
again
be
prepared
on
what
you're
trying
to
sell
and
know
what
it
is
that
you're
competing
against
both
internally
as
well
as
externally.
That's
probably
not
a
very
satisfying
answer.
That's
that's!
E
A
A
So
so
IDC,
so
that
is
gardener.
My
are
my
competitors.
They're
fine
people,
but
I've
always
liked
that
trough
of
disillusionment.
But
if
only
because
the
trough
of
disillusionment
is
such
a
great
phrase,
it's
very
similar
we're
seeing
a
lot
of
the
same
stuff.
I
mean
you
know:
technologies
all
have
their
own.
Curves
just
did
a
report
looking
at
some
of
the
things
on
digital
assets
and
tokens
and
how
we
think
that's
gonna
last.
A
They
all
follow
a
very
similar
pattern,
where
I
do
think
that
blockchain
is
a
little
different
is
because
I
think
that
it
is
so
different
from
the
way
we
have
done
things,
and
this
goes
back
to
the
whole
digital
transformation.
Digitalising
physical
processes,
we're
really
looking
at
doing
things
in
ways
that
don't
necessarily
mirror
the
way
that
we
have
always
done
things.
I
do
think
that
means
it's
gonna
be
a
longer
time.
I
think
we
are
still
in
that
phase,
where
I
mean
I,
I
see
a
quarter
sticker
or
I
saw
a
quorum
sticker
somewhere.
A
I
mean
we're
still
at
that
point,
where
we're
trying
to
figure
out
how
we
want
things
that
protocol
on
governance
layer
to
work.
Things
from
you
know
basic
things,
and
these
centralized
systems
that
we
need
to
figure
out
from
consensus
to
you
know.
Is
it
open?
Is
it
not?
Is
it
public?
Is
it
private
as
a
permissionless?
A
F
F
F
F
A
But
see
that
becomes
then,
where
I
was
talking
about
a
governance
risk
and
compliance
headache,
that's
where
actually,
you
end
up
with
having
a
bit
of
a
compliance
risk
and
governments
government's
governance.
Headache
because
you
have
to
start
looking
at
okay,
am
I
gonna,
be
in
a
blockchain
network
where
I
may
have
a
competitor
in
there.
How
is
that
gonna
work?
Do
we
want
that?
A
Well,
if
you're
Walmart
and
you
want
all
your
vendors
to
be
in
there
technically
you're
all
suppliers
to
one
company
and
so
you're
all
sort
of
competitors,
but
you
have
Walmart,
you
can
say
yeah,
we
insist
on
it:
okay,
so
that
becomes
again
a
compliance
governance
issue
or,
if
you're
looking
at
consumer
data.
How
does
that
work
in
a
gdpr
world?
A
Actually,
we
know
it
works
very
well,
but
still
you're
gonna
have
to
answer
those
questions
so
you're
right,
it's
all
about
network,
but
also,
as
you
build
those
networks
out,
that
doesn't
mean
that
you
can
kind
of
believe
it
away
by
saying:
oh
the
values
in
the
network.
That
means
that
you
still
have
a
lot
of
arguments
that
you
have
to
discuss
and
a
lot
of
argument,
sorry
that
you
have
to
address.
So
it's
not
easy.
A
So
I
will
say
so
and
I
would
I
would
I
would
offer
two
things.
First
again
know
your
internal
processes,
because
there
is
more
than
likely
a
resource
if
you're
in
a
large
enough
organization,
there's
a
resource
needed
finance
organization
to
say
here
we
can
help
you
build
that
business
case.
We
can
help
you
think
through
those
things.
The
other
one
is
find
a
good
partner
and
not
gonna
point
to
any
particular
company,
but
go
to
his
on
Thursday.
A
There's
a
couple
other
companies
I
see
in
here,
but
seriously
there
are
on
the
on
the
professional
services
side
on
the
tech
consulting
side.
There
are
a
lot
of
companies
that
are
doing
very,
very
good
work
on
doing
just
that,
and
you
know
helping
their
company
or
helping
their
customers
build
those
business
cases,
because
what
they
don't
want
to
do.
Is
they
also
don't
want
to
go
down
that
that
proof-of-concept
pilot
trap,
where
they
help
a
lot
of
companies,
spin
up
these
proofs
of
concept?
