►
Description
How to Create Thriving Ecosystems - Melanie Cutlan, Accenture
In the wake of global disruption this past year, numerous industries formed multiparty systems to coinnovate on solutions like contact tracing and frictionless payments. As businesses are forge their post-pandemic strategies, multiparty systems will become the heart of a new kind of strategic ecosystem partnership—one that not only enables companies to address disruptions, but also creates new ways to approach a market and establish a leadership advantage in which enterprise success is inextricably tied to ecosystem success. So how do you infuse innovative thinking into your ecosystem? How can you foster an environment in which participants can adapt to constant change with agility? In this session, you’ll learn the foundational elements of different consortium methodologies, common ecosystem personas, and how to apply the best thinking of each so your ecosystem can thrive long-term.
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/j3ea
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
A
I
think
we've
got
it,
we
got
a
good
crowd.
I
think
we'll
we'll
get
going
well
welcome
everyone.
I
thank
you
for
your
time
and
and
choosing
this
breakout
session.
Looking
looking
forward
to
discussing
and
having
kind
of
a
thriving
conversation,
not
along
the
same
lens
as
way
of
introduction,
I'm
melanie
cutlin,
I
am
a
managing
director
at
accenture
and
I
actually
co-lead
our
our
blockchain
and
multi-party
business
together
with
david
treat,
I'm
also
a
on.
I
have
a
role
on
the
board
and
the
hyperledger
foundation.
A
So
quite
some
time,
I'm
playing
in
the
blockchain
space,
and
I
prior
to
that,
I
was
in
an
innovation
role,
helping
startups
kind
of
become
accessible
and
and
available
and
grow
into
the
enterprise
business,
and
so
studying
the
innovation
space
in
the
startup
space
to
me
has
so
many
parallels
and
things
that
fit
in
this
space
around.
What
does
a
multi-party
system
look
like?
A
It
has
been
just
taking
off,
as
all
of
you
know,
and
all
the
excitement
throughout
this
throughout
this
whole
session
than
any
of
the
sessions
you've
been
able
to
attend.
We
had
a
piece
of
research
we
put
out
recent
recently
that
we've
been
doing
for
many
many
years
called
our
tech
vision
and
the
trend
that
came
through
this
year
as
a
new
ad
to
the
trends
was
about
how
collaboration
through
the
chaos
from
me
to
we
was
really
core
to
how
we
think
about
technologies,
how
we
think
about
growth.
A
There
was
a
lot
of
research
and
materials
that
came
with
this
as
we
look
at
kind
of
what
is
happening
around
the
world
post
in
about,
I
think
it
was.
May
our
ceo
julie,
sweet
talked
to
you,
know,
ceos
around
the
world
and
more
than
80
percent
of
them
were
focused
on
collaboration
right.
So
how
do
we
get
through
this
crisis
through
the
the
whole
lens
of
collaboration
and
so
bringing
multi-party
systems
which
blockchain
and
multi-party
systems
had
been?
A
As
all
of
you
know,
right
innovating
in
the
in
the
background,
this
focus
on
doing
it
together
is
the
new
normal.
Is
the
new
expectation
it's
driving
entirely
new
business
systems,
capabilities
and
services
and
getting
that
right
is
difficult.
We
track
over
300
consortiums
and
events
and
standards
bodies
across
the
world,
not
events,
sorry
consortiums
organizations
and
standard
bodies
around
the
world
and
the
progress
that
they're
doing,
and
so
I
am
happy
to
answer
any
questions
based
on
my
kind
of
vast
knowledge
of
our
of
our
hundreds
of
clients.
A
We
engage
with
across
the
board
but
wanted
to
share
just
a
little
bit
today
about
really
what
makes
a
thriving
ecosystem
successful
without
an
ecosystem
strategy.
Businesses
don't
realize
the
full
potential
of
their
digital
investments.
What
we
are
seeing
is
this
trend
from
moving.
You
know
from
paper
to
digital,
many
industries
have
been
making
that
progress
for
a
long
time
and
now
digital
to
truly
transformative
and
then
industry-wide
and
getting
rid
of
the
walled
gardens
right.
A
Those
walled
gardens
of
the
past
that
allowed
us
to
drive
a
business
process
say
come
join
me
in
doing
this.
Digital
first
agenda
has
been
an
interesting,
an
interesting
adaptation
right
of
how
do
we
do
it,
but
then
this
new
version
of
value
is
where
we
are
in
this
old
messaging
based
architecture
and
and
needing
to
unlock
the
value
between
participants
and
we've
realized
as
a
as
an
overall
economy.
