Karl Smith is a Founder and Director of The Human-Centered Design Society which is directly involved in central government policy in The House of Commons and The House of Lords through a number of committees including Associate Parliamentary Group for Design and Innovation. The British Computer Society has acknowledged him for his contribution to User Experience as a discipline with a Fellowship – FBCS.
There is a continuous drive for human to be more like machines, but the problem is they are not. No matter how well a business or product message is crafted everyone that hears it, hears it differently. They hear it according to their experiences, their knowledge and this is why mass market media exists in the hope of shooting wide and attracting some part of peoples attentions and thinking patterns.
Humans should be Logical, but they are not
In this generation AI will have a huge impact, however machines work in an absolute form of Socratic Logic which is not how humans think. Science has a huge responsibility here, as it has pushed an absolute notion of things and people. Machines can’t rebel over this imposition but humans can and do.
Socratic Logic, is used to program machines and is based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presumptions. It often involves a discussion in which the defense of one point of view is questioned; one participant may lead another to contradict themselves in some way, thus weakening the defender’s point.
Hegelian dialectic, usually presented in a threefold manner thesis, antithesis, synthesis while there appears to be a huge debate over the origins of this logical form I first read it in Georg Wilhelm Friedrich Hegel work and adopted it there. I use Hegelian Logic in understanding human behaviour, customer journeys, customer experience and future proofing digital and engagement strategy.
Humans start with a proposition called a Thesis
The Thesis is the idea or concept, for example people should choose our company because they get the best service.
Hegelian Logic users establish a negation of that thesis called the antithesis
The Antithesis is the opposite idea or concept, for example people don’t choose our company because they get the worst service.
Hegelian Logic users define a synthesis whereby the two conflicting ideas are reconciled to form a new proposition
The Synthesis is the new proposition, for example people should choose our company because we give them the service they desire.
So that is a good play on using the method, but why is it important?
How can Hegelian Logic change Business and Customer interactions, expectation and value stream engagement?
Hegelian Logic should be applied to everything.
For example there is a little known activity in data analytics call outlier removal. An outlier is data that does not fit the expected or desired outcome because data analytics uses Socratic Logic it is fine to remove these out of the main thesis data. If a Business was to apply Hegelian Logic to customer experience data they would find very different and valuable insights into behaviour that both lags behind a target state but that also leads into the next level of engagement and value. This highly valuable data is routinely removed because it does not fit the Socratic Logic methods used as industry practice.
Instead of finding out what has happened in business why not find out where the market is going based on actual data already within business systems? Effort vs. Reward many companies are unsure of how to take advantage of the data they already have and are expecting AI to make that step for them. Unfortunately as long as data cleansing removes Outliers, AI will never access Antithesis data and never give true insights or reach it true value.
Karl Smith is an inventor of open network UbiNET which he has patented and a holistic transformation consultant more involved with how humans have to deal with technology than the technology itself. Karl Smith is also former Global Head of Mobility User Experience at Accenture and Partner (founder), Global Head of Digital Design at Wipro Digital, current Chairman of the Human Centered Design Society and has relaunched or launched Design as a USP in several global enterprises.
Karl has always been fascinated by how technology can augment the lives of humans, his desire was not to build things that humans already do but to find out how technology could evolve all human experience. He is still looking for the Gene Roddenberry future today where humanity pulls together and projects all of us the next stage of evolution. Transformation is at core of this evolution; he’s highly engaged in Ubiquity or the IoT as it is a gateway point.
Trajectory from Smart Technologies to IoT Ecosystem and on to Smart Living
Something few people have grasped yet is that to get from Smart Technologies to IoT and on to Smart Living (Ubiquity) is a progression, not just in sensors, networks and device thinking, but also in ecosystem and task appraisal (to discern if they are even relevant not just the form of them) thinking. As with every other revolution not only does time and people change the meaning of the revolution they also change the trajectory.
At the Global 5G Test Summit at MWC17 in Barcelona the panel was asked what services will 5G bring, extend or establish as the killer services, quite rightly the panel answered that the key services of 4G were not known until the network capability was in place and they evolved by adoption, not by strategy alone.
Three Stages of IoT Evolution
IoT Smart Technologies, #IoT1
Smart Technologies relates to limited networks of control actions, sensors and rules setting devices around a small number of tasks, specific locations or limited markets. They can be added to relatively easily but ultimately can’t manage a whole ecosystem, without replacement. An example would be managing home based utilities; there are already many systems that manage, heating, lighting and security in one system. These systems don’t manage the whole home and all the tasks in a home, so don’t manage the Home Ecosystem. They are also restricted to non complex tasks that that have binary or stepped rules for controlling tasks. For example setting the heating times, temperature, managing lighting, responding to a proximity alert for security, that can be locally or remotely set and observed.
IoT Closed Ecosystems, #IoT2
Closed Ecosystem IoT relates to a fully integrated system of several types of network including machine to machine M2M, machine to human M2H and machine to data system M2D through an application gateway. Additionally these networks provide pre-connected and situational relationships dependent upon tasks, locations and users. An example would be a Home Ecosystem, again as this is the most likely location to get investment at this point in human society.
All possible actions and interactions within a home, including disallow rules (security and safety), policies related to sensors and personal ecosystems are defined and can be added to by users with the correct rights (on matters of safety for example only Parents would have the rights to set safety rules). Every sensor device (item group made from many items with a micro sensor), task (with an outcome) and activity (outcome not essential), item (everything not an item group or a device) can be included in the ecosystem. Personal ecosystems (personal avatar plus id, agenda, voice print, payment), location ecosystems (kitchen, living room, garden etc.) and an Adoption / Attribution Ecosystem (to manage purchase, transit and adoption).
An example of a task would be, an item group close to arrival (washing machine), then arrives, the Home Ecosystem advises a Parent Ecosystem of arrival through audible or voice alert, the Parent working in the garden greets the delivery vocally while remaining in current location and opens the door. The delivery staff enter the property, confirm they are fitting the item group, when it is connected the House Ecosystem sends a request to the Parent Ecosystem, “diagnostics good, adopt?” the Parent says “Adopt”, the House add the item group to the Kitchen and Parent ecosystems and the the House Ecosystem “Owned, Working, Value” and updates the Insurance provider, the fitters get a message Adopted and then leave. The Parent rates their service. While this is a simplified view and there are several other M2M processes that happen it shows that a closed Home Ecosystem enables the simplification of process and the ability for remote management of otherwise time consuming and stressful tasks.
IoT Smart Living, Open Ecosystems, UbiNET #IoT3
Open Ecosystem IoT is an evolution of IoT2 that enables an end to end lifecycle management of all items and item groups from material, through creation, use, disposal and recycling. It is not vested in Home only but also in Communities, States, Nations, Internationally and at Planet Level. It fundamentally changes our interactions, behaviors and relationship to work, institutions like banks and security.
