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From YouTube: Moving Out of the Test Kitchen: From Idea to Implementation - Melanie Cutlan & Patricia Miller
Description
Moving Out of the Test Kitchen: From Idea to Implementation - Melanie Cutlan & Patricia Miller, Accenture
In 2018, the internal Accenture procurement team was facing significant challenges with managing supplier identification, risk assessment, onboarding, and vendor data management.Traditional models and solutions created poor data quality, lack of process visibility, long turnaround times, and costly manual interventions.Accenture began to explore blockchain technology to help solve these challenges and set off on a journey that ultimately led to the roll-out of a new internal solution in August of 2019.
Built on Hyperledger Fabric, SupplierHub is a compliance-by-design solution that creates a shared source of truth between buyers and suppliers to improve risk compliance, speed up onboarding time, and decrease manual effort tied to traditionally siloed systems with poor data quality.Proven within its own business, Accenture is now expanding the network of suppliers and buyers on the platform.
Coming up with a compelling use case for a blockchain POC can be hard but seeing that POC come to life in production to deliver actual business results can be even harder. Join Melanie Cutlan and Patricia Miller for an engaging workshop on the key challenges, lessons learned, and unexpected discoveries of bringing a blockchain initiative to bear within a large enterprise. They’ll cover important technology and business considerations, tips on managing diverse stakeholders, and demonstrate the importance of crafting an articulate value message.
----
Hyperledger – Open Source Blockchain Technologies
Hyperledger is an open source community focused on developing a suite of stable frameworks, tools and libraries for enterprise-grade blockchain deployments.
It serves as a neutral home for various distributed ledger frameworks including Hyperledger Besu, Fabric, Sawtooth, Indy, as well as tools like Hyperledger Avalon, Cactus and libraries like Hyperledger Aries, Ursa. Learn more about Hyperledger projects: https://www.hyperledger.org/use
Case Studies: https://www.hyperledger.org/learn/case-studies
Training & Certification: https://www.hyperledger.org/learn/training
Tutorials: https://www.hyperledger.org/use/tutorials
Webinars: https://www.hyperledger.org/learn/webinars
Events: https://www.hyperledger.org/events
Vendor Directory: https://www.hyperledger.org/use/vendor-directory
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Follow-us on Twitter @Hyperledger
Learn about Hyperledger Membership: https://www.hyperledger.org/about/join
#Hyperledger #HyperledgerGlobalForum2020 #Blockchain
A
Welcome
all
right:
let's
wake
up
its
end
of
the
day,
you
guys
have
been
through
lots
of
exciting
discussions,
conversations,
networking
and
fun
things
throughout
the
day.
Hopefully,
you've
learned
something
new
met,
someone
new
and
you
know,
had
some
new
ideas
for,
while
you're
here
today,
I'm
Melanie
Catlin
I'm
a
managing
director
at
Accenture
and
I'm.
Here
today.
What's
yourself,
hi.
B
I'm
Trisha
Miller
I
am
also
managing
director
at
Accenture,
and
I
am
probably
an
anomaly
here
in
that
I
am
NOT
a
blockchain
expert,
and
this
session
is
specifically
around
the
problem.
Finding
the
problem
and
how
you
take
it
from
a
problem
to
a
solution
and
that's
the
role
I
play.
So
my
role
specifically
within
Accenture
is
actually
internal.
B
So,
unlike
most
people,
I,
don't
client
face,
I
have
responsibility
for
the
transformation
of
a
procurement
function,
and
so,
as
I'm
sure
many
of
you
have
been
involved
in
some
of
the
conversations
over
the
last
couple
days
and
conversations
that
continue
to
be
ongoing.
Procurement
is
a
space
that
is
ripe
for
blockchain
solutions,
and
we
happen
to
find
one
that
I
was
very
interested
in
as
I
looked
at
a
problem
internally.
Yes,
so.
A
We're
a
topic
moving
out
of
the
Test
Kitchen
is
really
about
taking
this
problem
space.
What
it
looks
like
to
innovate
through
the
journey
and
go
all
the
way
to
production,
not
just
a
proof-of-concept
and
such,
but
actually
solving
a
real-world
business
problem,
and
so
I'm
excited
that
we'll
get
to
play.
This
dynamic
I
have
been
in
the
blockchain
space
since
about
2015,
and
so
I'm
excited
to
see
how
we
have
brought
together
over
the
last
few
years.
