Monday, July 18, 2016

The pending advent of blockchain in FinTech

Blockchain technology has been hogging the hype cycle for a few years now, but despite a great deal of optimism and investment, deployed applications outside of Bitcoin have been rather scarce. Bitcoin might itself continue to exist only on sufferance from the Chinese government, being that its primary use has been to provide one of that country's main stores of excess funds. Bitcoin and other cryptocurrencies have another fundamental problem, but more about that below.


In order for this technology to transition from promising to widely deployed one or more "killer apps" will be required which are capable of obsoleting current practices - always assuming that blockchain reconciliation latency issues will have been resolved in the relatively near future. As I see it, today such applications are primarily in the areas of FinTech and GovTech. As such, the killer app trifecta for blockchain would consist of payments, settlements, and identity verification. Let's discuss each application in its turn.

Payments

Whether or not Bitcoin and other cryptocurrencies ever become established as mainstream payment methods, which in my view is fairly unlikely, it does not mean that blockchain-based payment solutions are dubious undertakings. To the contrary, I firmly believe that reliable, secure payment is a major killer application for this technology.

The main reason I believe that cryptocurrencies are unlikely to gain widespread traction as a medium of exchange has to do with the complex relationship between money and government. Money, as Econ 101 teaches us, has three functions: as a medium of exchange, as a store of value, and as a unit of account. Not so very long ago, all three of these functions were efficiently fulfilled by gold, and to a lesser degree by silver. Metal currency had the advantages of universal adoption, stable exchange rate and low propensity to be subject to monetary shocks. Even when paper money was first adopted as a medium of exchange after the mid-1700s (at least in Europe), it was backed by gold - that is until the crisis that was the Great Depression. Without going into a book-length disquisition on the history of abandoning the gold standard, I can safely say that the key reason was the need of governments to gain control over their collapsing post-war monetary systems. This control is not something that today's governments are likely to be prepared to relinquish, partly for fear that the monetary conditions that birthed the Great Depression might return. Partly also, those governments who now enjoy or seek to establish reserve status for their currencies would be loath to give up the benefits that accrue from it: benefits such as low cost of borrowing and control over quantity of money. Governments of many developing net exporter nations, such as China's, also seek to control cross-border money flows in order to limit capital flight, providing even more incentives for them to keep tight control of their monetary policies. Not least important, governments who lose control over their currencies also lose control of their monetary policies, and with it their economies - as the South European Eurozone members have found out to their ongoing horror.

Today, payment systems tend to be either proprietary walled gardens operated by the likes of Visa and the larger commercial banks, or else low-penetration interoperable solutions advocated by mostly struggling startups. Blockchain technology, being based on an open standard, is capable of bridging such broadly adopted solutions without forcing users to rely on yet-unproven companies as clearinghouses. Furthermore, because blockchain takes the clearinghouse function out of any single vendor's hands, it lowers the costs of linking proprietary payment systems together vs. using available commercial solutions for banks and money managers. Costs can conceivably come down enough to enable the use of blockchain-based payments for even very small transactions. Of course in order for this application to gain acceptance, blockchain performance will have to be improved to the point where billions of transactions can be handled in near-real time.

Settlements

Transaction settlement is another area where blockchain can have a significant impact on the way we do business. Today, transaction settlement friction ranges from having to take e-commerce product delivery on trust after payment has long been processed to complex and pricey escrow services for real property transactions.

Once blockchain technology is developed to the point that offline events can be easily incorporated into the chains, I can see escrow services becoming functionally obsolete, especially if they are coupled with blockchain-based title insurance products, as I will discuss below. 

I can also envision blockchain securities settlements, enabling efficient bond markets that do not rely on primary dealers, market makers or inventories, which could revolutionize the enormous global bond market and cause some large players to lose significant revenue streams.

The key to development of this application is the ability for blockchain to extend beyond pure-paper transactions such as securities trades by incorporating transparent tools for attaching and extracting hashes for offline events. Ironically, the larger transactions that today require sophisticated escrow and interbank settlement services would likely be easier to implement than a humble delivery verification for goods ordered online by virtue of them being fewer in number and harder to misplace.

Identity

The area where FinTech and GovTech can both benefit from adopting blockchain is in establishing positive identity of persons and capital goods alike. In theory, positive identification can be useful for even small items, down to the size of a container or a package, if performance for verification can ever be made sufficient to handle such large numbers of simultaneous transactions. However, even for such items as cars and real property the benefits can be enormous. The promise is so great that it has even become an election talking point.

Fundamentally, today our tools for establishing positive identity and ownership chains are, to say the least, quite poor. Government IDs such as passports, social security cards and driver's licenses are often enough forged, necessitating secondary ID checks like finger-printing that are costly, time-consuming and intrusive. Car theft has been on the decline in recent years, but should it mount a return, police ability to identify parts from broken-up cars would be as limited as it had been in the pre-LoJack dark ages. For real estate especially, each transaction requires title search and insurance services that add a significant percentage to transaction costs and often take weeks to finish.

Blockchain holds the promise of providing positive ID and ownership-chain tracing with much lower intrusiveness and at a very low cost and changing a good part of the familiar business landscape in the process. Such businesses as CarFax and whole industries like title insurance and customs/freight tracking would become threatened with existential crises, while our beloved trips through passport control and to the DMV might never be the same again. In order for this nirvana to become manifest, standards would have to be adopted for transparent, easy to use tools for indelibly attaching hashes to real-world objects.

Bottom line

It can be difficult to become used to so much disruption of so many industries in such a short time. It also can be easy to be over-optimistic about the better-hyped technologies that might never see wide adoption. No technology can hope to win in the long run absent a killer app that renders its use worth the new-tech risk because it lowers costs, improves ease of use, or even creates an entirely new use category. Blockchain is now at that precipice: ready to enter prime time, provided that it develops the extensions and standards permitting its killer apps to begin emerging. I will be waiting.

