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From YouTube: Consortium Capabilities for Enterprise Blockchain Success - Dr. Stanton Heister & Dr. Kristi Yuthas
Description
Consortium Capabilities for Enterprise Blockchain Success - Dr. Stanton Heister & Dr. Kristi Yuthas, Portland State University
Enterprise blockchain projects have great promise. They can cut costs and promote efficiency through disintermediation, increase transparency for tracking inter-company transactions, expand knowledge through consortia databases, and improve work-flows through shared business processes. Despite its potential, blockchain technology has failed to produce promised benefits for enterprise networks. While the underlying technology has advanced rapidly, managerial capabilities needed to form and manage blockchain consortia have lagged, and few consortia have succeeded. We provide a framework that identifies 1) foundational conditions that precede effective consortium formation, 1) capabilities required for effective consortium functioning and evolution, and 3) partner and ecosystem-level outcomes associated with successful blockchain projects.
To learn more about Hyperledger, the open source community focused on developing a suite of stable frameworks, tools and libraries for enterprise-grade blockchain deployments. Which serves as a neutral home for various distributed ledger frameworks including Hyperledger Fabric, Sawtooth, Indy, as well as tools like Hyperledger Caliper and libraries like Hyperledger Ursa click here: https://www.hyperledger.org/
Session Details & Slides (if available)- https://sched.co/j3f4
Access All Sessions: https://events.linuxfoundation.org/hyperledger-global-forum/program/schedule/
----
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
Subscribe to the Hyperledger Newsletter: https://www.hyperledger.org/newsletter
Follow-us on Twitter @Hyperledger
Learn about Hyperledger Membership: https://www.hyperledger.org/about/join
#Hyperledger #HyperledgerGlobalForum2021 #Blockchain
B
All
right,
yeah
thanks
everyone
for
attending
christy,
and
I
we're
both
professors
in
the
school
of
business
at
portland
state
and
we've.
We've
kind
of
created
the
founder
of
this
blockchain
program
that
we
have
and
I'm
the
co-director
of
it
started
a
couple
years
ago
and
we've
been
developing
it
since
kind
of
it's
a
role
in
development
type
of
thing,
but
we've
developed
this
certificate
program
for
the
school
of
business,
specifically
business
students,
and
so
it's
focused
on
enterprise
blockchain,
a
lot
you
know,
we've
done
so
over
the
last
two
years.
B
We've
really
followed.
You
know
a
lot
of
inter
enterprise,
blockchain
projects
and
and
and
we've
noticed
that
over
the
years
that
you
know
these
use
cases,
they
sound
great
but
they've
been
seems,
like
they've,
been
a
little
bit
slow
in
terms
of
the
uptick
and
turn
in
in
production
systems,
and
and
we
started
to
wonder
why
that
was
and
looking
into
it
in
more
detail.
B
We
go
to
the
next
slide.
We
find
that
you
know
it's.
It
seems
that
you
know
everybody
on.
This
call
knows
that
blockchain
technology
has,
you
know
the
capability
of
solving
business
problems
and
in
ways
that
we've
never
seen
possible
before
as
it
says
here,
but
but
why
is
it
that
you
know
it's
taken
so
long
for
us
to
get
large
blockchain
systems
in
into
production?
And
you
know
these
obviously
early
on.
B
We,
we
knew
that
things
like
cost
savings,
risk
reduction,
improved
stakeholder
relations,
things
like
that
were
possible.
In
fact,
if
you
look
at
one
of
the
earlier
success
stories
in
trade
lands,
the
ibm
and
and
in
maersk
consortia
it,
it
definitely
did
do
that.
It
drove
a
lot
more
efficiency
in
that
in
that
global
shipping
business.
B
In
fact,
they
I
think
they
claimed
to
be
15
percent,
more
efficient
and
drove
1.8
trillion
dollars
and
and
reduced
costs
in
2020,
and
that
number
is
going
to
be
doing
nothing
but
going
up
so
there's
great
potential.
There
there's
a
tremendous
tremendous
value,
of
course,
of
that
that
can
be
unleashed,
and
I
think
everybody
on
this
call
knows
that
consortia
are
their
economic
systems
and
and
when
you
have
an
economic
system,
you
can
drive
network
effects
through
that
through
consortia
and
what
that
means
is
when
we
have
larger
networks.
B
Anyone
that
you
know
as
we
grew
as
we
grow
the
network
over
time.