B
Indeed,
thank
you
and
again,
please
stop
us
as
we
go,
and
it
is
the
end
of
the
day.
This
session
I'm
sure
will
be
more
valuable
to
all
of
us.
If
you
have
questions
so
put
your
hands
up,
we
will
definitely
stop
the
flow,
and
just
let
us
know
what
you
want
to
know
all
right.
So,
let's
start
with
that
problem.
B
We
this
top
right-hand
picture
here
we
had
a
problem
that
internally
Accenture
is
very
focused
on
risk
management
and
that
risk
management
process
is
was
becoming
really
cumbersome
for
us
as
a
client
and
for
our
suppliers
who
had
to
provide
the
data.
So
the
biggest
problem
with
that
particular
issue
was
that
we
were
struggling
to
get
everybody
to
pay
attention
to
it
and
to
help
us
get
their
heads
around
how
they
were
gonna
solve
for
it,
and
probably
the
reason
for
that
was
even
within
Accenture
different
parts
of
the
organization
owned,
different
components
of
it.
B
You
had
multiple
different
parts
of
the
organization
in
Accenture,
distributing
the
effort
to
do
that,
and
also
doing
the
thinking
to
come
up
with
how
to
do
that,
and-
and
we
didn't
have
an
effective,
collective
or
part
of
the
organization-
really
thinking
about
what
that
was
doing
so,
like
all
self-respecting
professionals
in
Accenture,
when
we
had
an
opportunity
and
the
opportunity
came
through
a
development
program,
we
put
on
some
matching
teach
t-shirts
and
stood
up
on
the
stage
and
did
a
skit.
It
was
about
seven
minutes
long.
B
It
had
a
room
of
professionals
and
stitches
because
it
really
demonstrated
that
you
were
a
supplier
or
even
an
eccentric
employee,
and
you
needed
to
get
a
supplier
added
here
were
the
crazy
steps
you
had
to
walk
through.
So
while
none
of
us
ended
up
with
an
agent
out
of
that
are
acting,
the
girls
were
abysmal.
We
did
get
what
we
needed
as
extension
professionals,
which
was
somebody
paying
attention.
It
was
fantastic.
A
So
I
was
in
the
audience
that
it
really
was
just
like
bringing
to
light
using
drama
and
storytelling
to
explain
a
problem
through
a
real-world
scenario,
and
so
all
of
us
could
empathize
with
the
problem
or
appreciate
the
problem
in
an
entirely
new
way.
So
there
was
a
fantastic
way
as
you
think
about
what
is
your
proud
that
you're
trying
to
describe
and
and
grow
a
solution
together
with
it
was
quite
a
fun
way
and
they
they
won
there.
We
did.
We.
B
We
got
leadership
attention
next
up,
I'm
sure
anybody
and
everybody
in
this
room
can
appreciate
that
this
problem
is
not
unique,
and
this
problem
specifically
isn't
something
that
necessarily
needed
a
blockchain.
But
as
we
started
to
understand
it
and
again
my
perspective
is
from
the
procurement
function.
So
in
that
scenario,
I
get
to
be
the
client
and
I
get
to
feel
like
I
can
ask
whatever
I
want
the
supplier
wants
to
do.
B
Business
would
be,
but
as
part
of
understanding
that
I
worked
on
the
other
side,
with
the
teams
on
the
other
side
of
Accenture
right,
we're
a
supplier
quite
a
bit
and
looked
at
what
we
were
seeing
as
a
supplier
to
our
clients
and
the
reality
of
what
we're
seeing
is
that
companies
are
falling
into
a
couple
of
different
categories.
Some
of
them,
like
Accenture,
manage
risk
to
the
nth
degree.
It's
it's
an
absolutely
fundamental
part
of
their
business
and
they
have
huge
teams
focused
on
it.
B
Some
of
them
are
in
the
middle
of
the
road,
and
some
of
them
are,
depending
on
their
size
and
scale
and
their
perspective
on
this
and
what
they're
selling
or
how
they're
dealing
are
lower
in
in
the
range
of
what
was
what
they
did
to
manage
risk.
As
they
said,
suppliers
of
the
one
common
theme
across
all
those
suppliers
is,
it
was
increasing.