#SmartLiving Payment Scenario – while having a coffee with a friend in their house a person sees a nice bowl and says, ‘buy bowl’. Their personal network checks the area and finds three bowls (items), it asks ‘white bowl’ the person says ‘Yes’ the bowl is ordered based upon the person’s personal preference which could be Speed, Price, Color or anything else, for this scenario it’s Speed the Protocol locates the nearest supplier and orders it for immediate delivery. The person carries on chatting and the bowel is delivered to their home and is waiting for when they get home. Payment is automated, they unpack look at the bowel and say, ‘Great Condition’ and feedback allocated is allocated to the carrier, the product and the supplier.
#SmartLiving Recycling Scenario – an item lifecycle is monitored from creation to recycling items that are not recycled retain a relationship with their last individual or other (structure like business or organisation) if should be but not recycled that relationship informs state and national law enforcement.
#SmartLiving Ownership Scenario – when an item is purchased it becomes added to several new ecosystems, individual, family, community, state and nation (if bought outside individual’s country of origin) advising national law enforcement of their status.
#SmartLiving Advance Security Scenario – items that are not recognized as being part of an ecosystem may not join one. Without full lifecycle data, the item will be considered to have no value, fraudulent or stolen. By using an inverse data analysis, a home or other place can detect a person that has no recognizable items and consider them a threat. They will not be allowed access and become the focus of Law Enforcement.
UbiNET Copyright © 2006 Paradigm Interactions Inc.
UbiNET is the Paradigm Interactions Inc. test platform also called Project Charlemagne using 5G and 6G concept where we are building scenarios for IoT3, linking blockchain, sensors and artificial intelligence, which forms the bases of the Open Network Ecosystem Protocol, patent.
Related Articles on Paradigm Interactions
- #PlanetWide #SmartLiving seeks #SeriesA #VC
- FROM #SMARTTECHNOLOGIES TO #SMARTLIVING
- #PERVASIVE #UX AND THE NEXT HUMAN REVOLUTION
- #IOT #PRODUCTS FOR THE IOT #ECONOMY, ITS ALL ABOUT #PRODUCTIZATION
- #IOT PEOPLE IN #LONDON
- #DIVERGENTDIGITAL #5G POST-SMARTPHONES
- #SITUATIONAL #AWARENESS #SHOPPING #IOT3
- #OPEN #NETWORKING #ECOSYSTEM #PROTOCOL #PATENT
- #SITUATIONAL #AWARENESS DRIVES OPEN #IOT #ECOSYSTEMS NOT #VISUAL #INTERFACES
- #IOT #ECOSYSTEMS REQUIRE #ONTOLOGIES OF YOUR #PRODUCTS AND #SERVICES
- #OPEN #IOT WITH #BLOCKCHAIN #AI AND #BIGDATA
- #ALIVE AND PRESENT #EVERYWHERE OPEN IOT ECOSYSTEMS #SMART #LIVING
- #SMART #BUSINESS IS #SMARTER NOT LOCATING TO A #SMARTCITY
- PARADIGM INTERACTIONS ACKNOWLEDGES PROJECT CHARLEMAGNE A UNIFIED IOT, INFORMATION ARCHITECTURE AND BLOCKCHAIN PLATFORM
- #SMARTLIVING OR AS WE MIGHT LIVE WITH #ARTIFICIAL #INTELLIGENCE AND AN OPEN #IOT IN A #NEW #REALITY
Pervasive UX #pUX an evolutionary UX that enables (#ubiquitous) #Open #IoT #Ecosystems through Human Centered Design #HCD
This talk is about the need for UX to dig deeper into its core capabilities to facilitate Smart Living and true Ubiquity in the form of Open IoT Ecosystems.
Pervasive UX is contextual responds to eye movement, hand gestures and voice
While for many recent joiners to the UX profession Open IoT Ecosystems are a daunting proposition, to those with both understanding and experience of the evolution of UX they are an opportunity to return to core values and the eminence of our profession.
UX and CX are the same thing, UX created CX as there was a drift in the mainstream away from data science towards visual UI’s. User Centered Design (UCD) was renamed Human Centered Design (HCD) in 2010 and are the same thing, a framework not a method for a wide array of professional practitioners and clients.
In this talk, Karl Smith with briefly describe the evolution of UX and the core competencies required to facilitate the next human revolution through Pervasive UX.
Lets not building Smart Cities, lets Live Smart instead
Just as humanity is starting to deal with business processes that should never have been digitized we might also consider the huge waste in making Smart Cities when we no longer need cities.
Watching humanity evolve in retrospect it is easy to spot the errors and poor judgement, but humanity is on the cusp of a revolution so profound it calls into question the structure of our societies.
Why do we need Cities?
Think for a moment, why do we need cities? They create centralization of people and resources however they also drive costs as often space is insufficient for demand. There is a huge dependency on the need for workspace, shops and local living accommodation.
In a Smart Economy with people engaged in Smart Living people rely on digital communications not face to face engagements. Unless direct physical contact with another person is required for your job you don’t need to be physically present. Most work can be distributed to multiple locations across the planet. Even specialist surgeons can now work remotely and have been doing so for some time, even surgery can now be done through a physical / virtual interface.
What about the time of Day?
Time is a construct, instead on narrow thinking around working day, working time is more productive.
Preparation for Smart Business
The assertion “Lets not building Smart Cities, lets Live Smart instead” is completely correct however the preparation to deal with this change and timeline are another matter. There is also geographies and infrastructure to consider.
Working from Home
Corporations who are already seeking to reduce or remove their huge overheads and dependency upon city office space are offering their staff the ability to work from home and have done for some time. The natural extension to this is the end to centralization completely. This represents a complex issue for Enterprises as they also tend to have large property portfolios maintained in their Enterprise Treasury Assets. While divestment strategies are being established, there are huge risks for those who have not understood that over time the resell value will crash, making city office property worthless.
Working from the World
There are significant problems in the structuring of the world due to notions of status, long held wealth and existing infrastructure. Working from the world will be a lot harder than working from countries that have large investments in infrastructure, hence cities will still exist, becoming an indication of old thinking and technology poverty.
The cost of creating Smart Cities is huge and relates to infrastructure for jobs and services that won’t be required in the mid term, they will not make a profit and may even not cover their cost of creation and installation. The Smart solution is a distributed model not a centralized one. Creating these types of services takes a huge investment and without the confirmation of a captive customer base, it should be interesting to see how capital can be raised and who will take this risk.
#Situational #Awareness #Shopping
Consider, currently we see things we want to buy through advertising or by seeing it in films or when around other people or places.
Why not; while having a coffee with a friend in their house you see a nice bowl and you say ‘buy bowl’. Your personal IoT ecosystem checks the area and finds three bowls, it asks ‘white bowl’ you say ‘Yes’ the bowl is ordered based upon your personal preference which could be Speed, Price, Colour or anything else, for this scenario it’s Speed it locates the nearest supplier and orders it for immediate delivery. You carry on chatting and the bowel is delivered to your home and waiting for you when you get home. Payment is automated, you unpack look at the bowel and say ‘Great Condition’ feedback allocated.