That
network
becomes
more
valuable,
as
as
we
come,
we're
able
to
pool
data
to
create
new
revenue
streams
and
cost
savings
and
those
sorts
of
things.
So
we
you
know
we
want
these
consortia
to
get
up
and
running
and
but
they're,
but
they're
difficult
next
slide.
B
So
you
know
it's
early
on.
We
found
that
technology
was
an
issue
and
everybody
that's
been
a
part
of
blockchain
for
a
few
years
will
realize
this.
We
had
a
lot
of
pocs
proof
of
concepts
early
on
and
those
proof
of
concepts
like
in
any
with
any
new
technology
exposes
issues
that
that
the
technology
hands
that
need
to
be
addressed,
and
so
we
saw
issues
like
basically
scalability
and
throughput,
where
issues
early
on
speeds
just
not
necessary
for
high-speed
types
of
defy
applications,
for
example,
or
interoperability.
B
You
know
across
blockchains
and
we're
improving
those
and
they're
being
proved
daily
with
off-chain
things.
Improving
consensus
methods
were
both
both
helping
with
throughput
issues,
maybe
even
exploring
things
like
directed
to
cyclic
graphs
or
dags,
to
increase
scalability
as
well
and
and
and
then
impa
interoperability.
B
An
issue
that
we
saw
early
on
is
now
starting
to
be
addressed
with
projects
like
polka,
dot,
cognos
and
even
cactus
here
at
hyperledger,
which
is
great
to
see
other
roadblocks
that
were
out
there
and
they
continue
to
be.
We
see
them
being
solved
and
things
like
staffing.
You
know,
I
think
many
of
you
probably
know
that
linkedin
has
stated
that
you
know.
Blockchain
is
one
of
the
most
searched
topics
on
linkedin
in
terms
of
a
skill
set.
Well,
we
were
lacking
skill
sets
in
certain
areas
and
mainly
in
the
business
area.
B
So
blockchain
is
a
business
problem.
You
know
when
we,
we,
you
think
we'd
have
learned
from
things
like
data
warehousing,
erp
implementations
early
on
you
know,
I
was
part
of
the
daily
data
warehousing
world
for
about
10
years.
I
worked
at
teradata
and
and
early
on,
our
sales
teams
made
the
mistake
of
calling
on
it.
B
Well,
you
know
I
t
they
enable
the
business
solution,
but
it's
business
people
that
own
the
problem
so
at
teradata,
until
we
understood
that
we
needed
to
call
on
the
business
and
understand
where
the
problem
really
lied,
I
laid
then
you
know
that
it
was
then
that
we,
we
started
seeing
success
because
it's
the
business
organizations
that
have
the
money
to
solve
the
problems.
They
then
go
to
I.t
to
help
enable
the
solutions
to
those
problems,
and
so
that's
what
we
need
to
think
about
it.
B
B
These
solutions,
and
in
order
to
get
partners
to
work
together,
partners
that
might
have
even
been
considered
competitors
and
may
still
be
considered
competitors,
but
we
still
we
gotta.
We
need
to
figure
out
a
way
that
that
we
can
work
together
to
solve
these
problems
and
in
in
it
is
difficult
again
because
of
new
business
processes
that
they
need
to
be
put
in
place.
B
Business
models,
things
as
simple
as
how
you
know
one
company
might
define
a
customer
in
one
way
and
another
company
defines
another
company.
Part
of
the
consortium
defines
customer
in
a
different
way.
You
know
what
is
the
unit
of
analysis?
How
do
we
determine
what
that
is,
and,
and
so
we
need
standards,
we're
working
on
standards
as
well?
The
the
global
blockchain
business
council
has
a
initiative
now
that
they're
working
on
the
global
standards,
mapping
initiative,
2.0
that
I
know
hyperledger,
has
been
a
part
of
as
well
and
portland.
B
State
now
has
three
interns
working
on
that
project
also,
so
so
we're
moving
that
moving
that
needle
as
well.
So
the
technology
problems
are
starting
to
be
solved.
The
business
problems
are
starting
to
be
understood
at
a
deeper
level
and
what
we
need
to
do
to
solve
it
from
a
business
perspective,
and
then
you
run
into
the
the
ultimate
problem
with
it.
We
think
is
is
kind
of
the
as
you.
A
This
is
pretty
dense,
but
the
framework
that
we're
developing
here
is
the
kinds
of
capabilities
that
a
consortium
needs
to
be
able
to
use
blockchain
successfully,
and
so
we
have
this.