B
So,
as
our
teams
within
Accenture
were
providing
our
data
to
our
clients,
we
were
seeing
it
as
a
growing
amount
of
work
on
us
and
if
the
work
on
us
as
a
supplier
grew
and
I
could
speak
to
the
work
of
us
as
a
client
was
growing,
we
started
to
think
about.
Why
is
this?
Why
do
we
need
to
do
this
on
a
case
by
case
by
case
basis
and
the
beauty
of
being
eternal
in
a
company
like
Accenture,
where
your
job
is
to
worry
about
procurement?
B
When
you
have
a
question
like
that,
I
get
to
have
a
half
a
million
of
my
colleagues
Lobley
that
I
get
to
other
question
too,
and
so
Melanie
and
I
had
already
talked
before.
She
actually
saw
the
presentation.
It
was
in
that
room
with
us,
and-
and
this
wasn't
something
that
just
we
were
thinking
about
internally.
It
was
already
something
like
censure
and
part
of
our
blockchain
practice
was
thinking
about
as
well
and.
A
A
So,
if
you
think
of
that
business
problem
as
you
on
board-
and
you
talked
about
risk
a
little
bit
but
for
those
who
aren't
in
the
procurement
space
risk
is
huge,
if
you
buy
from
the
wrong
supplier,
you
can
have
a
PR
nightmare
and
if
you
like,
there
are
rules
and
regulations
in
place.
If
you
buy
a
piece
of
technology
right-
and
you
haven't
done
your
correct
information,
security
reviews,
data
privacy-
all
of
these
rules
are
significantly
important,
and
so
the
process
is
extremely
important
and
there's
we've.
A
As
you
said,
we've
got
processes
in
place,
but
they're
highly
manual,
they're,
highly
processed
driven
and
not
very
hey
supply
or
customer
experience,
driven
and
so
I
think
that's
where
we
were
excited
to
see.
This
is
a
place
where
there's
an
ecosystem
coming
together.
Right,
like
we
are
a
buyer
to
many
many
many
people
and
the
same.
We
are
a
supplier,
and
so
that's
true
in
every
value
chain.
Right
everybody
buy
something
even
if
you're,
a
small
little
startup
right,
you're
buying,
probably
off
a
p-card,
a
corporate
card
and
you're
figuring
out
that
expense
process.
A
B
Even
as
we,
when
we
talk
about
the
technologies
and
the
solutions,
and
as
we've
looked
at
this
over
the
last
kind
of
five
to
seven
years
with
an
Accenture
there,
this
is
a
growing
area
from
a
technology.
Just
a
point-to-point,
you
know
business-to-business
the
technologies
in
this
space
are
growing,
and
but
the
next
iteration
of
that
right,
the
beauty
of
that
blockchain
or
that
community
thinking,
is
that
we
as
more
and
more
companies
increase
the
amount
of
risk
that
needs
to
managed
in
data
that
needs
to
be
captured.
B
A
To
your
black
chain,
so
I
think
you
know
the
obvious
need
of
we've
got
information.
As
you
said,
we've
solved
this
problem
so
many
ways
we
have
lots
of
supplier
portals,
but
how
many
of
you
get
portal
fatigue
I
have
to
go
here.
I
have
to
login
I
forget
my
information.
Great
I
got
my
the
first
time
we
went
to
portal,
it
was
like
wow.
This
is
way
easier
than
calling
a
helpdesk.
This
is
a
much
better
experience
and
then
I'm
like
oh,
but
that
data
is
only
there
now.
A
I
have
to
go
here
and
share.
My
information
not
only
have
to
go
here
and
share
my
information
and
then
you're
just
fatigued,
and
you
give
up
and
data's
just
inaccurate.
You
don't
keep
it
up-to-date
in
different
places.
You
don't
pass
that
information
along
and
you
forget:
where
do
you
need
to
update
it
along
the
way
right?
So
the
idea
where
we
kind
of
came
together
around
bringing
a
distributed
ledger
into
this
capability
is
I.
Now
want
one
common
experience,
and
you
know
Dave
said
Dave
treat
said
yesterday
and
as
keynote
right.
A
How
do
we
work
with
our
ecosystems,
because
there's
so
much?
We
can
do
once.
We've
now,
like
you,
said,
got
your
data
like
if
I'm
a
supplier
and
I
can
update
my
data
once
and
replicate
it
to
where
I
want
to
and
I
can
share
some
information
with
some
and
some
informations
with
others
right
that
capability.