Cross-posted to LinkedIn

reciprocal link

Tuesday, July 5, 2016

9 fun ways to screw up a CEO transition

Perhaps you are a buyout shop or a VC partner, or maybe you chaired the CEO search committee for your board - chances are that the reason you decided to bring on new blood at the top is that the company was not performing to potential. Maybe the old CEO had the wrong chops for the new stage of company development, or perhaps the market shifted under him - whatever the reason was, the deal is done and your new guy starts next Monday. There are so many ways you can help this person fail! Let's go through a few, shall we?

Photo: Reuters

1. Fail to set out clear expectations 

It really would be all too easy if you just told your newly minted CEO that your problem is eroding margins, or stalled  revenue, or unexpected marketshare loss to competition. Of course, you do plan to measure your new person on the one key metric that concerns you, but why tell him? He is a smart guy, so of course he'll figure it out on his own. Let's just give him some guff about growth, customer satisfaction or staff retention. Won't it be fun to watch him race down the wrong track out of the gate? And sure, what we really want is to sell this loser business the second that the numbers will permit it, but why tell the CEO? We will just fire him when he fails to make the business sellable. His exit package will be a small price to pay for all the fun.

2. Set out wrong incentives

The company has been bleeding staff, its Glassdoor rating is beneath the floor, no one wants to come to work for it, execs are leaving, and the real reason we fired the last CEO is that his style was so toxic that it jeopardized everything we had invested in this business. So now, let's write the new girl's package so that we pay her inventive comp on maximizing sales and margin! Won't it be fun when she tightens up the screws to meet what she thinks (haha!) are our expectations? Why, we can just watch the stream of staffers running for the exits turn into a flood! Of course, it will be the stupid CEO's fault for not realizing that we really want is for her to lose her bonus and instead fix the toxic culture before worrying about the returns. She'll take one for the team, won't she?

3. Circumscribe the CEO's authority

Sure, we just went though months of hellish effort to find just the right person to take up the reins of this benighted business. We think that she's the best that we could find, but naturally, no matter what she thinks, we know that we know better, don't we? Let's make her jump through fifty hoops before we approve new policies, strategic changes, staffing shakeups, reorganizations! Let's make her justify each step and then drag our feet or else just fail altogether to approve them! It will be such fun to watch her squirm! Better still, let's just set out some sacred cows that the new girl just cannot touch: the culture of the company is sacred! (but the company can't seem to get product out the door); the C-suite cannot be changed in any way! (after all, we picked them to be our people, nevermind that they undermine the CEO in every way they can). We can have such laughs while the new girl is tearing her hair out! When the damn business fails, it will be her fault, won't it?

4. Undermine, undermine, undermine!

While we are on the subject, we can use the excuse that we need to know what's going on in the trenches to ignore the hierarchy and just assign work, priorities and schedules direct to middle managers. Won't the CEO be so mad when she finds out? We can bad-mouth her to staffers, because it will be such fun to watch her lose whatever respect she'd had and with it all ability to manage! Why should she know what her people are actually doing - we know better and our desires are so much more important than whatever a mere CEO might be thinking! We can sow mistrust by interrogating the mid-level staff - after all, they know what's really going on, much better than the CEO can, right?

5. Expect a miracle, or two

Our new guy walks on water - of course he does, he told us so when were were courting him. So, it follow that we just ask him to conjure rabbits out of hats! So what if this company makes its money from, say, services - let's turn it into a software company! Of course we won't give it any more resources for the transition, we will ignore the business DNA, will underfund development and go-to-market efforts just enough that they cannot succeed, but we will measure the CEO on making this transition happen! Who cares if the real business of this enterprise suffers while we are chasing rainbows? We will just punish the new guy when results slip, that's all!

6. Block, prevent, ignore, expect results

Our new guy came with such great ideas! Too bad we aren't actually ready to let him do what we hired him to do, are we? Let's block every initiative that he promotes, ignore his insights, prevent changes - we do know better, don't we? But why would we reduce our expectation of results? Isn't that what we hired this guy to do? Where are our new sales numbers? Where is the expanded margin? Where is our exit, for Pete's sake?

7. Set up an adversarial board relationship

This CEO guy is our enemy, isn't that right? It's open season on him at every board meeting! So he wants to confer with us on strategy? Confide about something troubling him? Hold a strategic conversation instead of blowing smoke up our collective ass? These are just weapons we can use against him to advance our own agenda, which is so more important. He's not one of us, he won't be on our side! Let's keep from him what really matters - then we lead him by the nose and relish his discomfiture!

8. Fail to prepare ground

Ok, so we didn't want the old loser CEO to know we are looking to replace him. This means that no one in the C-suite can know either! We can't trust the bastards to keep their mouths shut, can we? We'll just surprise them when a new CEO shows up one day! Ok, so the CFO and the HR peon get to know - it cannot be avoided - but no one else! Won't it be fun to watch them scramble for the exits when the extent of the enterprise's troubles is made so evident?

9. Hire the wrong person as CEO

Ok, so despite our best efforts, this enterprise was underperforming before we hired the new guy. Who cares why this happened? It must have been the fault of the incompetents with whom we are surrounded. Why would we worry about ancient history? Thew new guy will fix everything! So what if the company's sales and marketing have been abysmal? We can hire an engineering leader to set it right! So what if the business can't pay its bills or collect receivables? A sales guy is the right new CEO!


Do you think there are more and better ways to screw up a CEO transition? I would love to hear your tales from the trenches.

Cross-posted to LinkedIn Pulse

reciprocal link