Overall, the sale for Brave’s ethereum-based Basic Attention Token (BAT) generated about $35m and was sold out within blocks, or under 30 seconds. One buyer went so far as to purchase 20,000 ETH (or about $4.7m) worth of tokens – designed to monetize online attention and create a new revenue source for publishers.
I’ve been struggling with the concept of identity in distributed trust/consensus networks. All the options seem to come down to either a) putting some part of your credentials on someone else’s server or b) putting some part of your credentials on a device, whether it’s a card, a dongle , or your phone. Here’s Civic:
Basically, Civic validates your personal information and identity, stores it on your mobile phone and only you can see or use that information. It is never stored on our servers! This means that if Civic was to ever get hacked, your information would never be released because we just don’t have it.
I’m supposed to love stuff like this, but i can’t. This is BS. I’m sure its a good bike, but it’s just fancy bike.
Welcome to the world’s first connected cycling platform. Connect to the Valour through the Vanhawks app to make your commute safer, easier, and more enjoyable. Built in turn by turn directions allow you to focus on the road without worrying about missing your next turn. Every trip automatically track your ride metrics for fitness and adds to better Smart Navigation in the future. Ride the Vanhawks Valour and be a part of reshaping the urban commute
We don’t need a “connected cycling platform”. We’ve got Garmin, Strava and plenty of things in our phone. We don’t need a $2500 carbon commuter. There are thousands of alternatives that are just as good for 1/2 the price. Or, a 1/4 of the price.
I’d like to buy Grant Peterson two beers and have him give me his take on this thing.
Only one hundred single-serving pouches of instant were allotted for him on Expedition Six, stowed in the galley in a metal drawer with a black net stretched over its mouth to make sure the pouches wouldn’t float away. But for all the care in the universe, it’s been more than two months since the shuttle delivered him and his coffee to the International Space Station, and there aren’t one hundred pouches in that drawer anymore.
He’s a writers writer (whatever that means) but i seek him out. I’m excited to see what happens when guys like him can build a real living off fan-boys like me. As more options show up everyday, i’ll be buying.
I think this is actually a big deal.
It’s important to note that these are not trends and that they’ve been in the making for far longer than twelve months. They are symptoms that are inextricably linked to the core nature of the Web as it exists within the greater socio-technological system we live under today that we call Surveillance Capitalism.They are the result of the feedback loop between accrual of information and accrual of capital that has left us with an oligarchy of platform monopolies that filter, manipulate, and exploit our everyday experiences.
You might think this is a little too jargon-y, but there’s a real there, there. The question is, how can we go back?
While the rest of us are enjoying the fall weather, football and the changing seasons, most CMO’s and CEO’s and their leadership teams are elbow deep in 2017 planning and budgeting. In addition to all the normal business challenges, most leadership teams are probably spending a significant amount of time talking – one away or another – about digital and/or their digital transformation. Maybe its a question of how to allocate the capital budget for digital capabilities, or it could be a culture question (“How do we get more digital talent?”). Or, more urgently, it could be an existential question (“how do we compete against X and the disruption they are causing”).
Eventually, those boardroom conversations and plans will make their way down to strategic planning discussions with the VP’s of Digital Marketing, the Chief Digital Officer, Head of Digital, or Directors of Digital. Here’s what we hope those lucky leaders are getting asked in those strategic conversations:
- What’s our strategy to use data to develop a competitive advantage? We see a lot of C-level leaders who are missing the strategic opportunity to plan for, collect and analyze data in unique ways (not just the obvious stuff) to give themselves a competitive advantage. We know of one company that bought a couple large Instagram handles from their owners, just so they could get the day to day data on likes and use the comments section to gain unique consumer insights that their competitors wouldn’t have
- How are we using digital to create a unified experience over the whole customer journey? Smart companies are moving on from digitizing their functions (Sales, Service, PR, brand Management) to looking for ways to integrate and unify the whole consumer experience. They are going from good/great execution at the functional level to managing the whole customer journey in a holistic, integrated way even though there’s not an immediate ROI and dramatic changes in short term results are rare. Not only is it better for consumers, it positions companies to collect unique, potentially proprietary data along the way. It’s an easy concept to grasp, but it’s incredibly hard to execute internally unless there is a multi-year commitment from the top to keep investing ahead of results.
- What capital investments and resource allocations do we need to make to get better data across the customer journey? See above. A dramatically improved customer experience will generate incredibly valuable data
- What must we do to invest enough in both incremental and transformation innovation? No good leader says “no” to opportunities to invest in innovation, but few leadership teams are disciplined enough to balance short-term, functional innovation (i.e. incremental) with the willingness to pursue transformational opportunities.or instance, we know of one company that is generating a surprising amount of revenue from advertising on their digital platform; enough revenue to pay for a larger, more advanced digital team. It’s almost guaranteed that the directors and managers and coordinators on the digital team have ideas for both, but they may not be getting the support to pursue both due to a heavy prioritization of short term results.
- How do we need to evolve our brand position and actions to be even more relevant to our customers? All leaders should by now understand how digital is transforming consumer expectations of brands. But even after years of watching brands like Dove drive great results by moving the brand to a higher, more aspirational space (and creating amazing digital content that’s getting shared all over the place), too many leaders are still(!) focused on the result (“get me something that goes viral”) instead of the characteristics of a soap brand that millions and millions want to connect with. In other words, you have to do the work to elevate your brand and your company in order to be relatable, digitally.
- What do we need to do culturally to create the conditions for more agility and innovation in our marketing? Most good business leaders have read up on Agile, Lean Startup, and “working like a startup”. It’s thrilling to see courageous leaders try to change their companies actions. But, smart C-level folks will listen to the digital teams about what needs to change culturally to create the conditions for more flexibility, agility and innovation in their marketing model (or their business, overall). The behaviors are one thing, but the attitudes and beliefs and values and incentives are another. Most importantly, CMO’s and CEO’s should be asking: Have I created the right incentives to unlock true innovation (or will my team still get penalized for taking risks)?
- Are we being aggressive in looking at business model or product innovation opportunities? This is something that any sufficiently paranoid organization should be asking itself every six months: “what would a potential disruptor do to come take our business away?” Or, put another way, “how do we not get Blockbustered?” And, as part of the same exercise, CEO’s should be asking their digital team “what opportunities are we missing to use digital for new revenue, new products, or serving our customers more effectively”? It’s easy to get a false sense of security that “we’re on it!”.
- What do we need to do to help our employees work at the pace and speed of our customers? As the proliferation of tools and technology accelerates, it’s imperative for customer-focused companies to enable their front line people – the sales folks, the community managers, customer service – to work with the same tools and platforms that their customers are using. So, whether it’s instagram or Snapchat messaging, chatbots or Kik, CMO/CEO’s will make the hard policy changes to stay connected with their consumers
If you’re the VP or Sr Director of Digital, the Head of Digital or the Digital Transformation leader and these questions aren’t coming up in the annual operating plan discussions, you should set up time with your CMO and CEO and push these issues forward. It’s your chance to lead “up” and push the thinking of your organization and, ultimately, position your team to drive even greater impact in the organization. And, to make life a little better for your customers in 2017.