It's
just
a
natural
business
combination
with
the
technology
that
we
couldn't
do
previously.
We
had
to
stay
in
the
portal
one-to-many
land,
ok,.
B
So
from
the
timeline
standpoint
and
I
mean
really
for
me,
the
experience
here
is
technology,
water,
it's
agile,
delivery
or
waterfall.
You
still
have
a
similar
type
lead
time
in
this
space
and
the
idea
was
worked
out
and
kind
of
kicked
around
over
the
course
of
the
summer
of
2018
and
we
got
funding.
So
we
got
the
leadership
attention
that
followed
by
funding,
which
is
very
important
if
you
want
to
do
anything
at
all,
and
so
we
really
kicked
off
a
project
in
that
September
2018
and
we
stood
up
the
MVP
by
March.
B
So
six
months
later,
and
really
that
was
focused
on
the
usability
right.
One
of
the
things
I've
been
learning
while
I
have
said
and
will
continue
to
say
that
I'm,
not
a
blockchain
expert
and
the
the
data
layer,
the
the
blockchain
layer,
piece
of
it
isn't
the
hard
bit
to
stand
nope.
It
was
all
about
the
requirements
and
that
user
experience
front
end
and
we
look
as
we
go
through
this.
B
The
next
slide
actually
shows
a
little
bit
of
that,
but-
and
we
still
have
an
MEP-
really
got
that
user
base
engagement
to
understand
what
the
process
could
look
like
what
the
user
experience
could
look
like.
We
engaged
some
suppliers,
so
we
really
were
focused
on
not
just
the
well.
What
does
the
procurement
person
think
of
this
solution
and
we
looked
across
the
people
in
our
organization?
Like
are
many
of
our
go-to-market
people
as
well
as
what
suppliers
would
feel
and
got
very
positive
experience.
B
So
with
that,
we
actually
gained
additional
funding
to
allow
us
to
move
this
ahead
and
the
pilot
stood
up
in
June
July
and
then
since
then,
so
that
was
last
summer.
We've
scaled
I
think
we're
at
ten
countries.
Now
would
another
seven
or
eight
coming
on
actually
in
a
couple
of
weeks
and
by
the
end
of
this
fiscal,
so
August
is
the
Accenture
fiscal.
We
should
have
another
eight
to
ten
on
so
again
as
much
as
possible,
looking
at
a
global
solution,
standard
requirements
and
now
snowballing
that
deployment
effect
and
they
it.
A
A
Twenty-Six
countries
live
on
a
blockchain
that
transform
a
process
that
give
me
user
experience.
That
was
previously
helpdesk
driven
emails,
manual
processes,
but
also
a
leapfrog
in
technology.
Right
like
this
is
a
simple
user
experience.
It's,
but
it's
leap,
frogging
the
technology
and
I'd
like
to
think
about
it,
as
as
you
designed
a
multi-tenant
solution,
but
you're
the
first
tenant.
A
You
still
got
to
put
somebody
in
first
right:
somebody's
got
to
move
in
test
the
buildings
make
sure
that
the
keys
work,
the
locks,
work.
Security
is
all
good
and
it's
been
a
fantastic
experience
to
watch
the
journey
as
you
guys,
roll
out
more
and
more
countries
through
the
process
and
by
natural.
Just
talking
about
like
the
pride
you
have
in
the
solution.
It's
excited
the
market
in
an
interesting
way
and
I
think
that
was
you
know
it's
unexpected,
but
also
exciting.
A
B
Absolutely
so,
let's
spend
a
few
minutes
on
the
solution.
I
know
the
image
here
is
kind
of
kind
of
small,
but
again
when
it
comes
to
the
user
interface
really
focused
on
as
simple
of
you
as
possible
for
both
our
end
users,
because
500,000
people
know
and
Accenture
globally,
any
given
year,
we
have
about
50,000
people
transacting
and
we're
a
decentralized
buying
organization.
So
that
means
anybody
and
everybody
in
Accenture
at
any
given
point
from
senior
to
junior
and
will
be
responsible
for
raising
their
own
requisition
or
invoice.
We
had
about
20,000
suppliers.
B
That
means
again
infrequent
users
you're
dealing
with
about
20,000,
infrequent
users
who
are
fully
at
scale
on
this
and
and
that's
internal
infrequent
users
and
then
20,000
suppliers.