There are more scenarios in our Open Networking Ecosystem Protocol Patent which will be published soon.
Situational Awareness Shopping #UX
I’m just going to get this out there because there is a great deal of lying going on that IoT does not affect the UX profession and E-Commerce business.
IoT system design does not require UX wireframes as the are no GUI’s
The IoT is a complex ecosystem that not only changes interactions but also removes many of the common processes that have been adopted by people to use technology.
Situational Awareness Shopping #UI
Graphic User Interfaces are not a consideration for the IoT as the interactive methods used to select and buy are no longer through container websites, advertising (as a separate activity), payment gateways or any other existing copy of a shop.
digital versions of shops are irrelevant in a society run through situational awareness.
Business Agility is about people not technology, mindsets not toolsets and value not productivity
As mindless as many organisations think their workers, they are not in the slightest led by others. They in fact appropriate information through their own lenses, against their own rational, values, cultures and experience to date. With this much translation its not a surprise there is such a huge loss in critical path focus and interaction.
For many Agile is a thing that happens to Software and Technology people and nothing to do with Executive Management, Business Strategy or the Business in general. However there have been notable advances in how the concepts of Agile DevOps are brought into business enablement since 2016. The evolution includes Enterprise Agility and Business Agility, Agile being location agnostic can be applied anywhere.
People not Technology
It’s easy to focus on Technology as a solution to problems, but it cannot solve poor processes (or business models) and human engagement (or non engagement). The Agile DevOps focus is therefore people, being the high value resources for complex solutions and the low value for repetitive activities that could be and should be templated or automated.
Mindsets not Toolsets
What organisations need is behavioural change, digging people out of entrenched mindsets that are localised around their skillsets and work and think in ecosystems around the whole lifecycle of work that adds value to the organisation and its customers.
Value not Productivity
Not all work is valuable, in fact producers (those who do the work that bring in value) in most organisations ratio is dropping compared to non producers (managers, support functions). In some organisations for every three people who produce value there are seven non producers, all are productive but the three producers are funding the non producers.
- Innovation is a Cultural Action
- Organisational and cultural transformation in Business Agility
- Fail Fast, Fail Small to avoid Failing Big and Failing Slow #Agileforbusiness
- Speeding up the Wrong Work DevOps Maturity in Business Decisions #BusinessAgility
What is a Key Opinion Leader?
The concept of KOL’s has been around in the pharmaceutical industry for a while and Elihu Katz in answers the question, “Who is an opinion leader?” One or more of these factors make noteworthy opinion leaders:
- expression of values
- professional competence
- nature of their social network
Opinion leaders are individuals who obtain more media coverage than others and are especially educated on a certain issue. In the jargon of public relations, they are called thought leaders.
@invinciblesaad (Pakistan), @mrbrown (Singapore), @shaanhaider (Middle East), @craigbrownphd (USA), @shapshak (South Africa), @gbengasesan (Nigeria), @userexperienceu (UK – me), @grattonboy (UK), @grattongirl (UK), @mrthaibox123 (UK), @profkevincurran (UK) @marshacollier (USA) @petershankman (USA) @glengilmore (USA) @scobleizer (USA), @alexpuig (Spain), @cscolari (Spain), @edans (Spain), @tomfgoodwin (UK), @charleneli (USA), @FarrukhNaeem (Middle East) if I’ve missed you off just message me
Being invited to be a Key Opinion Leader
When I was first contacted about attending the Mobile World Congress #MWC17 in Barcelona as a Key Opinion Leader #HuaweiMWC17, I was dubious. I’d never heard of the concept before and I just used social media as a route to test ideas and share information. Going back to my first blogging days I blogged because I had been offered a book deal and I did not want to entomb information in a book but rather wanted it to be freely available. I asked a bit more about it and did a huge amount of research to try and understand the concept.
The idea is quite enlightened, no one (as far as I know) is paid anything by Huawei, it’s a structured but flexible activity with amazing access to insider information including product launches, press briefings and private events. And for that access we are asked just to share what we think is relevant to our audiences. If we want to challenge anything they would like recourse and a chance to inform before we publish, you might say the experience is like being journalists with the same verification processes. Or perhaps
Key opinion leaders are a form of disruptive journalism a move from mass media to targeted media
About the Experience
There can be a pervasive and quite western sense of having arrived when being courted for a thing like being a KOL for the first time, recognition at last! But I find that gifts can be quite fragile, even if your opinion has got you the invite;
humility and flexibility is more valued, in fact it all comes down to attitude
What I found on arrival was a bunch of good hearted but highly focused people. After all, we are all communication people, we all consume huge amounts of complex information and most of us convert it into 140 characters for others to easily consume.
That is not to say that these are all Twitter folks, in fact the list includes blogs, Instagram, Facebook, YouTube, LinkedIn, Google+, Periscope and others. There were defiantly super stars present but in fact they were helpful and joyful people not divas in the slightest just really, really good at sharing opinions that resonate. In a world so focused on fame meeting people who are simply great at what they do and have a whole load of fun while doing it is breath of fresh air. Thanks to you all, it was exhausting but also fun.
What I Learned about @HuaweiTechnologies
From my perspective I’m not interested in technology of itself;
I’m interested in what technology can do to augment human existence
So I come at Huawei as an enabler of new dimensions in humanity, it is hardware to a small extent but its actually considerably more, it’s mental model and beyond.
Huawei has been blocked in several markets for economic, cultural and political reasons but they have not accepted this situation instead they have challenged themselves to think in an extensible way, to build infrastructure for services that don’t exist yet, but will fundamentally change the lives of humans. Clouds of CLOUD is fantastical, CloudMetro with open API access in its core it may be intended to enable package creation by Telcos but any decent enterprise architect will see it’s the critical access point for real-time, true ubiquity.
What most amazes me is just how reserved and understated Huawei has been about the advances it has made, it may be cultural, I know in Northern Europe its seen as crass and rude to say how good you are at something. From what I can see
Huawei has cracked the network side of Smart Living and true ubiquity
with #5G in 2020 humanity will be able to advance more dramatically by 2030 than it did in the last 100 years. Hold on to your seats, this ride will be wild.
About Karl Smith
Karl Smith is an inventor of open network IoT3 UbiNET which he has patented in the USA and a holistic transformation consultant more involved with how humans have to deal with technology than the technology itself.
A former Global Head of Mobility User Experience at Accenture and Partner, Global Head of Digital Design at Wipro Digital, current Chairman of the Human Centered Design Society and has relaunched or launched Design as a USP in six global enterprises.
He has always been fascinated by how technology can augment the lives of humans;
my desire was not to build things that humans already do but to find out how technology could evolve our human experience
He is still looking for the Gene Roddenberry future today where humanity pulls together and projects all of us the the next stage of evolution. Ubiquity or the IoT is a gateway point to that evolution so is highly engaged.