This
framework
divided
into
two
sections.
You
can
see
the
darker
colored
blocks
and
the
lighter
colored
blocks,
and
so
those
lighter
colored
blocks.
You
can
see
they
all
start
with
the
word
partner,
and
so
these
are
aspects
that
each
individual
partner
will
be
responsible
for
and
then
the
rest
of
them
are
factors
associated
with
the
consortium
as
a
whole.
A
So
what
this
framework
does
on
the
left?
We
have
kind
of
inputs
in
the
middle
we've
got
the
processes
and
on
the
right
we
have
the
outputs.
So
that's
standard
model
here
we're
focusing
on
the
capabilities
or
the
things.
The
the
things
that
these
consortia
can
do,
that
perhaps
other
groups
or
other
ecosystems
cannot
do.
A
There
are
many
factors
associated
with
blockchain
adoption,
so
there's
other
impediments,
legal
regulatory,
institutional,
those
kind
of
things
standards
we're
not
really
talking
about
that
directly.
We're
talking
about
the
capabilities
of
the
firms
individually
and
as
a
group
in
the
consortia,
so
we'll
start
with
the
conditions
for
success,
so
the
first
one
of
course,
is
that
the
use
case
needs
to
be
relevant.
The
use
case
needs
to
be
appropriate.
A
A
Second,
this
these
participants
in
this
consortium
need
to
have
a
shared
vision
of
what
this
consortium
is
going
to
create
for
them
individually
and
collectively.
So
the
participants
will
need
to
collaborate
quite
heavily.
Even
when
the
consortium
is
driven
by.
You
know
service
provider
ibm
or
whoever
or
a
blockchain
provider,
constellation
network.
It
doesn't
matter
they
still
all
the
firms
that
are
going
to
participate
need
to
be
able
to
collaborate,
and
they
need
to
have
a
commitment
to
that
collaboration.
A
They
also
need
to
have
a
shared
mission
for
what
this
blockchain
is
going
to
achieve
for
them
and
a
shared
value
proposition.
So
for
these
businesses.
You
know
it
comes
down
to
economics,
of
course,
and
so
they
all
need
to
think
through.
You
know
what
is
this
value
created
by
this
blockchain
and
who
is
that
value
going
to
accrue
to
and
how
is
it
going
to
accrue
at
the
beginning
and
over
time?
A
All
of
those
questions
are
really
important
and
that
kind
of
underpinning
the
understanding
that
this
really
is
going
to
create
value,
we're
all
on
board
as
a
consortium.
Everybody
knows
why
they're
doing
this
and
how
beneficial
it's
going
to
be
that's
a
precursor
to
any
kind
of
blockchain
being
successful.
A
A
They
need
technical
competencies,
each
individual
firm,
because,
of
course,
this
blockchain
is
going
to
interact
with
their
normal
erp
systems,
and
it
re
might
replace
a
whole
host
of
edi
relationships
that
they
have
and
all
kinds
of
things.
So
it's
going
to
require
upgrades
and
technology
and
integration
and
technology
which
is
not
necessarily
so
straightforward
for
firms,
even
when
they
have
a
service
provider,
that's
helping
them
with
all
that.
A
They'll
also
have
to
have
some
relational
capabilities.
So
there
are
firms,
who've
participated
in
strategic
alliances
on
different
r
d
projects,
standard
setting
projects,
all
kinds
of
things
like
that.
Those
firms
have
capabilities
that
enable
them
to
form
relationships
and
work
productively
with
other
organizations.
A
These
inter-organizational
relationships
are
really
important.
Some
history,
with
that
some
competence
in
those
areas
are
really
important
for
each
one
of
the
partners
to
have,
because,
if
they've
been
working
in
isolation
in
a
very
competitive
mode,
it's
hard
to
make
that
paradigm
shift
as
stan
was
saying
and
really
think
about
how
to
get
into
a
collaborative
mindset
and
really
share
business
processes.
Share
data
in
ways
that
hadn't
been
done
before
they'll
need
economic
strengths,
so
they'll
really
need
to
understand
them.
A
They'll
need
to
be
able
to
project
the
cost
and
benefits
of
this
system
to
them.
So
how
are
they
going
to
create
value
using
this
for
their
their
firms
and
their
stakeholders,
customers
and
everyone
else?