When
we
get
to
that
point
as
well,
so
usability
was
core
a
simple
visibility
to
the
process
flow.
We
really
focused
on
how
we
wouldn't
capture
all
of
the
initial
risk
assessments.
So
one
of
the
pieces
we
really
found
was
we're
not
going
to
get
rid
of
the
information
security
run.
B
So
that's
back
to
one
of
the
points.
Melanie
said
we
were
able
to
build
a
pretty
compelling
business
case
and
we've
also
been
able
to
scale
back
some
of
the
those
alternative
systems.
While
the
heavy
processing
is
needed.
We
will
this
take
away
some
of
their
front
ends
and
reduce
the
cost
of
ownership
across
some
of
the
other
systems.
B
Another
big
piece
of
this
and
again
I
can't
say
enough
how
extensive
use
risk
we
were
laser
focused
over
the
last
couple
of
years
on
deed
updates,
to
supply
and
for
multiple
years
had
implemented
a
process
where
for
critical
DS
we
were
doing
dual
validation.
So
as
the
supplier,
such
as
an
email
asking
for
an
update,
we
called
if
they
called
us
asking
for
an
update
we
emailed-
and
that
was
a
extremely
manual
and
laborious
process,
not
just
the
effort
to
do
that
activity.
B
But
then
the
efforts
you
call
for
more
times
in
the
hope
you
want
either
get
an
answer
or
to
get
someone
who
will
who
will
actually
validate
what
we
needed.
So
a
significant
effort,
I
mean
and
one
year
alone,
I
know
we
saw
8
to
10
thousand
of
those
requests
going
out
and
be
managed
by
our
apt
solution,
like
this
allowed
us
to
eliminate
that,
because
this
ensures
that
the
supplier
themselves
owns
that
data.
So,
regardless
of
how
the
requests
update
the
supplier
data
comes
in
now
we
push
back
to
the
supplier.
B
A
Think
shifting
the
liability
I
think
you
see
that
across
multi-party
systems
right
shifting
the
liability
of
who
owns
the
data
and
how
much
can
you
trust
that
data,
like
the
first
time
we
talked
years
ago
about,
like
your
call,
call
recheck
call
there
has
been
you
know
fraudulent
moments
where
people
will
call
in
change
the
data
and
then
the
record
is
now
on
our
side
and
incorrect
and
we
could
take
actions
on
that.
Right,
pay,
an
invoice
do
things,
and
so
these
these
multiple
checks
were
do
to
remove
that
risk
in
the
process
and
I.
A
Think
it's
a
perfect
scenario
for
when
you
talk
about
multi
party
systems,
where's
the
trust
and
where's
there,
a
lack
of
trust.
So
we
don't
trust
our
suppliers
because
we
don't
know
who
is
the
right
delegate
today
right
yesterday,
the
delegate
who
is
allowed
to
change
it
might
have
just
gotten
fired
right
now,
and
so
how
do
they
kind
of
manage
that
process?
A
And
how
do
they
take
the
liability,
say
it's
their
responsibility
to
own
the
data
and
participate
in
the
network
in
a
new
way,
and
so
I
think
that's
where
that
trust
equation
is
completely
shifting
that
burden.
That
allows
not
only
write
your
streamlined
process
of
having
to
do
less
work
behind
the
scenes,
but
actually
then
creating
an
environment
where
we
have
a
better
relationship
and
a
better
experience
with
our
suppliers,
because
it's
easier
for
them
to
do
business
with
us.
Yeah.
B
And
that
comes
back
to
that
ecosystem
right.
This
mindset
of
we're
the
client
and
you're
the
supplier
and
here's
how
the
rules
we
will
play
by
I
think
we
all
recognize
over
the
last
couple
years.
That
shift
has
moved
right.
We
are
better
off
together
in
a
partnership
in
an
ecosystem
of
their
clients
and
suppliers
and
systems
like
this
communities,
essentially
like
this.
In
my
mind,
feed
into
that
concept
and
feed
into
that
relationship.
B
A
As
we've
talked
to
clients
about
this
number
one,
it's
a
fun
thing
to
show
off
with
a
client
of
like
hey,
look
at
it,
what
Accenture
did,
which
creates
a
new
conversation
of
what
do
you
need,
and
how
would
this
work
in
your
business
and
where
would
you
go?
We've
realized?