A
They
prove
the
same
concept
over
and
over
and
over
and
over
and
over,
without
actually
getting
anything
into
production.
So
you
know
the
best
practice
that
we've
seen
is
that
most
of
the
ones
that
have
gone
into
production,
most
of
the
really
successful
blockchain
implementations
have
come
about
because
there
have
been
vendor
partners
who
have
said
we're.
Gonna
help
move
this
forward,
and
that
goes
back
to
what
I
was
saying
about.
Don't
just
pick
a
good
vendor
but
pick
the
vendor.
A
Who
also
has
a
good
list
of
partners
as
well,
because
back
to
your
network
effect.
That's
what
really
seems
to
matter
the
most
now
governance
issue
again,
but
that's
where
you
begin
to
go
down
that
road,
I'm
gonna,
do
one
thing:
I'm
gonna,
do
a
time
check
so
we're
a
little
bit
over,
but
there's
nobody
after
in
this
room,
so
I'm
willing
to
go
another
five
minutes.
If
you
want
to
get
up
and
go
now,
you're
not
gonna
hurt
my
feelings.
You
you
stay
it
all
the
way
through
so
I
appreciate
it.
Yeah
good.
A
I
think
that's
a
great
question.
Now
I've
got
a
couple
of
answers
for
that
again.
I'm
an
analyst,
so
I'm
gonna
have
probably
three
different
answers
that
are
gonna
for
any
one
question,
but
I
do
believe
that
so
the
the
quote
from
from
Brian
earlier
today
about
capturing
more
value
that
are
creating
more
value
than
you
capture.
A
That
notwithstanding
because
I
do
you
think
that's
important
and
I
think
it
actually
fits
within
the
context
of
people
making
money
off
of
this
I
still
believe,
though,
that
without
a
real
incentive
to
participate,
which
is
going
to
have
to
come
from
investment
which
is
going
to
come
from
enterprises
saying
I
want
to
invest
in
this
technology.
I
do
think
that
we
have
a
problem.
So
if
the
question
is,
should
we
be
selling
it
to
the
c-suite
and
should
c-suites
actually
be
participating
in
those
decisions?
Honestly
I
believe
that's
the
case.
A
I
do
believe
that
that
we
are
gonna,
need
more
enterprise
participation
in
blockchain
to
make
it
work.
I
think
they're
gonna
be
a
lot
of
people
who
disagree
with
me
and
think
the
things
that
you
know
that
we
shouldn't
need
that.
But
I
do
think
that
in
at
least
those
cases
that
we're
gonna
see
the
use
cases,
I
showed
you
the
kind
of
fastest-growing
ones.
A
Those
I
think
are
gonna
help
pave
the
way,
potentially
for
the
other
ones
where
there
might
not
necessarily
be
an
enterprise
play,
but
we
have
to
prove
the
technology
works
in
some
of
those
earlier
cases
too.
So
I
think
that
having
having
enterprises-
and
that
means
having
a
C
suite-
that's
gonna,
approve
and
invest
I
do
think
it
matters.
I
would
have
a
hard
time
figuring
out
how
it's
gonna,
you're
saying
so.
In
other
words,
maybe
there's
a
start-up
that
that
has
a.
G
A
I'm
not
necessarily
saying
that
enterprise
has
to
be
a
software
company
to
do
this,
what
I'm
saying
is,
if
you
are,
if
you're,
a
CEO
of
a
company
that
is
in
shipping
or
in
farming,
or
you
know,
agribusiness
pharmaceuticals,
any
of
those
you've
got
huge
regulatory
and
compliance
cost.
You
have
huge
issues
with
tracking
your
goods
with
with
issues
on
your
supply
chain.
You've
got
all
of
these
things.
If
somebody
comes
to
you
says:
hey,
we
can
solve
that
problem.
A
That
doesn't
necessarily
mean
that
you're
now
a
software
company,
it
just
means
that
there
are
companies
out
there
that
are
putting
together
these
networks
they're
event
on
the
vendor
side
that
are
saying
hey.
We
want
to
do
that,
so
it's
not
necessarily
saying
that
you
have
to
now
become
a
technology
company.