A
We
are
reliant
on
each
other
more
now
than
ever
before,
and
I
think
it's
rewritten
the
script
right,
it's
rewritten
the
script
on.
How
do
I
do
a
project?
How
do
I
bring
a
product?
How
do
I
take
it
to
market
it's
no
longer
about?
How
do
I
do
it
together?
But
how
do
I
engage
digitally
with
those
who
need
to
to
work
across
this
across
this
space?
A
Happy
happy
to
just
take
your
questions
if
you're
open
to
come
off,
mute
or
put
them
in
the
chat
as
we
go
and
I'll
keep
an
eye
on
them,
but
really
there's
a
three-stage
process
that
we
see
clients
going
through
when
they're
looking
to
do
a
multi-party
system-
and
I
say
multi-party
system
broadly
right.
It
includes
blockchain
digital
ledger
technology
and
many
of
the
kind
of
newer
confidential
computing
capabilities
around
here,
but
they
identify
and
look
at
the
landscape
and
say
there's
an
opportunity
that
would
require
a
multi-party
system.
A
We
want
to
work
together
in
ways
that
we
didn't
work
together
in
the
past.
We
have
a
common
problem,
so
we
identify
those
problem
areas
that
are
common,
find
what
the
scope
of
common
is
right
is
this
an
industry
plays
as
a
vertical.
Is
this
a
horizontal
kind
of
where,
where
is
the?
Where
is
the
main
focus
of
this
problem
and
then
convening
right,
convening
ecosystems
together
to
figure
out
what
is
the
minimum
viable
ecosystem
and
the
participants
that
can
add
shared
value
while
they're
thinking
about
what
are
the
motivations?
A
And
what
are
the
collaborations?
And
this
is
the
we
all
can
we
all
benefit
from
this?
You
know
shared
solution,
so
I
we
have
a
common
problem.
Together,
we
benefit
from
of
a
overall
solution
in
this
convening
stage.
We've
actually
come
up
with
quite
a
convening
methodology
that
takes
us
through
phases.
It
even
includes
a
pre-convening
phase,
then,
because
we're
accenture
and
we're
a
methodology
driven
company
and
that's
kind
of
how
we
think
about
things,
but
but
in
that,
it's
before
you
actually
convene
the
ecosystem
together.
A
You've
got
to
identify
that
there's
a
business
case
for
many
people
to
participate.
Otherwise
it's
a
sas
based
model.
Somebody
provides
a
service
to
the
market
and
they
consume
it
as
they
need
to,
and
they
move
on
right.
Why
do
we
need
to
con
together
in
these
new
collaborative
ecosystems,
needs
to
take
some
time
and
thought
around?
How
do
we?
A
How
do
we
really
ensure
that
there
is
value
for
each
of
the
participants
and
this
isn't
becoming
a
new
extractive
model
where
we're
taking
value
out
of
the
ecosystem
to
benefit
one,
but
really?
How
are
we
thinking
about
sharing
value
across
an
ecosystem
for
others,
and
are
there
participants
in
this
model
that
would
need
to
participate
in
order
for
the
ecosystem
to
be
successful
that
are
not
incented
to
join
right?
A
So
if
we
digitize
a
cross-company
business
process,
but
this
person
in
the
middle
doesn't
want
to
play
in
a
digital
way
right
what
what
are
those
incentives
that
will
ensure
that
we
have
convened
the
right
group
of
parties
or
the
right
a
model
of
incentives,
and
this
is
where,
in
practice,
I
love
to
do
design
thinking
workshops.
I
think
design,
thinking
and
personas
and
value
mapping
was
all
literally
just
made
for
this.
A
So
if
any
of
you
have
studied
right
user
experience,
design
thinking
it
has
such
a
beautiful
fit
for
this
in
this
space,
and
then
the
the
face
that
I
see
most
ecosystems,
forgetting
about,
is
to
actually
keep
thinking
about
it
and
helping
it
thrive.
This
is
where
we
build
operate,
grow
the
ecosystem,
expan,
extend
with
new
products
and
services
and
making
sure
that
others
can
also
benefit
from
the
solution.
So
this
isn't
just
the
founders
are
loving.
It
fallen
in
love
with
an
idea.
A
A
In
my
opinion.
From
that
perspective,
I'm
just
looking
at
the
comments
and
and
chat
here.