There's,
you
know
a
bunch
of
you
know
third-party
data
that
actually
helps
you
a
test
who
your
supplier
is
right.
You've
got
a
number
of
different
data
sources
that
can
be
integrated.
That
can
then
let
you
trust
that
data
even
more
right.
A
So
if
I
can
say,
here's
someone
I
trust
to
attest
the
data
along
the
way,
features
and
functions
right.
This
is
a
user
experience,
driven
solution
which
will
continue
to
need
features
and
functions
just
like
any
solution
and
then
kind
of
getting
to
that
full
marketplace.
Like
I,
said
single
tenant
one's
a
lonely
number
time
to
get
more
tenants
into
into
the
party
right
as
we
bring
more
and
more
features
along
I.
A
Think
that's
where
it
really
starts
to
shift
the
experience
where
we
can
have
the
buy-side
and
sell-side
of
a
trend
of
a
of
an
activity.
They
start
to
give
you
a
new
experience,
and
so
that's
where
we
get
you
know
excited
about.
The
long
term
roam
map,
while
saying
at
any
given
time,
while
there's
interest
and
excitement
in
the
market,
we're
still
solving
a
day-to-day
problem
and
can
make
sure
that
we
have
a
balanced
perspective
where
we're
not
just
designing
something.
On
paper
yeah.
B
Absolutely
right
they
got
their
test.
Plant
I've
been
test.
Client
is
happy
to
come
along
in
our
case,
okay,
so
just
a
couple
of
kind
of
key
outcomes
and
again
we're
at
that.
As
I
said,
20
countries-
probably
in
the
next
couple
of
weeks
here-
and
we
have
seen
a
reduction
in
time,
so
suppliers
are
responsive.
A
But
at
the
end
of
the
day
you
know
this
is
a
place
where
this
entire
roadmap
can
get
real,
and
this
is
the
starting
point
right
once
you
know
who
you're
doing
business
with
then
you
want
to
probably
write
a
contract
with
that
person
and
that's
information
you
want
to
share.
You
want
to
know
who
those
contracts
are
with,
so
you
have
master
data
around
a
supplier,
but
then
you
want
to
write
a
contract
with
them.
Once
you
have
a
contract,
you
start
transacting.
A
I
was
in
a
room
actually
in
Phoenix
last
year
it
with
our
innovation
of
a
number
of
C
POS,
and
they
said
I
love
these
tools,
I
love
contract
management
solutions,
but
unless
I
can
actually
use
it
to
validate
my
transactions
come
back
later,
but
it's
really
an
end-to-end
process.
Right.
Missus
data
can
start
to
flow
through
our
vision
of
how
this
starts
to
transform
is
not
just
transform
procure-to-pay,
but
order
to
cash
right,
because
a
purchase
order
is
in
sales
order.
It's
the
same
thing.
A
We
just
put
them
in
two
different
systems
and
call
them
different
names
like
if
we
can
bring
them
together
in
a
multi-party
system
and
actually
trust
that
that
data
flows
throughout
its
lifecycle
that
it
applies
to
the
rules
of
the
ecosystem
that
we've
agreed
to
up
front.
We
can
start
to
get
to
a
point
where
we're
trusting
our
data.
We
have
cleaner
information,
we're
less
fallouts
less.
A
You
know
less
manual
activities
and
reconciliations,
which
I
hate
to
say
because
I'm
an
Operations
person
and
that
you
know
it's
it's
part
of
our
business,
but
it
is
so
important
that
if
we
can
just
streamline
it
and
get
the
data
right
and
trust
that
data
it
starts
with,
who
are
you
doing
business
with
every
single
time?
And
then
it
says
what
business
do
you
want
to
do
with
them?
We've
seen
the
same
use
case
apply
and
treat
finance
right,
we're
doing
trade
finance
around
the
world.
Who
are
you
buying
from
who?
A
Are
you
exchanging
information
with
who
are
you
financing
with
the
the
same
construct
starts
to
work?
So
I
love
this
one
as
a
kind
of
a
starting
point
experience
and,
as
you
said,
it's
that
data
layer
is
blockchain,
doesn't
matter
to
the
business.
It
really
shouldn't
matter
to
the
business.
It's
really
about.
How
do
you
start
to
change
that
story
of
trust?
How
do
you
change
the
way
the
lifecycle
of
a
transaction
works?