He has been involved in Human Centered Design his entire career from designing operating models, services, products to websites and mobile applications always reverting to the intended users to avoid waste.
At heart I’m an inquisitive person, unashamed of failure provided I learn and by learning continue to find unexpected solutions and delightful experiences for clients and users
Social Media Connections
I’m writing this from the Mobile World Congress in Barcelona as a guest of Huawei.
I don’t do advertising in my writing or public speaking I provide useful and insightful information in the hope that my readers can make use of it. That aside I have discovered something astonishing about Huawei that I think people should be aware of.
Huawei’s Watch 2 has made the leap to independent device and signals the death of smartphones
When I first saw the specification of the Apple iWatch, I though “what a stupid idea”, “it is just an extension of the iPhone” but having bought one I have found it invaluable to stay surreptitiously appraised of thing without having to view them on my iPhone. It is in fact a great social device and keeps me out of trouble with friends and family because I am “always connected and always on”.
Conversely Huawei’s Watch 2 is a fundamentally different proposition. I’m not going to talk about the aesthetics, screen size or even battery life they are not the killer components, although battery life was heavily mentioned.
Huawei’s Watch 2 is evolutionary because it’s an independent device, it accepts a SIM becoming your phone, it plays music and offers a payment gateway essentially it removes the need for a smart phone completely. This is the first real step towards Ubiquity and Smart Living because it changes a major physical interaction of holding a device into a personal yet non-invasive ecosystem were the device works in the background.
In another session Paul Scanlon, President of Business & Network Consulting, Huawei said.
well we have to think post smartphones
which is a clear indication of strategic thinking around the next two steps in a service led, ubiquitous ecosystem strategy.
— Huawei (@Huawei) March 1, 2017
Completing this strategy Huawei have launched CloudMetro an integrated Cloud based potentially ubiquitous ecosystem.
The following film was live streamed from the event today (it’s in Chinese but Q&A is in Chinese and English) https://www.periscope.tv/UserExperienceU/1yNxaPRlyRvJj?t=30s
The company that I am a CEO of in the United States of America, Paradigm Interactions Inc. has just issued the following press release;
To confirm Paradigm Interactions Inc. has been contacted by a New York City, Venture Capital company regarding investment, a defacto buyout.
At this time we have declined
Paradigm Interactions Inc. is involved the next generation post smart device internet as part of it’s project Charlemagne and based upon our Open Networking Ecosystem Protocol Patent until this project is completed in 2017 we are not considering any offers.
We said no, because it was a significantly under valued offer, given the IoT and Blockchain US Patents we are working on, still I was not aware we were even on anyones list yet. The yearly value of the market represented by our Open Networking Ecosystem Protocol (ONEP) patent in just the USA is estimated to be worth $100,000,000,000.
Karl Smith will be talking at Digital Transformation 2017 on 23rd Feb Our Dynamic Earth Edinburgh organised by Scot TECH http://www.scot-tech.com/
Digital is about People, not technology. Digital is a response to the desire of people to focus their lives towards quick and easy tasks, simplify processes and utilise their time in micro experiences. The challenge for Digital Transformation is to not get trapped in limiting technology solutions but to really meet the desire of people to have less stress, highly engaging and focused experiences with shorter duration’s while maintaining quality and accountability.
Prioritise creating highly engaging, positive experiences
Focus on the simplification of process
Avoid getting trapped in limiting technology solutions
Ensure transformation strategy is evidence-led
Understand the relationship between culture, people & process
For more details register here http://www.digifutures.co.uk/register
Karl Smith has learned from clients in USA, Russia, China, Japan, Switzerland, UK, Germany, France, Australia, Brazil, Sweden etc how to transform them, not just, what to change.
Karl Smith is a highly creative and motivated person with keen insight ability. He is a critical thinker and is able to rapidly discover the essence of problems then define, communicate, create buy-in and deliver solutions. He positively motivates those around him and is able to engender a great team dynamic by leading from the front. He has business experience spanning 28 years at comparable levels in fields including defence, industry, construction, fashion, finance, banking, FMCG, property, publishing, healthcare, travel, policing, crown office, local and central government.
Recent organisational design roles include launching Enterprise User Experience in Accenture and setting up Wipro Digital.
He has a wide experience in management consultancy and digital technology including business management, strategy, innovation, marketing, advertising, governance, change management, project management, definition, design and delivery. He has been honoured by the British Computer Society for his eminence in IT leadership over the last 15 years with a Fellowship.
He mainly focuses on customer experience engagement and management in both B2B and B2C sectors but is also an inventor involved in creating new human-computer ecosystems. He works with directors and stakeholders whose main focus is increasing efficiency, transaction frequency and accuracy through the provision of knowledge driven, context focused, human-centered and responsive, future proofed (IoT, Blockchain, Artificial Intelligence), progressive interactive organisational change, innovative business processes and technology systems.
“the difference between an engaged customer and an enraged customer is their experience, which customers would you prefer to have?”
“as a customer experience expert, I have no opinion, I wait and get the opinion of the customer as they are the subject matter experts and combine it with business strategy and acumen”
He is involved in defining new business concepts, strategies, requirements, governance (ISO/IEC 38500) and solutions that support businesses and organisation’s involved in transforming themselves to be adaptive and future proof themselves for market disruption.
While everyone else has been focused on selling the dream of ubiquity Paradigm Interactions Inc. has been working on a protocol to make it a reality. In essence the protocol is about;
A method of defining an organic or inorganic items right to access local networks, be found, used and to record its lifecycle to a distributed linear data system.
The talk below discusses the bases of a US Patent for an Open Networking Ecosystem Protocol conceived by Karl Smith and patented by Paradigm Interactions in 2016.
It’s really important to understand the #KingsNewClothes of Technology the #IoT.
Scenario 1 – Situational Awareness Shopping IoT3 UbiNET
A description of what the IoT will be when it exists by Karl Smith part of the IoT Design Principals talk with Thom Heslop and Karen Smith. Effectively this is an #IoT of all #IoA secured with #blockchain through an information schema and business ecosystem defined by Karl Smith.
An audio version of the talk is here;
In the first instance we will be using it for a retail platform after that an insurance platform is planned ultimately this system can pervade all of society.
This blog has been verified by Rise: Rcfa14c2287f9322c58ee67bf00b7382e
But we already have Digital, how can it be coming?
For the most part what companies have is Technology being sold as Digital Solutions or Digital Strategy, however Being Digital and participating in the Digital Economy is about fundamental change in how your company works, not by adding a channel.
Digital is not just another name for Technology or a Delivery Channel but it is a Pervasive Customer Engagement Productization
Having a digital channel, a CRM tool or a marketing strategy involving social media, does not make you a Digital Business in fact Digital Businesses have Digital Products. A Digital Product is not the envelope, like a website, app, message or other container, but the thing that is purchased, transferred or acquired by customers.
As Technologies come and go, Customers are eternal
Without Digital Products your company won’t be able to access the coming benefits of the Internet of Things, Big Data or Artificial Intelligence.