How
are
they
going
to
capture
that
value?
And
when
so,
really
there's
got
to
be
an
economic
benefit
for
every
single
partner,
on
the
blockchain?
No
one's
going
to
join
without
that
economic
benefit,
and
so,
but
it's
really
difficult
for
companies
to
do
this
effectively.
A
For
one
reason
is
there
they
don't
think
enough
about
the
strategic
outcomes
and
we'll
talk
about
that
at
the
end
here,
but
we
think
of
blockchain,
often
as
an
operational
system.
That
sort
of
we
use
those
terms,
pain,
points
and
frictions.
We
think
it's
going
to
improve
operations.
It's
going
to
smooth
things
out.
This
is
a
back
office
play
and
that's
where
we're
going
to
get
the
value,
but
we
don't
think
about
the
strategic
benefits
these
systems
can
provide
and
they
can
provide
a
lot
of
strategic
benefits.
A
So
once
we
get
this
thing
designed
and
we're
ready
to
sort
of
actually
embark
on
the
consortium,
creation
and
management,
we
need
to
have
some
a
number
of
capabilities
in
place.
So
one
of
them
is
just
this
ongoing
situational
assessment,
the
ability
to
assess
how
things
are
going,
and
this
is
at
the
consortium
level.
Individual
firms
already
do
this
all
the
time,
but
the
consortium
is
its
own
organization
that
has
to
have
the
same
kind
of
skills
that
individual
businesses
have
when
they
compete
in
marketplaces.
A
So
they'll
have
to
understand.
You
know
who
the
partners
are
the
beginning
partners,
sort
of
the
minimum,
viable
ecosystem
or
minimum
viable
consortium
concept,
and
then
they'll
have
to
think
about.
You
know
how
that's
going
to
expand
over
time,
who
are
the
next
round
of
potential
partners
in
the
next
round,
and
we
have
to
think
about
the
situation
as
it's
evolving.
A
What
are
the
workflows,
the
inter
organizational
workflows
amongst
all
these
partners?
How
is
that
functioning
right
now
and
how
will
that
all
change
as
we
get
further
into
the
blockchain
project?
And
then
just?
How
is
the
network
going
to
grow
not
just
with
the
blockchain
partners,
but
how?
Who
else?
Who
are
the
external
actors
that
are
going
to
be
affected?
And
how
and
just
sort
of
keeping
an
eye
on
that?
We
need
to
assess
all
that
at
the
beginning
before
we
get
started,
and
then
we
need
to
assess
it
on
an
ongoing
basis.
A
Just
how
are
these
operations
going
and
then
governance?
Of
course
we
hear
a
lot
about
governance.
That
is
really
the
key
to
all
of
this.
This
is
most
important
aspect
of
successful
consortia,
and
so
the
governance
needs
to
keep
in
mind
all
of
the
stakeholders
and
how
they're
going
to
be
affected,
not
just
the
partners,
not
just
the
customers,
but
also
regulators,
standard
setting
bodies,
anyone
else
who
is
going
to
be
affected,
any
other
organizations
or
individuals
who
will
be
affected
by
what
the
consortium
does
we'll
need:
governance
at
the
different
levels.
A
What
the
governance
really
has
to
do
is
establish
how
decisions
are
going
to
be
made
in
the
future,
because
everything's
going
to
change
as
we
go,
partners
are
going
to
change.
The
technology
is
going
to
change
the
strategic,
environment's
all
going
to
change,
and
so
we
we
weren't
going
to
need
to
change
these
government
governance
relationships.
A
The
economics
will
change
so
we
may
have
to
economic
strategy
things
like
that.
Some
partners
can
afford
to
help
run
the
network.
Some
cannot
some
may
have
to
be
subsidized
to
be
onboarded.
All
of
those
things
are
governance,
decisions
that
need
to
be
very
carefully
determined
up
front,
and
then
we
need
a
process
for
how
to
change
that
as
the
world
changes
as
we
go
and
then
finally,
the
consortium
two
needs
to
have
strategic
capabilities.
A
So
again
we
can't
think
of
it
as
just
an
operational
issue.
It's
not
just
a
back
office
sort
of
play.
We
need
to
think
about
the
strategy
of
this
consortium
and
how
it's
going
to
move
effectively
to
create
competitive
capabilities
for
itself
and
for
the
firms
involved.
What
we
use
these
terms
and
strategies,
sensing
seizing
and
transforming.