A
It
actually
goes
back
and
validates
the
data
along
the
way,
so
that
kick-outs
don't
happen
so
that
delays
in
processing
don't
happen
and
the
amount
of
time
it
takes
to
then
reconcile
and
end
of
the
day
get
paid
right,
because
supplier
wants
to
get
paid
for
the
services
delivered
and
if
I
can't
validate
that
your
address
to
send
it
to
is
correct,
there's
a
delay
right
and
so
then
we've
got
this
lack
of
trust.
It
hurts
our
relationships,
it
hurts
us
downstream
and
so
the
way
we've
looked
at
it
is
really.
A
How
do
you
reinvent
the
entire
lifecycle
right?
If
we
can
build
this
many-to-many?
How
do
we
then
bring
more
value
to
that
ecosystem,
starting
somewhere,
simple
and
beneficial,
but
then
growing
to
that
ecosystem,
where
you
start
to
transform
the
whole
thing
and
trust
our
core
data
run
transactions
against
trusted
data
and
actually
get
to
friction
this
processing
right?
That's
our
goal
is
getting
truly
to
frictionless
processing,
just
yeah.
B
And
I
think
again
back
to
this
ecosystem.
I,
don't
know
about
different
companies,
but
we're
at
about
95
percent
of
our
spend
in
transactions
with
about
5%
for
suppliers.
We
have
a
large
tail
spend
and
that's
not
unusual
in
a
company
that
runs
everything
indirect
all
right.
We
don't
create
anything,
so
we
don't
have
direct
spent
and
but
the
vast
majority
of
our
spend
and
transactions
are
with
a
very
small
number
of
suppliers
and
that's
worth
that
environment.
B
It
is
something
we
have
to
aspire
to
because
the
effort
to
manage
from
that
starting
point
of
data
all
the
way
through
the
transaction
and
the
reconciliation.
Silly
ation
of
the
payment
with
a
supplier
that
you
do,
the
millions
are
tens
of
millions
of
dollars
a
year
with
and
hundreds
of
thousands
of
line
items
of
transactions
doesn't
make
sense.
Longer-Term
right,
we
have
that
trust
relationship
with
them
were
absolutely
dependent
on
them
for
our
success
and
they're
dependent
on
us.
Why
do
we
still
operate
in
different
systems
right?
B
A
B
Absolutely
good
point,
and
so
the
question
was
around
the
30%
I
said
that
aren't
responding
immediately.
Do
we
hold
payment?
Do
we,
you
know,
have
a
workaround.
It
is
a
great
question
and
trust
me.
It's
one
that
we've
had
a
lot
of
conversations
around
Accenture
is
committed
to
payment
on
time
and
we've.
You
know
signed
up
in
multiple
different
countries
with
government
commitments,
etc.
So
we
are
laser
focused
on
this
one,
and
but
we
are
actually
playing
hardball,
so
we
are
taking
the
position
of
you
have
to
own
your
data.
B
We
will
make
that
as
easy
as
possible
for
you.
We
will
support
you
at
that.
You
know
that
that
outlier,
you
will
get
that
personal
follow-up
and
when
it
comes
to
updates
it's
a
little
bit
easier.
We
just
inform
the
supplier.
We're
gonna
continue
to
transact
with
you
on
your
old
data
and
then,
if
that's
a
problem,
you
will
go
in
and
make
the
changes,
but
we
really
are
playing
hardball
because
for
this
to
work
and
for
us
to
be
able
to
eliminate
that
control
point,
we
have
to
do
that.
A
Everyone's
favorite
question
and
it's
a
bit
of
hurry
up
industry
right.
There
are
a
lot
of
ways
you
can
solve
this
problem.
She
started
with.
You
could
solve
this
problem
without
watching
what
I
think
portal
fatigue
is.
The
problem
is
the
idea
of
like
here's
mine
come
join
mine,
here's
mine
come
join
mine
and
right,
so
we
need
to
think
about
as
an
industry.
How
do
we
do
this
in
a
way
that
lowers
the
barrier
to
adoption,
encourages
more
movement
into
it
and
doesn't
make
it
I?
Here's
my
solution.
Here's
your
solution!
A
Here's
a
bunch
of
portals
right
because
I
think
there's
been
like
you
said
you
could
buy
a
solution
to
do
this
better
today,
I
think,
there's
and
that's
what
we're
talking
to
people
about
is:
how
do
you
think
we
could
rethink
this
problem
in
a
way
that
is
in
a
multi-party
system?