What is Digital Transformation?
Digital Transformation is an evolutionary step towards the true open market that the Internet of Things and the Internets of All represents. For many companies digital transformation is about digitising existing processes which should be discarded completely.
What does transformation and change look like?
There are many factors that can create the need for transformation and change changing markets, changing customers, disruption from unexpected sources to name a few.
There are a lot of people who miss the point of transformation or change programs, who simply revert to their worst fears.
Kurt Russell’s portrayal of Wyatt Earp in Tombstone does appear to be lots of people experience of transformation projects and in every view there is a grain of truth. The truth in this view is he has authority, drive and power and that the change is terrifying to people who thought they could control it.
Are you sure you need Digital Transformation?
It’s really important to count the cost and the gain before embarking on digital transformation.
Digital Transformation will disrupt you business, your staff and your customers.
And people who claim otherwise have never done one.
Why do we need to Transform, did we fail?
There is always a faint feeling of fear and desperation on a transformation or change project. This is because concerns over perception of value, the person or persons involved value to their organisation and their sense of self worth.
DID YOU FAIL, YES your not superhuman
You have not managed to pack the detailed life of a subject expert life into your already business expert life. So in effect NO, its supposed to be the first step in wisdom, the recognition that you need help.
The real issue for business people is how do you acquire that help, do it in a way that does not damage your credibility and still be able to influence that change so that it does not wreck your carefully crafted world.
Creating a Terms of Reference Document (TOR) and Business Case
The main role of the business is to own the problem, not the solution. It’s really important that the business is candid in their appraisal of the issues. Often businesses will focus on perceived solutions, to the perceived problem. That is a way to waste huge amounts of money and never fix anything.
Writing the Terms of Reference defines where the business thinks the problem is, sets out who is engaged from the business and suggests a high level timeline. The TOR is a guideline to the Transformation but not a rule book. The TOR provides targets and key performance indicators (KPI’s) so that the Transformation is measurable and understood from the “as is” situation described in the TOR.
For example; we need a mobile site, why? because our competitors have one and everyone needs to be mobile, why? So we are buying a mobile platform, whoa! Let’s go back to the beginning, what is the problem? “We are losing market share”, okay, what are the demographics of your target market, do they use mobile devices? “We don’t know”. Don’t you think you should find out before you buy a mobile platform? That’s not a made up conversation.
After the initial consultancy to determine the target of activity in the TOR a Business Case can be created to gain funding by explaining the impact of transformation. The Business Case is critical to distil and focus the programs activity so that actual value is given from all the ensuing activity.
Both the TOR and the Business Case are created by the Business with assistance from internal resources or contractors.
The Psychology of Change Management
How transformation is framed, communicated and done in organisations is often not enough to overcome the deep seated fears of the people it will affect.
This is why you may have been invited to be involved, it is not to steer the solution but to provide expert knowledge, regardless things will either change or the business will contract. Being on the project team from the client side is not your time to shine, you already did or you would not be there.
I have worked on both sides of transformation projects and I really do understand the personal and professional need to have impact. But most importantly was your impact an enabler, if you sort to set limits was it for reasons of context? Can you explain the rich knowledge behind your behaviour and passion, the articulation is critical to getting this knowledge into the project and benefiting your company.
Transformation and Change is not just focused on Technology
If you plan to start this process of transformation you will need to accept that nothing is sacred. Transforming anything means looking at everything without preference and changing or removing it completely without regret. It will change people, their roles and responsibilities, divisional politics, funding models and budgets, business governance may be rewritten completely, processes may be discarded and loved software and technology scrapped.
But the choice is stark either engage digitally or accept second or a hundredth place in the market, until the customers who don’t use Digital die off and your business joins them.
In the same way that digital downloads has crippled the mass market of vinyl and CD’s does Blockchain means the end of financial services and banking straight through processing and the accountancy service model?
By reviewing the cost reduction culture of recent years it is understandable why the banking industry has become ripe for Lean Straight Through Processing (STP) and Business Process Outsourcing (BPO) Accountancy. But like other change and transformation activities embedding irrelevant processes in technologies, STP and then BPO accountancy is missing the essential point, they are no longer required if Blockchain is deployed.
instead of building Blockchain in the image of Banks, Banks should be rebuilt in the image of Blockchain, dramatically reducing process complexity and overheads
A Blockchain model for STP and BPO Accountancy
There are several factors about Blockchain that make it eminently more suitable for the highly regulated environment of STP and Accounting than software and middle and back office staff (regardless of how their provision is acquired). And of course you can dramatically reduce your expensive accounting staff costs as reconciliations, account status etc is automated as part of the chain, even regulatory reporting can be automated and regulators can have direct access to the blockchain through a rights and roles model only seeing at the right level what the banks and financial institutions want them to see.
Blockchain is distributed
A Blockchain (assets or liquidity) can be distributed to other Banks, Clients, Original Owners, Regulators, Tax Offices at an organisational level it can also be distributed to divisions and functions within organisations.
The nature of Smart Contracts can be defined for each organisation through the use of a Content Object Model around any given Item, with information facets in much the same way as WCMS systems are setup. Transaction data is transparent based on a Roles and Rights Model within an organisation and externally, once set up for each User Type reporting is automatic and no collation (from other sources or currency factors as these are embedded) or interpretation is required, this totally removes the accountancy functions.
Blockchain is not editable
Because blockchain is not editable
an editable blockchain would be called a Database and is essentially not a blockchain
all charges and transaction errors must be added to the chain and will be visible according to the chains Rights and Roles Model. Therefore nothing is lost and the chain will be compliant to regulation through its architecture rather than by addition of more processes.
Blockchain is smart (blockchain future-proofs itself)
Because Blockchain enables complex content object models, Smart Contracts allow the addition of new information. Unlike a database that would require a rewrite for additional information
when a Smart Contract has additional information added it updates the current block and evolves the chain
Blockchain will have a global impact
For years technology has impacted low skilled worker often removing humans altogether, the use of artificial intelligence supports the removal of strategy and management, the IoT removal of logistics and retail while Blockchain will initially impact banking and insurance but it also holds the potential to manage all information in a traceable and secure way.
Any country reliant on the financial services sector for jobs and taxation will need to look for an alternative source of income given the dramatic decrease in staff required to run a bank, trading or insurance company in the near future.
I was recently asked to answer 20 questions by Beament Leslie Thomas (BLT) a leading niche, specialist recruitment company http://bit.ly/2grPYUw some of it explains why I like to do the impossible and how.
This edition of 20 Questions is with Karl Smith; CEO of Paradigm Interactions and an acknowledged leader in the field of Human-Centered Design, User Experience and Usability. He has been honored with a Fellowship by the British Computer Society. He is also the Founder of several organizations including UCD UK Conferences and the Human Centered Design Society.
What was your first job?
My first paid job was working in Sweeties while still at secondary school, measuring out the quarters and yes I was allowed to eat the sweets just not open anything boxed.