A
So
we
will
partly
with
the
situational
environment,
but
partly
with
strategic.
We
need
to
sense
what
the
opportunities
are
out
there.
You
know.
Are
there
new
competing
blockchains
that
will
compete
with
us?
Are
there
new
opportunities
for
new
technology?
Are
there
new
top
opportunities
for
business
models?
You
know
what
can
we
learn?
That's
going
on
in
the
environment,
and
then
we
have
to
have
the
capability
to
cease
those
opportunities
once
we
find
them
and
then
once
we
do
that
this
consortium
will
be
transforming
as
we
go.
A
A
This
is
a
u.s
regulation,
so
metallica
is
put
in
place
and
they
created
this
consortium
of
a
bunch
of
pharmaceutical
companies
and
distributors,
but
now
they've
evolved
so
they've
sensed
more
opportunities,
partly
with
coved
and
the
need
for
tracking
the
need,
for
you
know,
being
careful
of
counterfeiting
and
movement
of
products,
and
so
they've
they've
really
seen
that
opportunity.
They
they're
starting
to
seize
it
and
then
they're
going
to
transform
this
whole
consortium
so
that
it
can
expand
far
beyond
what
it
was
originally
designed
for
and
then
finally,
on
the
outcome
side.
A
A
Let's
say
you
know,
one
partner
is
really
good
at
know
your
customer
and
in
minor
money
laundering
activities
they
might
be
able
to
do
that
for
the
whole
network,
and
then
the
other
partners
can
share
in
that.
So
there
may
be
a
lot
of
operational
benefits,
outsourcing
things,
sharing
costs,
improving
processes
and
then,
of
course,
increased
security.
A
Individual
partner
firms,
just
like
the
consortia
as
a
whole,
individual
partner
firms,
can
think
about
new
ways
to
compete,
based
on
the
new
processes
that
they
have
access
to
the
new
data
that's
available
to
them.
So
this
would
involve
you
know,
building
new
apps
or
building
new
products.
I
think
in
this
mayor's
in
this
mayor's
trade
lens
consortium.
That
stan
was
talking
about,
or
maybe
a
better
example
is
daimler.
So
daimler
has
sensors
that
can
sense
the
way
its
leased
equipment
is
being
used.
A
You
know
how
much
torque
is
on
the
engine
and
how
these
things
are
used,
and
so
because
that's
written
to
the
blockchain,
it's
reliable
and
it's
all
shared.
Then
they
can
build
new
products.
They
can
build
new
ways
to
lease
their
trucks.
So
it's
not
based
on
time
and
distance.
It's
based
on
how
you're,
actually
using
the
vehicle,
those
kinds
of
outcomes
can
be
very
beneficial
to
the
partners
involved
if
they're
able
to
see
those
opportunities
and
take
advantage
of
them,
and
then
environmental,
social
as
well.
A
That's
at
the
partner
level
and
that's
also
at
the
consortium
level.
So
here
is
an
example
of
the
trade
lens
if
they
can
smooth
the
transit
across
the
ocean
and
make
sure
that
the
ships
arrive
at
the
port
at
the
right
time,
and
then
you
know
the
ships
can
identify.
When
that
slots
going
to
be
available,
then
they
can
manage
their
fuel
consumption
instead
of
hurricanes
and
rushing
to
the
port
and
then
waiting
three
days
till
the
slip's
open.
A
A
A
A
We
started
this
program
a
couple
of
years
ago
and
it
begins
with
a
boot
camp
that
everyone
takes
all
the
students
take
that
boot
camp
and
then
we
are
on
a
quarter
system.
So
we
have
three
different
quarters.
We've
got
two
different
colors.
These
are
six
courses
that
we
offer
right
now.
We've
both
got
a
d5
class.
A
They're
split
up
between
the
green
ones
are
more
the
sort
of
hands-on
tech
courses
and
then
the
blue
ones
are
the
more
conceptual
courses
we've
got
those
going
on
in
each
term
the
program's
fully
online.
It
involves
a
lot
of
hands-on
labs,
we're
not
trying
to
create
coders
and
they're.
Not
they
do
some
deep
practice.
A
They
do
some
smart
contracts
and
things
like
that
develop
some
depth,
but
the
idea
is
to
get
them
conversant
they're
not
going
to
be
the
coders,
but
they
want
to
be
able
to
talk
to
the
coders
and
really
understand
both
the
business
side
and
the
tech
side.