Domestic
and
international
use
cases
fantastic,
and
so,
as
we
think
about
what
it
takes
to
make
a
thriving
ecosystem,
not
just
identify,
can
mean
and
thrive,
but
another
click
forward
without
having
that
business
strategy
that
business
strategy,
that's
going
to
continue
to
unlock
value
over
time
to
think
of
the
stakeholders
and
what
are
they
looking
to
get
out
of
these
programs
so
that
we
create
ecosystems
that
are
sustaining
for
years
to
come?
Not
just
you
know
great.
A
I
digitize
the
process,
I'm
good
to
go,
I'm
going
to
walk
away
and
we
see
tons
right
doing
their
initial
press
release
and
their
initial
programs,
but
but
those
long-term
multi-year
visions,
and
it
is
difficult
right.
This
is
the
hardest
job
to
do-
is
to
think
about
what
is
the
consortium
that
I'm
building?
What
is
that
ecosystem
that
we're
bringing
together
and
what
value
can
you
drive
across
that
ecosystem?
A
Who
are
the
customers
we're
going
to
serve
beyond
our
first
group
of
customers
because
most
of
them
know
right?
Like
here's,
my
obvious
view
low
hanging
fruit
that
I
want
to
go
do
this
together
with,
but
then
who
are
the
next
set
of
customers?
What
are
the
products
and
services
we're
going
to
offer
to
those
set
of
customers
and
perfectly
stated
to
your
question
here:
is
your
operating
model
right?
A
I
see
most
consortiums
fail
because
they
don't
have
good
governance
and-
and
that
is
number
one
governance
and
number
two
business
strategy,
probably
tied
at
the
top
and
the
two
go
hand
in
hand
right
part
of
our
convening
methodology
is:
did
you
assign
a
board
of
directors?
Did
you
assign
actually
a
new
company?
That's
going
to
come
together?
That
has
some
joint
ownership
model
across
multiple
organizations
and
who
is
in
charge
of
deciding
what's
next
right.
A
So,
what's
first
is
obvious,
and
what's
second
and
third
is
probably
pretty
obvious,
because
you
you
all
go
in
with
scope
and
you're
excited,
and
so
the
governance
has
many
different
layers
to
it,
and
so
I
can
kind
of
talk
through
what
what
are
those
layers,
but
you
need
a
ceo
and
a
cto
and
a
cfo
that
makes
sure
it's
continuing
to
drive
new
value
and
thriving
throughout
throughout
the
model.
So
it's,
I
think,
an
exciting
space
to
be
and
to
think
about
what
what
do
you
want
your
it
to
be?
A
When
it's
done,
is
it
going
to
grow
up
and
have
its
own?
Will
it
be
a
startup
someday
or
is
it
truly
just
kind
of
staying
a
startup
body
in
the
in
the
near
term,
so
new
entities
and
consortiums
serving
ecosystems
can
be
done
in
a
couple
of
different
ways.
They
can
be
done
in
for
profit
or
they
can
be
done
in
the
non-for-profit
space.
A
A
lot
of
the
most
successful
ones.
I've
seen
are
in
the
not-for-profit
space.
Interestingly
enough,
so
they're
creating
the
standards
they're
providing
a
platform
for
the
industry.
They
are
driving
that
value-sharing
model
and
different
participants
are
then
able
to
engage
in
that,
and
so
those
organizations
that
exist
just
to
serve
their
members
are
done
with
what
are
perceived
in
the
market
as
just
humble,
intense
right.
And
so
when
you
say,
I'm
going
to
create
a
non-profit
organization,
you're
you're,
more
willing
to
get
competitive
organizations
to
stay
together
and
to
both
participate.
A
Sorry
I
have
a
munchkin
knocking
very
very
efficiently
at
the
door.
I
needed
a
yes,
no
answer
so
the
so
you
know
the
idea
of
the
the
friction
between
a
for-profit
and
a
non-profit
company
right
is
really
just.
What's
my
goal.
I've
seen
a
lot
of
consortiums
that
that
come
up
with
the
big
founder,
led
ecosystem
there's
a
lot
of
benefits
for
day
one
of
a
founder-led
ecosystem.
They
can
bring
their
groups
together
with
them
right,
so
they
have
that
convening
power
of
you're
gonna.
A
Do
this
because
I
the
way
you
do
business
with
me
and
come
join
me
and
what
they
end
up
doing
is
disincenting
their
competitors
from
joining
with
them.