A
What
it
is
saying,
though,
is
that
there
are
going
to
be
members
of
just
about
any
c-suite
who
are
going
to
be
resistant
to
the
idea
of
blockchain,
because
they're
gonna
think
that
means
drugs
and
guns,
because
that's
all
they
know,
and
so
what
we
need
to
do,
then,
is
sell
this
technology.
What
we
know,
works
and
sell
this
technology
to
them
so
that
they
can
make
those
decisions,
so
it
makes
sense.
A
C
C
A
Its
quarterly
absolutely
yeah,
the
the
short
answer
is,
and
it's
an
easy
answer
is:
you
know,
keep
your
timelines
realistic,
because
the
and
that's
just
on
any
technology
product
project
implementation.
You
know,
keep
your
timelines
realistic,
because
if
you
don't
meet
them,
you
lose
all
credibility.
The
better
answer,
I
think
for
blockchain
is
I.
Do
think
that
for
most,
what
we're
beginning
to
see,
you
know
in
food
pharmaceutical,
some
financial
services.
If
yeah
we're
talking
about
1824
even
36
months,
don't
get
me
wrong.
A
I
know,
that's
a
hard
sell,
I'm,
not
saying
that
that's
gonna
be
easy,
especially
if
you're
talking
quarter
to
quarter
to
quarter.
That's
where
I
think
that,
when
you're
talking
to
a
CEO,
if
it
gets
to
that
level,
you
do
need
to
sell
those
benefits
within
context.
In
other
words,
sell
those
incremental
gains
within
the
context
of
what
you
know,
the
company
should
be
doing.
Some
companies
are
gonna,
be
very
visionary,
they're
gonna,
say
we're:
making
an
investment
for
two
or
three
or
five
years.
A
I
mean
look
at
what
you
know
like
a
MasterCard,
MasterCard
and
Visa.
Both
they
know
full
well
that
payments
are
becoming
a
free
utility.
The
cost
of
moving
money
is
going
to
be
zero.
So
what
do
you
do
if
you
don't
have
that
money?
If
you
don't
have
that,
you
change
your
company
into
a
company
that
now
does
IOT
or
that
does
identity,
or
that
does
something
else.
A
So
they've
been
very
smart
and
very
visionary,
realizing
that
their
markets
going
away
and
I
think
that
as
blockchain
becomes
as
it
becomes
a
more
viable
alternative
for
lots
of
things
from
ERP
to
supply
chain
to
CRM
solutions
to
payments
to
whatever
it
is
I
think
you're
gonna
start
seeing
that
that
timeline
for
seeing
real
results
gets
shorter,
but
right
now
so
long
as
you're
selling
those
incremental
benefits,
where
you
know
that
you
can
package
some
goodness
in
a
shorter
period
of
time.
Maybe
getting
that
grand
vision
in
two
or
three
years.
I!
A
C
A
H
A
We're
starting
to
and
the
problem
is,
is
I'll,
be
real
honest
from
an
analyst
standpoint.
We
just
don't
have
enough
data
to
really
put
together
a
good
I
mean
too
much
of
it
is
POC
and
pilot
still,
and
now
the
pilots
and
the
POC
s
are
showing
quote/unquote
good
return.
They're,
showing
positive
results,
they're
proving
the
concepts
out,
but
does
that
work
when
you
scale
does
it
work
when
you
start
adding
in
and.
A
That's
ongoing.
That's
kind
of
ongoing
research.
We're
doing
is
he's
working
with
some
of
those
vendors
to
try
to
figure
out
what
they're,
seeing
as
a
as
a
good
return
on
some
of
the
stuff
they're
doing
I
mean
you
know,
some
of
them
are
pretty
simple.
I
was
reading
about
I.
Think
it's
at
Carrefour,
that's
the
European
grocery
chain.
A
They
started
doing
I
believe
it
was
chicken
that
they
started
selling
chicken,
that's
on
a
block
chain,
the
chicken
chain,
and
what
they're
beginning
to
see
is
that
they're,
seeing
a
noticeable
lift
and
the
sales
of
the
chicken
that
can
be
traced
all
the
way
back
to
the
farm?
That's
what
people
want!
That's
a
relatively
easy
calculation
on
new
revenue
that
you're
getting
that
you're,
not
gonna,
see
elsewhere,
not
every
one
of
the
use
cases
or
or
business
cases.
It
can
be
quite
that
cut-and-dried.