And
then
we
focus
a
lot
on
strategy,
improving
operations
and
improving
strategy.
A
We
look
at
business
theories
and
then
the
students
are
involved
in
consulting
projects
throughout,
so
they
work
with
companies
to
sort
of
explain
what
blockchains
are
and
can
do
in
that
industry,
but
also
to
identify
very
specific
use
cases
map
them
out,
create
prototype
contracts,
and
things
like
that.
So
they
really
get
a
full
sense
of
how
you
know
how
blockchain
can
work
and
how
business
can
be
involved.
B
Yeah,
so
it's
it's
really
an
applied
program
and
that
we
built
it
that
way
and
we've
improved
it.
This
is
we're
finishing
up
the
second
year
and
we've
also
started
to
think
about
how
blockchain
and
other
exponential
technologies
like
ai
and
virtual
and
augmented
reality
and
drones,
and
robots
and
3d
printing
and
those
sorts
of
things
start
to
play
together,
and
so
we
we
do
approach
those
subjects
as
well
and
as
we're
starting
to
kind
of
build
out
a
little
bit
wider
range
of
technologies
that
all
work
with
blockchain.
B
So
that's
that's
an
interesting
concept,
the
convergence
of
all
of
these
exponential
technologies,
and
I
think
the
business
students
are
really
finding
that
entertaining
as
well.
It's
very
insightful
in
terms
of
the
most
of
them
are
getting
ready
to
graduate
are
their
masters
students,
so
they
can.
They
can
directly
impact
or
see
things
coming
in
their
businesses
or
industries
that
maybe
others
have,
but
they
haven't
quite
thought
through
how
all
of
these
things
are
beginning
to
play
together.
A
Yeah
thanks
for
having
us
we're,
calling
it
blockchain,
plus
informally,
at
the
moment,
because
we
really
are
branching
out
into
that
exponential
tech
and
we
piloted
a
course
this
term,
which
turned
out
great
and
and
then
we'll
continue
more
of
that
in
the
future.
We're
also
haven't
formally
announced
this
yet,
but
we're
we're
going
to
be
running
node
on
a
particular
network
and
doing
a
lot
more
in
terms
of
watching
what's
happening
with
the
with
the
network
that
we're
operating
on
we've
got
a
strong
student
organization.
A
They
are
working
on
a
project
with
our
support
on
creating
viking
coins
and
using
those
coins
to
sort
of
support
student
activities
and
also
to
provide
social
benefits
so
with
homelessness.
That
sort
of
thing-
and
so
that's
all
on
track
to
start
next
year,
all
those
things
we're
getting
those
all
in
place
in
the
summer.
A
So
I
see
a
question
here
about
pros
and
cons
of
different
models
of
consortia
governance,
so
the
ecosystem-led
foundation-led
vendor-led
yeah.
These
are
all
very
different.
Sometimes
they
morph
over
time.
You
know
we
often
have
sort
of
a
either
either
a
vendor
or
a
vendor
along
with.
Maybe
one
or
two
keystone
partners,
and
sometimes
that
that
works
great
and
other
times
it
causes
problems,
and
then
so
things
tend
to
morph
over
into
sort
of
a
more
ecosystem-led
business.
It's
very
hard
depending
on
the
use
case.
I
guess
is
the
answer.
A
It
depends
a
lot
on
the
use
case
and
how
competitive
the
firms
are.
So
with
this
pharmaceutical
blockchain,
for
example,
it's
definitely
fully
vendor-led.
I
mean
it's
very
hard
to
get
these
to
get
the
ecosystem
to
build
this
itself,
because
there
there
are
many
strong
competitors
that
all
have
a
lot
of
power,
and
so
in
that
case
the
vendor
was
able
to
coordinate
everything
yeah.
A
It
really
just
depends
a
lot
and
each
industry
is
different
in
terms
of
or
each
ecosystem
really
is
different
in
terms
of
the
the
barriers
to
adoption
and
the
benefits
to
adoptions.
So,
for
example,
in
this
you
know
you
know
with
ports
like
there's.
Not
even
you
know
that
the
codes
that
airlines
use
there
aren't
even
those
codes
to
refer
to
ports,
standardization
isn't
there,
and
so
that
creates
a
big
problem.
We
have
to
standardize
first
before
we
can
do
some
of
the
goals
that
we
have,
but
so
yeah
great
question
ken.
Thank
you.