That's
not
so
client,
specific
and
so
or
so
system
specific
right,
because
Arriba
has
an
Arriba
network
for
Arriba
customers
and
Koopa
has
one
and
and
others
right.
There
are
many
standards
out
there.
A
There
are
less
in
the
direct
space
and
so
in
the
direct
spend.
That's
where
right,
that's,
where
your
strategic
purchases
are
as
well
and
so
there's
much
more
importance
to
get
that
data
right
and
accurate
and
so
I
think
you
know
we're
gonna
continue
that
journey
and
having
the
conversations
with
our
alliance
partners
with
which
include
many
of
those
right,
as
well
as
with
customers
to
say
how
do
we
tap
into
this
market,
and
you
know,
showing
and
leading
a
bit
by
example
in
that
sinaiticus
sense
of
this
works,
and
it
helps
so.
B
B
This
is
an
evolving
and
environment
and
evolving
environment
and
whatever
the
end
state
solution,
we
end
up
with
in
next
year
and
three
years
from
now,
the
critical
piece
I
think
gonna
be
the
plug-and-play
between
all
those
different
networks
and
as
long
as
some
of
these
are
working
as
competitors,
that's
gonna
be
tricky,
but
I
mean
we
will
continue
internally
to
get
value
out
of
it.
As
externally.
We
look
at
how
this
becomes
relevant
and
what's
happening
in
the
market.
A
A
A
You
saw
if
anyone
was
in
the
room
in
the
last
session
to
offer
like
invoice
discounting.
So,
if
I
could
trust
that
an
invoices
is
really
an
agreement
between
me
and
Trisha
to
pay
for
something
that
a
bank
can
offer
all
kinds
of
new
things
so
offering
new
parties
into
your
supply
chain
or
your
logistics
provider
right,
like
all
kinds
of
parties
want
to
come
in
here
when
seeing
the
innovation
happen
in
different
sizes
and
spaces
and
paces.
But
at
the
end
of
the
day
it's
one
atomic
transaction.
A
B
Yeah
and
I
mean
your
point
around
all
the
industries
that
come
into
play
to
interact
in
that
transaction.
All
of
that
adds
friction
so
I
think
I
might
be
more
cynical
than
most
people
at
the
conference
around
the
timeline
for
blockchain
I.
Think
on
the
last
session
I,
you
know
I
kind
of
work.
The
question
I
want
to
ask:
is
it
really
comes
down
to
the
community?
Blockchain
is
really
just
a
technology,
and
if
you
can't
figure
out
what's
needed
to
get
the
community
in,
then
it's
just
a
blocked
in
but
I
wholeheartedly
feel
like.
B
B
And
I
mean
honestly,
there
was
like
I,
said
six
of
us
on
a
stage
in
black
t-shirts,
and
we
I'm
embarrassed
by
the
fact,
but
it
was
the
most
effective
sale.
My
job
is
to
sell
business
cases
and
we
literally
had
the
person
acting
as
I
just
want
to
get
a
supplier
set
up
walking
through
this
like
hey.
What
does
procurement
needs
legal
information,
security,
so
I
only,
and
so
I
will
say
for
that
period-
very
easy
for
the
three
or
four
years
before,
though,
that
we've
been
saying.
B
Okay,
is
everybody
quite
aware
just
how
cumbersome
this
is?
It
was
a
hard
sell
right
because
it
was
while
we
have
a
value
driven
business
case
out
of
this
and,
as
you
look
at
the
priority
within
a
procurement
function
and
it
and
and
kind
of
what
systems
have
to
come.
First,
it
was
down
the
list,
and-
and
and
this
was
probably
it's
a
good
thing
for
Accenture,
but
it
was
definitely
one
of
the
bigger
barriers
to
us
moving
across
the
the
push
are
getting
that
push
for
the
single
system.
B
Extension
was
managing
risk
already
it's
much
easier,
we're
an
environment
where
you're
not
doing
any
of
this,
then
you
should
be
selling
the
hell.
I
would
pay.
We
need
a
single
system
to
do
it
all,
but
we
weren't
worried
about
the
risk
because
it
was
locked
down.
We
managed
to
use
that
skit
to
convince
them
yeah,
but
look
how
bad
this
is
very
effective.