If
every
time
company
a
is
the
founding
body,
they
have
lots
of
members
right
joining
their
consortium,
but
company
b
is
a
competitor
to
company
a.
If
I
know
that
every
time
I
transact
even
a
penny
goes
to
my
competitor.
A
I
am
disincented
from
joining,
even
though
it
may
reduce
my
overall
cost
of
ownership,
but
I'm
giving
money
to
someone
who
doesn't
you
know
is
not
where
I'm
hoping
to
give
money
to,
and
I
think
in
those
competitive
solutions
in
engagement
models.
That's
where
the
non-profit
space
has
been
more
productive
in
convening,
unlike
competitors,
to
come
together
and
drive
to
a
common
outcome
which
drives
new
standards
right.
A
So,
if
you
think
of
standard
standards,
bodies
that
have
made
a
big
difference
in
in
industries
before
take
gs1
for
food
moby
is
doing
something
similar
for
the
auto
industry
right
they're,
trying
to
create
what
is
the
new
vehicle
identity
standard
for
what's
in
a
car?
And
how
do
I
encourage
all
the
auto
industries
to
not
just
say
here's,
my
digital
twin
of
a
car,
but
actually
be
able
to
communicate
more
actively
with
a
thriving
ecosystem
of
members
like?
How
do
I
pay
for
how's?
A
In
a
more
startup-based
model,
so
I
think
where
people
are
coming
straight
out
with
that
intent
of
I'm
going
to
serve
the
industry,
I'm
going
to
help
you
integrate
across
an
industry,
and
I'm
I'm
going
to
do
this
as
a
service
provider
to
you
so
come
join
my
company,
it's
much
more
viewed
as
a
vendor
or
a
startup
and
invest
in
me.
So
I
can
almost
kick
start.
A
The
company
keep
it
going,
but
it's
it's
clear
that
this
company
is
going
to
exist
to
make
revenue
and
service
members,
and
so
I
think
it's
just
what
you're
starting
with
that
is
most
important
around
that,
and
so
I
said
there
would
be
layers
to
what
happens
there.
So
there's
the
governance
layer
of
what
do
we
do
together?
There's
a
commercial
layer
of
how
do
we
share
value
between
this
new
ecosystem
and
there's
a
technology
layer
of
dr
making
technology
decisions.
A
So
we
suggest
that
most
groups
have
a
a
business
steering
committee,
a
so
strategic
steering
committee,
a
functional
steering
committee
and
a
technology
steering
committee,
and
that
we
make
sure
there
is
a
way
for
each
of
its
members
to
really
understand
and
make
decisions.
Even
as
you
hit
a
stalemate,
I
engage
with
plenty
of
vendors
and
service
providers
and
I'm
thrilled
to
say
I
think
your
product
should
do
this.
I
was
on
the
phone
with
a
a
obvious.
You
know
office
enablement
tool
the
other
day
and
I
was
like
gosh.
A
So
we
we're
used
to
that
decision-making
process
when
we're
looking
at
vendors
in
an
ecosystem
there's
a
bit
of
in
a
consortium.
There's
often
this
mindset
of
well,
I'm
a
co-founder,
so
my
voice
should
win
so
the
the
idea
that
there's
needs
to
be
a
way
to
break
a
tie
and
to
drive,
even
though
we're
all
pooling
together
resources.
To
make
this
happen,
we
would
need
then
a
strategic
steering
committee.
Just
to
repeat
it
right.
A
A
functional
steering
committee
in
a
technology
steering
committee
that
helps
to
drive
through
and
it
can't
just
be,
everyone
gets
a
voice,
and
everyone
therefore
gets
an
expectation
to
get
the
outcome.
There
has
to
be
a
democratic
decision-making
process
with
some
back
to
a
ceo,
a
cfo
and
a
ceo
that
are
they're,
a
cto
that
are
going
to
help.
You
really
manage
the
new
consortium
as
a
business,
because
that's
what
has
to
be
a
thriving
business
at
the
end
of
the
day.
A
Another
piece
of
governance
is:
what
do
you
do
once
you
go
live
when
there's
a
support
ticket?
Who
are
you
going
to
call
who's
going
to
fix
it
right?
So
I
love
open
source
programs
and
I
think
there's
there's
so
much
room
for
this
in
this
space,
but
you
also
need
to
have
if
you
have
a
critical
service
you're
providing
to
your
consumer
base,
whether
that's
enterprise
or
consumer,
you
need
to
also
have
the
idea
of
a
basic
support
model.