Who’s influenced your career most (and why)?
Leonardo da Vinci, because he was never satisfied with being one thing but wanted to discover the world around him and try and understand it. I think our business world is at last understanding that a wide experience is highly valuable, the T shaped person being the current terminology. For me Leonardo da Vinci did not just have a diverse experiences he could link them together to get a 360-degree view from any single starting point. A fascinating person in politics, science, invention, design, art, I wonder who he would invite to a party?
What’s the best piece of advice you could give someone?
Whatever people say it made sense in their head to them before they said it. If you can work out why before you respond you’ll have insights and abilities beyond your age or experience.
What’s the best/worst quality in a leader?
Fearless leaders are the best to work for. They understand what’s going on and why, they establish teams and are inclusive even when it’s not required. The worst kinds of leaders are those without any backbone. Leadership is not a title it’s a behaviour and true leadership is born from responding to and overcoming adversity, leading from the front and inspiring the troops to be better than they thought they could be.
What was the worst piece of advice you’ve been given?
“Don’t be concerned, it will all get resolved during the project”. It never is. Usually this is because the person setting up the project does not have a clear idea of how to achieve the outcomes required – if they are known – and does not understand business pragmatism.
What was your best meeting ever (and why)?
It was not a huge project but I gathered the requirements for The Roundhouse Trusts web presence over a 12-hour period. It was the presentation of the solution to them, there were a couple of other people from the consultancy side, the client agreed and signed off the solution during the meeting. It was one of the few occasions where there was no back and forth about minor details. The reason was I had accepted them as experts in their business and delivered a solution that met all the stakeholder requirements, without one ounce of personal preference, just commercial acumen. I synthesised their needs and dreams into an actionable solution and replayed the solution in their own words back to them.
For the people who have so kindly asked, what was your worst meeting ever (and why)?
I was brought into a new role and was engaged on a huge project with a USA Banking client, the project had been ongoing for over a year. There were red flags everywhere and quite rightly the client was furious about the problems with their new software.
My boss asked me to attend a meeting with client representative to explain the situation and describe what I was doing to rectify it. Fair enough, my response was to say okay, but that I would investigate the problems first and report back to him before attending the meeting.
What I discovered was that the US Bank had used a well respected digital design agency that I will call Bicycle 4, for the sake of context to create a design a solution. This solution had been discarded by the sales team as they did not want to use it. They then brought in some experienced technical people to gather requirements and got rid of them all in order to increase the value margin on the project replacing them with recent graduates. The sales team were not aware that the US bank intended to have Bicycle 4 managed the QA and sign off process. I relayed my report that the reason for the thousands of errors on the project was based on junior people building a system totally unrelated to what had been instructed. I said I was happy to let the US Bank know this was the reason, but he decided there was no need for me to attend the meeting.
And to the meeting, well I was never invited, but I suspect I did rather badly in it.
What did you want to be as a child?
Happy. I was not career focused and I am inquisitive, willing to learn new perspectives and evolve my thinking. This is somewhat at odds with what I do in Management Consulting but thankfully I have augmented standard processes with the Human Centred Design framework of ISO 13407:1999 and ISO 9241-210 which are building blocks towards delivering exceptionally engaging experiences for everyone.
If you weren’t in your current role, what would you be doing?
I write a lot and am working on a couple of books, but if it was a profession I’d be a Barrister or a Judge; the Law is highly fluid and fascinates me. Legal matters are mainly procedural by building case law and arguments to achieve a decision in favour of your clients through advocacy. I did once apply to be a Justice of the Peace because I can keep an open mind.
Tell us about a turning point in your career?
There have been lots but I think the most profound happened at college; I was friends with a large group of Americans studying in London. All apart from two of them died on Pan Am flight 103 at Lockerbie. Of the two survivors, one was my best man when I married and we remain friends today. The experience crystallised a view of the world I still purvey today, “We have one chance to get it right, be the best you can and don’t intentionally limit or use others”
What was your worst mistake (and what did you learn)?
I worked for an insurance company on a change project. The mistake was not forcing my client to adhere to the agreed process of giving me a meeting agenda for every stakeholder meeting. If I had got this I would not have had a meeting with someone already angry that the project was being done without their approval, I would have organised the meeting differently. What I learned was to stick to the planned process as it provides checks, balances and risk management in unexpected and valuable ways.
What’s your favourite holiday destination?
Florida, I’ve been to many places around the world and 20 US states too, but Florida is both industrious and relaxed, the place makes a lot of sense to me.
What are you passionate about?
Delivering to a client’s needs not just responding to their request. It’s what people say about my consultancy; I really do consult not just carry out orders. I’m there to facilitate change and that will mean I discover opportunities and risks others miss. I expand the vision for my clients often without substantive costs because they usually already have the capability but just don’t know how to tap into their own people.
Who’s your business or personal hero/heroine?
My Father, he’s the best man I know. He always worked to give his children opportunity often setting aside personal ambition for us. There is no greater love than to lay down your life for another person. He was also the Queen’s optician, he met Louis Mountbatten and provided optical services to both film and TV stars like Sir Cliff Richard and Kenneth Williams.
What’s your favourite quote or motto?
“Around here we don’t look backwards for very long. We keep moving forward, opening up new doors and doing new things, because we’re curious…and curiosity keeps leading us down new paths.” – Walt Disney
What’s your greatest business achievement?
To still be going and loving what I do, I think this is because it’s not just about being paid, I do this work because it makes people’s lives better.
What’s your greatest personal achievement?
Completing the 2001 NYC Marathon bypassing the mass hysteria about Anthrax and travel at the time
What’s your favourite gadget?
My phone, sad I know but it’s true.
What would you choose as your last meal?
- Bottle of Taittinger Grand Siecle
- Bottle of Saint-emillion Grand Cru 1976
- French Onion Soup from Mère Catherine in Zurich
- Roquefort Souffle from La Garrigue in Edinburgh
- Ravioli from Le Manoir aux Quat’Saisons in Oxford
- Wagyu Steak from The Metropolitan Grill in Shinjuku
- Milk and Mandarin from The Temple Restaurant in Beijing
- Three Cheeses & Three Dessert wines from The Cherwell Boathouse in Oxford
- A glass of Frangelico
What’s your all-time favourite book (and why)?
Phule’s Company. It’s a mix of all the best things – military comedy, social change and advancement based on one simple thing; people are not what they appear to be they are a great deal more complex and amazing than you can see from the surface.
Which one person, dead or alive, would you like to have dinner with?
Leonardo da Vinci, I’d just love to hear him talk or Louis Mountbatten for the same reason.
Karl Smith has business experience spanning 27 years at comparable levels in fields including defence, industry, construction, fashion, finance, banking, FMCG, property, publishing, healthcare, travel, policing, crown office, local and central government. Recent organisational design roles include launching Enterprise User Experience in Accenture and setting up Wipro Digital.
He has a wide experience in management consultancy and digital technology and has been honoured by the British Computer Society for his eminence in IT leadership over the last 15 years with a Fellowship.