A
I
C
A
So
I
guess
that
kind
of
goes
back
to
the
whole
interoperability
discussion
we've
been
having
as
well.
Is
you
know?
How
do
you?
How
do
we
deal
with
interoperability,
with
the
fear
being
that
yeah
I'm
gonna
I'm
gonna,
throw
in
with
this
blockchain
network
for
my
supply
chain?
That's
gonna!
It's
gonna
solve
all
my
problems
and
you
know
whatever
pharmaceutical
it
is,
but
you
know
if
I'm
there
or
GSK
or
whatever,
and
then
somebody
else
goes
over
to
another.
Do
you
have
these
now
competing
supply
chains?
A
So
is
that
what
you're
talking
about
it's
kind
of
getting
getting
stuck?
You
know
I'm
on
I'm
on
Betamax
I'm,
not
a
VHS,
which,
by
the
way,
if
you
ever
read
about
Betamax
and
VHS,
it's
a
terrible
use
case,
and
anybody
who
uses
it
has
no
concept.
Betamax
lasted
longer
than
VHS,
because
it
was
a
great
it
was
used
for
professional
anyway.
A
Sorry,
just
a
thing
that
annoys
me
we're
way
over
by
the
way
I
just
want
to
make
sure
I
mean
I,
know
that
there's
somebody
back
there
recording
this
and
I
don't
want
to
make
you
have
to
suffer
through
any
more
of
this.
Is
there
we
still?
Okay,
we'll
do
one
more
question,
but
yeah
I
would
love
to
follow
up
by
the
way
and
have
some
more
conversations
about
what
you
guys
were
saying.
Cuz
I
think
that's
actually
a
really
important
thing
that
that
happens
at
something
like
this.
A
A
A
Yeah,
stop
the
recording,
I,
don't
know,
I
mean
I
I
have
my
guesses
and
that
again,
I
think
goes
back
to
pick
a
vendor
wisely
because
normally
within
an
organization,
if
you
have
that
vendor-
and
you
have
that
relationship-
and
you
can
at
least
get
to
the
point
where
you
can
say:
hey
I've
got
a
professional
services
or
a
IT
consulting
organization
that
wants
me
to
help
or
wants
to
help
me
with
this.
Once
you
begin
that
process,
they
can
kind
of
help
you
navigate,
you
know
what
do
you
need
now?
A
How
do
we
do
that?
That's
not
gonna
be
universal
though,
and
that's
where
I
kind
of
shrug
and
say
yeah
I,
don't
really
know
you
know
within
a
large
organization
where
you
might
have
an
ongoing
relationship
with
an
IBM
on
or
etc
or
a
KPMG
rattle
lloyd,
or
somebody
like
that.
It
might
be
easier
for
you
to
do
that,
but
you've
got
an
ongoing
relationship.
A
Smaller
organizations
may
not
have
that,
but
you
may
be
able
to
find
some
vendors
that
can
help
you.
You
know,
depending
upon
you
know
what
you're
trying
to
do.
What
what
your
use
case
is,
but
that's
a
great
question,
I
mean
honestly
that
you
may
have
just
given
me
a
really
good
idea
for
for
my
next.
You
know
report
on
this,
because
I
do
think
that
the
human
capital
part
of
it
is
is
something
we
don't
talk
enough
about.
A
We
talk
a
lot
about
process,
but
process
is
really
about
people
and
we
kind
of
end
it.
You
know
we
say:
don't
talk
about
technology,
talk
about
process,
okay!
Well,
we
talked
about
process,
but
that's
really
about
people
and
how
people
are
doing
their
jobs.
So
how
do
we
fix
that?
That's
a
great
question.
A
Yeah,
yeah
and-
and
it's
not
like
anybody-
has
a
blockchain
Department.
You
know
there's
not
a
blockchain
group
necessarily
within
an
IT
group.
So
that's
a
great
question.
I
wish
I
could
provide
a
better
answer,
as
we
walk
out
of
here
kind
of
end
on
sort
of
a
my
I
didn't
get
that
last
question
answered,
but
I
think
that
is
where
we
are
right
now
is
trying
to
figure
those
things
out
so
I'm
here
all
week,
we'd
be
happy
to
have
this
discussion
with
anybody
who
wants
to
talk.