A
The
infrastructure
needs
to
be
monitored
right,
who's,
going
to
do
cross-network,
infrastructure,
monitoring
who's
going
to
you
know,
set
up,
send
out
the
email
that
says:
we've
got
a
a
maintenance
release
coming
and
you
all
need
to
upgrade
right
we're
in
a
distributed
system.
I
can't
just
call
my
it
department
say
wait
for
my
saturday
night
bug
fix
and
I
can
tell
them
to
work
a
funny
hour
and
to
be
on
call
and
make
sure
it
goes
smoothly
right.
A
We
have
to
think
about
these
things
and
now
a
new
a
new
way
you're,
providing
a
critical
service
to
your
customers
and
those
customers
are
often
enterprises
and
businesses
that
are
relying
on
what
you've
now
right
to
drive
the
consistent
value.
The
worst
thing
you'd
want
to
happen
in
a
consortium
like,
I
said,
company
and
company
b
or
competitors
they're
coexisting
together.
A
If
you
picked
a
maintenance
window
that
actually
is
like
a
peak
usage
time
of
company
b
and
and
then
company
a
is
in
trouble
right
like
how
are
you
going
to
get
through
that
perceived
eight,
you
know
pr
problem,
so
the
ability
to
have
a
governance
model
that
sets
up
what
are
my
operating
model.
What
does
it
look
like?
How
does
all
the
way
from
support
to
application
maintenance
to
infrastructure
maintenance?
How
does
it
get
monitored?
How
does
do
all
the
things
we
do
in
any
of
our
businesses
today?
A
So
if
you
take
a
startup
model
and
you
apply
it
to
a
consortium,
you
end
up
with
all
those
business,
thriving
ecosystems
things
you
need
that
are
more
than
just
the
technology,
but
don't
get
me
wrong.
The
technology
needs
to
work.
The
technology
needs
to
be
redundant,
it
needs
to
work,
it
needs
to
be
cared
for
and
it
needs
all
of
those
things
that
are
fairly
obvious
in
any
technology
solution
that
I
feel
like
as
technologists
in
this
emerging
tech
space.
A
We
get
that
naturally,
but
I
think
that's
where
it's
often
less
obvious
is
the
building
the
wrapper
around
it.
To
running
it
as
a
thriving
business
like
what's
gonna
happen,
if
six
months
in
there
weren't
as
many
transactions
as
you
thought-
and
somebody
now
needs
to
pay
for
the
support
team
and
and
what
are
we
gonna
do
right?
Are
we
gonna
run
a
marketing
campaign
and
get
more
users
to
put
more
transactions
to
end
up
to
cover
the
books
right
who's?
Taking
the
liability?
A
I
assume
all
of
you
came
because
that's
that's
important
right
because
you're
here,
because
you
think
there's
a
share
of
value
kind
of
across
the
ecosystem,
and
so
I
you
know
that
it's
fairly
basic,
that's
all
the
slides.
I
had
of
a
concept
when
you
think
about
it,
but
a
lot
of
people
don't
stop
and
think
about
it,
which
is
why
I
wanted
to
have
this
session
to
just
kind
of
give
you
some
different
thinking.
A
You
know,
depending
on
where
you
are
in
the
process
of
identifying
something
convening
something
or
already
there
and
struggling
with
those
growth
and
scale
problems.
So
I'm
going
to
take
a
breath
and
read
the
question
we
are
in
q
a
times.
I
would
love
more
questions
if
you
want
to
come
off
mute
or
chat
them
in
the.
A
A
So
mandate,
democracy!
That's
interesting!
I'm
I'm
curious
what
that
means
more
than
than
the
blurb
here.
If,
if
lester,
you
wanted
to
come
off
me
and
talk
for
a
little
bit,
I'm
not
sure
if
everyone
can
in
this
platform,
actually
so
we'd
love
to
answer
your
question,
but
I
think
it
was
an
interest
in
a
solicitation
for
discussion
so
happy
to
discuss
in
in
the
right
spot.
There
is
a
q
a
over
here.
Let
me
check
out
this
side,
underwrite
reticent
participants
until
they
get
on
board.
A
The
idea
that
you
want
traffic
on
your
platform,
whatever
it
is
for
in
any
industry
if
it's
supply
chain
financial
markets,
if
it's
across
different
different
use
cases,
there's
often
a
I
need
you
so
I'm
going
to
underwrite
you
so
that
I
can
get
you
to
mass
scale
and
those
types
of
platform
strategies
still
apply
here.