He mainly focuses on customer experience engagement and management in both B2B and B2C sectors. Karl is involved in defining new business concepts, strategies, requirements, governance (ISO/IEC 38500) and solutions that support businesses and organisation’s involved in transforming themselves to be adaptive and future proof themselves for market disruption. He has been working on commercial IoT since 2001 and hope technology will soon catch up with his vision.
#IoT People in #London
So I’m putting this list together of some really smart people I’ve come across recently as we all work towards making the open IoT a reality.
- Michael Bayler, Founder and Director, understands the true impact of IoT and aids clients prepare – Independent Consultant
- Erik Staaf, Managing Director at IOT-as-a-Service.com, what set him apart is he has actual case studies – Independent Consultant
- George Achillias, Digital Anthropologist, he understands the technology without driving clients to specific suppliers – Wipro Digital
- Karl Smith, CEO Paradigm Interactions, author and futurist, building a retail IoT test platform with 20% totally newly invented technology – Independent Consultant
- Brendan Mislin, Managing Director, total genius years ahead of the time – Accenture
- Jon Pearson, Co-founder & Director, an innovator involved in FinTech – Deutsche Bank
- Olena Kaplan, Senior Analyst, an innovator involved in HealthTech – Beecham Research
- Windahl Finnigan, design, research, strategy & innovation consultant, an innovator looking at the end to end experience – Independent Consultant
- Pete Trainor, Author, Speaker, Director of Human Focused Digital, an innovator looking at the end to end experience – Independent Consultant
- Nigel Willson, Global Strategist, involved in helping customers digitally disrupt and transform – Microsoft
This is a personal list and not exhaustive.
Independent Consultant can easily provide services, others work Client side for in-house teams or for Global Consultancies.
I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.
Governance is a Business Enabler
Having written several enterprise governance documents using ISO/IEC 385000 as a template I am well aware that governance is one of those areas that is much misunderstood.
Well constructed and managed governance is open and obvious, it is designed to enable business and has an active and transparent policy creation and updating process. However, there is a huge amount of governance set up to chain the business to policies that are truly complex, meaningless in the current context and have become a power base in their own right.
Governance should be used as a route to evolve policies (that in turn establish processes) that are market responsive in a framework that effectively manages risk and regulatory compliance.
Governance can build Design Thinking and Service Design directly into the core policies and processes of an organisation
Digital is a new type of Business not a Channel
The reason Governance is an important factor is that different behaviours in business require different Governance.
From Global Digital Consultancy Start-up Pt1 – Founding a New Consultancy is all about Market Differentiators it should be clear that a Digital Business, does something different from an Existing or Established Business.
Digital is established, interacts and delivers differently from other businesses, it creates conflict with the existing status quo
These stages and the processes they create in a start-up will create conflict or roadblocks to success with Venture Capitalists and existing internal Business structures, institutions and organisations unless there is Adjusted Governance and ultimately adjusted accountability, effectiveness measurement, recruitment policies, recruitment process, career paths etc.
Adjusted Governance is the magic bullet in setting up a Digital Business
Adjusted Governance enables Digital to work quickly and effectively within the more volatile framework of immediate and rapid response business strategy, investment rules and return on investment than those used in existing enterprises or global organisation structures.
I have yet to work on a Start-up that has got adjusted governance set up before it becomes a critical hinderance
I always ask if there is adjusted governance and without fail, I am told it is not required. This comes down to a basic misunderstand of the usage of the word Digital. Digital Consulting really means Agency Consulting with Scaled Delivery, it is not the Digital Market Channel that Commerce thinks it is at all.
I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.
Being a founder of anything is quite exciting, especially if you are funded in advance. I think that was the thing that really helped get this project off the ground. While you know history will be written as you work and rewritten after you leave the following case study in several parts is about how you really set up a Global Digital Consultancy.
— Karl A Smith (@UserExperienceU) April 11, 2017
Founding a New Consultancy is all about Market Differentiators
The starting point for this consultancy was a discussion between the CEO and an up and coming Executive. I can only relay the gist of what was said as it was relayed to me to get me onboard with the project. The names have been removed because it’s not important exactly who only what is said;
CEO: Executive we need to get into Digital, digital is the next big thing, can you get some people together who can tell our digital story to the world?
Executive: Yes I will get a mix of people and keep mixing until we find people who the market will accept as our face.
CEO: Executive what is digital to you, its not Technology or Consulting we have tried those angles and have not got traction in the market?
Executive: I’m not sure, but let me come back to you.
It started with three of us, plus an Executive. We worked together to define what is Digital, for while we all had our own ideas, we needed a consensus view to build a business that people could relate to, buy into and attribute value to.
Definition of Digital
If digital is not technology or consulting, what is it. For us we looked at the experience of digital to define it.
- Digital is adaptive, agile and lean
- Digital is rapid, cuts through red tape, evolves
- Digital is engaging, exciting and challenging
- Digital is tangible, easy to explain and does not rely on PowerPoint
Digital is about people’s experience of a product or service not the delivery mechanism.
Digital sits at the cross over point between strategy and design*, design* and technology and technology and strategy, with people at the centre
note*: the others wanted to use UX, but because of the infighting between UX, CX, IxD, Service Design, Design Thinking, Etc., I suggested just using Design to catch them all.
No one thing Strategy, Design, Technology is more important they all need to be engaged in a Digital Solution else they become a point of failure in the future. Everyone in a client business is part of digital too, including accounts, legal, production, operations, delivery, marketing as they are all the experience customers have of a companies Success or Failure to fulfil the engagement.
From my perspective we appeared to create a hierarchy but most importantly internally we got rid of the separation between consultants and technologists because useful people are not just one thing, they are complex.
For me like most people who have focused on Customer Experience the ability to work at a Strategic level or on complex Technology was often not possible because recruiters and clients don’t understand our profiles as technical. In this start-up it was important for me to break people capabilities out from the narrow points of reference of “I don’t see it on the CV”. This also enabled me to hire widely and easily people whose real skills were lost on the market, but not on me.
Once we had this concept of;
Blended people providing a Blended Service
we were ready to start Defining the Propositions, Processes and setting up the Capability Management. If only it was that simple, the next instalment will explain why.
The IoT is a much marketed term as the future of all things;
the IoT is interconnected landscape of life experiences and transactions
What is the IoT, how is it intended to work and how does that relate to how it currently works. What are the real business opportunities and how will they be measured as a success? How can your business gain an advantage or benefit? Finally, are there any risks associated with the IoT, either foreseen or not and how might they be mitigated?
What is the IoT and where does it come from?
The IoT is problematic as a description for Ubiquity a concept that has been around for a long time.
Ubiquity is a synonym for omnipresence, the property of being present everywhere
The technology that underpins ubiquity comes from defence, specifically battlefield command and control (CnC) and has been evolving since the second world war. At that time, it was essential to coordinate and protect allied forces during the war. This strategic view of the battlefield as it changed was provided first through telephone communications (easily intercepted), radio communications (also easily intercepted) and then later RADAR (Radio Detection and Ranging).