Well
of
how
long
do
you
need
to
underwrite
that?
How
long
do
you
subsidize
activity
on
your
market?
A
A
Convening
convening
healthcare
providers
is
tricky
right
in
a
couple
different
ways,
so
maybe
I'll
break
it
out
as
to
how
I
think
of
I
think,
there's.
I
think
it's
three
core
components
of
health
care.
There
is
patient
identity
provider,
identity.
There
is
medical
records
and
histories
and
then
there's
benefits
and
benefits
have
things
like
accumulators.
They
have
smart
language
around.
What
are
the
benefits
and
who
is
applicable
in
which
situations?
I
guess
it's
for?
A
A
I
do
see
lots
of
innovation
happening
right,
so
even
vaccine
passports
have
been
a
great
move
in
this
space,
where
you
can
carry
with
you
credentials
and
information
about
your
medical
history
that
can
then
be
shared
with
multiple
parties
without
actually
revealing
the
core
information.
Underneath
right,
I
can
have
my
my
coupon
from
my
when
my
oldest
just
got
their
vaccine
yesterday
and
you
know,
gave
me
the
little
card
and
information
and
so
many
places
to
travel.
You
just
need
to
know
that
I
consent
that
I
have
that.
A
A
Who
is
the
provider
so
in
any
transaction
that
I
transact
with
you
know
dr
smith
in
chicago
is
probably
minnie
dr
smith's
right
that
I
that
I'm
billing
the
right,
dr
smith
and
my
insurance
information
doesn't
depend
because
of
a
disconnect
that
my
medical
records
become
accessible
over
time.
As
I
get
better
and
better-
and
much
of
that
means
this
offline
storage
capability,
keeping
my
medical
records
in
its
vaults
that
should
be
today
and
showing
that
information
and
then
just
like,
I
said
kind
of
how
I
accumulate
the
spend
against
those
activities.
A
I
love
that
last
one
here,
which
is
what
incentives
encourage
participation,
the
carrot
or
the
stick.
I
think
that
really
matters
you
know
which
use
case
you're
talking
about
and
and
how
long
you
want
to
try
one
versus
another
right.
Nobody
wants
to
be
incented
with
a
stick
for
very
long
now,
unless
you're
in
a
highly
regulated
place
where
the
the
penalty
and
the
stick
is
a
penalty
for
not
you
know,
but
for
not
providing
the
right
information.
A
I
know
regulators
have
been
excited
about
the
opportunity
to
have
notary
nodes
and
things
that
can
be
seen
in
in
different
spaces.
So
I
I
think
the
encouragement
is
hopefully
there's
a
shared
value
pool
where
everyone
is
getting
savings,
but
savings
is
usually
not
enough
right.
You
also
want
to
reinvent
the
process.
Have
it
be
faster,
faster,
more
accurate,
more
confident,
driving
down
less
exceptions
in
any
exception
management
process?
A
A
In
a
situation
where
one
of
the
members
is
being
disintermediated,
I
I
go
back
to
kind
of
core
language
that,
if
you're
a
company,
that's
that's
not
adding
value
in
an
ecosystem
right
is,
is
the
time
when
disintermediation
becomes
your
company
should
be
providing
value
and
there's
often
ways.
People
need
to
reinvent
themselves
and
think
about
it
in
new
ways.
I
I
think
your
minimum
viable
ecosystem
needs
to
take
all
of
that
business
strategy
into
mind.
A
Of
who
do
I
need,
and
if
someone
I
need,
is
being
threatened
by
this
solution,
then
your
business
strategy
is
probably
a
bit
off
for
how
do
you
start
right?
So
how
do
you
kind
of
get
started
in
those
spaces
and
I'm
sure,
with
exact
examples?
We
could
go
through
lots
and
lots
more,
but
they
did
ask
me
to
close
on
time,
so
I'm
going
to
wrap
up
from
here.
I
I
just
thank
you.
Follow
follow
us
on
follow
us
on
linkedin
or
twitter.
Other
platforms.
We're
excited
to
be
sharing.
A
Lots,
like
I
said
accenture,
is
engaging
with
much
of
the
corporate
enterprise
landscape
continues
to
have.
You
know
insights
on
how
not
just
how
the
technologies
are
evolving,
but
how
we
are
using
that
to
create
real
value
that
gets
unlocked
around
the
world
so
excited
to
be
here.
Thank
you.
Everyone
for
your
time.