The second part of the technology that underpins ubiquity is security, the interception of communications in the second world war made it essential to provide proof of authenticity and to encode or encrypt important messages. While this was a common practice off the battlefield by people with the time to do this, the speed of change and the danger on the battlefield made this impossible, although the USA did use native american indian code talkers this security was not embedded across all battlefields as it had also been used in the World War I but German anthropologists had attempted to learn the languages.
Post the second world war, beacon technology (encrypted identifiers) with satellite uplinks provided oversight on large assets. However, until beacons could be miniaturised while maintaining a secure satellite uplink true battlefield ubiquity could not exist. This problem was overcome during the 1990’s enabling complex CnC of navy task groups, air forces, missiles, ground force vehicles and individual soldiers. The defence industry now has access to a fully ubiquitous battlefield command and control system, however it is still controlled by human choice based upon interpretation of sometimes confusing data. This interpretation and ownership of Meaning still resides with human control.
What is the IoT now and what will it become?
The IoT is a stepping stone to Ubiquity. The commercialisation of ubiquity has been going on for a long time. It has included white goods requesting a service without customer involvement to fridges asking for milk, cars contacting the garage and customers monitoring their devices remotely.
However, it is yet to deliver the promise of true ubiquitous ecosystems talking to each other and creating a ubiquitous living environment by augmenting human existence, through simplification and service revolution.
Ubiquity is a network of negotiated connections, contracts with policies and attributes that are always present and open
In ubiquity the CIO once again comes to the forefront of the information exchange, management and security around products, services and things as they don’t require marketing to acquire each other’s benefits.
In open IoT Ecosystems there is an emergent human cognition language
This is devoid of the current marketing paradigm of using images to entice rather
Open IoT Ecosystems focus people on avatars in a new and more disruptive way
The foundation for this thinking goes back to a notion of the ‘social life of things’. If things themselves exist and have a number of trajectories and states then those things also potentially have accessible and useful human touch points in the IoT.
Much of the interactions we humans have become used to are in fact simple touch-points to hidden and complex interactions within dispersed and non-interlinked (at the core) technology systems. This simplification process of creating a directed visual presentation layer enables us to maintain a simplified mental model around our interactions. However in IoT technologies the additional integration of voice, touch and thought require a full understanding of the primary cognitive models for each IoT device and an associated and integrated cognitive model, possible clashes or drop outs and load descriptions (for each constantly changing eco-system) by Thing and Cognitive Group. Only then can an interface be defined.
Above is a visual description of a set of Things available with a person walking through them projecting themselves, a simple human journey. However working in a local model gets the notion of Things and Cognitive Groups across. Each colour group represents a Thing, attempting to get our attention, each Thing does something different, a different set of interactions, activities, behaviours and outcomes. They can talk to each other or ignore each other. The person traversing the real world and IoT ecosystem walks through several fields of interaction, each time they enter a new field it communicates to them, availability, interaction, messaging (branding, cries for attention, warnings etc.). The first position P1 three touch-points seek engagement, by P2 it’s six touch-points, in P3 five touch-points seeking engagement.
There is no requirement for visual interfaces, in fact audio, smell or touch (vibration or texture) are more likely and in fact desirable to create the ambience for localised interaction and mental association.
Further the current cognitive models associated with the digital existence of tangibles may need to be reconsidered in the context of the IoT as it amalgamates previously separate constructs. It could simply be that the detailed component view we have constructed around daily interactions is no longer valid and we can simplify not only our interactive behaviour but also our descriptors by moving them to high level (directional and instructional avatar) understood constructs rather than the detailed process models we tend to use to live.
It should be clear by now to observers of how businesses who are being successful are changing. For them IoT is not just another name for Technology or a Delivery Channel but it is a Pervasive Customer Engagement Productization.
As Technologies come and go, Customers are eternal
What is an IoT Product?
An IoT Product is not the envelope, like a website, app or another container, but the thing that is purchased, transferred or acquired. An IoT Product is pervasive (accessible anywhere on any device, platform and mental model) and modular, designed to be portable, while maintaining all the associated complex information, languages and cultural context, findability, regulatory compliance and trace route for quality, feedback and development.
A IoT Product is the virtualisation of DATA that describes the product uniquely (SELF), its history (LIFE) and ecosystem contracts and policies (USAGE)
Where does an IoT Product live?
An IoT Product comes from an IoT Product Ecosystem that has both directly related bolt-on and ancillary upgrades and other domain related tangible and intangible Products and Services.
How do Businesses get IoT Products?
IoT Products are created by responding to clear signals from people in the market.
IoT Products don’t invent themselves
Creating IoT Products in unqualified hands means someone tells you an idea, you pay for it, they walk away and then you change the KPI’s because the idea you bought has no foundations and does not deliver to your business goals and objectives.
IoT Products always have a value model, ROI model a planned life and death built in
Though not always evident when first launched to the customers an IoT Product will have planned financial or gain attributes. They will be easily acquired by their intended customers and be desirable by others.
IoT products are often found through Big Data projects in a data exchange between different business seeking to extend the value of their current data. These Big Data projects drive huge profits not relative to start-up costs but gained by market capture.
Who creates IoT Products?
There are two aspects of creating an IoT Product, the Product Ecosystem and the IoT Product, which are combined in IoT Productization.
I usually just provide information, but this time, if your looking for IoT Productization please contact me or this skill.
Products and services associated with the IoT currently operate in closed ecosystems like Home Automation, in effect, they are simply networked products with linking software. Part machine to machine (M2M) and part human to machine or machine to human (H2M setup and observation and M2H alerts).
The IoT is an open ecosystem, made up of billions of product, services and people ecosystems.
While many people will associate an ontology with a website, software or information system, the key factor in IoT products or services is;
- Information uniqueness
- Information parity
- Information exchange policies
IoT products and services also require
- Governance frameworks
- Security frameworks
- Privacy/data storage frameworks
An ontology is a formal naming and definition of the types, properties, and interrelationships of the entities that really or fundamentally exist for a particular domain.
In order to digitize products and services for the IoT an open network, they are required to fit into several types of ontology including;
- Global ontologies
- Domain ontologies
- Geographic ontologies
IoT digital productization
If you’re looking for advice on how your products or services can be made ready for the IoT please contact me.
About the Author
Karl Smith is Computer Scientist or as he describes himself a Creative Scientist. He has worked as an Instructional Designer, Information Architect, Innovator, User Experience Architect and Human Centered Design Consultant. He is also an entrepreneur, founder and director, CIO, CXO involved in startups, offering development, capability building (recruitment), global business development and global program management.
Karl Smith is an acknowledged leader in the field of Human Centred Design, User Experience and Usability and has been honoured with a Fellowship by the British Computer Society. He is also the Founder of several organisations including The User Centered Design Society in the UK.