The Blockchain Comeback: How Institutions Effectively Use Digital Assets

This blog post first appeared in Forbes.

A wave of skepticism hardly hit the crypto assets market in 2018, especially observable by a massive drop in ICO volumes. This sharp decline was mainly due to offerings of poor quality and a lack of regulatory oversight. 2019 will be a transition year on the way to a regulated market of tokenized assets. Security tokens are at the core of the rebound and three major disruptions are accelerating the redefinition of financial markets:

The digitization of existing assets

One of the main reasons which caused investors to lose interests in ICOs and cryptocurrencies was the lack of oversight on that new fund-raising method and the poor quality of the assets they received in return of their investments. To overcome that deeply-rooted problem, the trend is to turn towards known and well-recognized asset classes like tokenization of securities and add the efficiency and safety potential of decentralized ledger technologies.

An evolving infrastructure for digital assets

Supporting the digitalization of existing assets, a strong and reliable infrastructure is needed to provide a seamless experience for the end-user, namely individual and institutional investors wanting to diversify their asset allocation. Since the beginning of 2019, an upsurge of established global financial exchanges announced a handful of projects aiming at developing the trading of digital assets in a regulated environment. With different levels of progress, all major players have at least announced collaborations with technical experts and companies to develop deeper knowledge in this ground-breaking technology advancement.

A more transparent regulatory framework

There is a need for regulatory approval in all jurisdictions and broader market acceptance from all existing players in the industry. From the regulatory perspective, a major shift towards digital assets can be observed at the moment. But at its current state, it won’t happen before 2020. The Swiss legislator, considered to be one of the first to rule on that matter, will soon vote on such legislation. However, even if successful, the ruling will take effect on January 1st, 2020.

Today’s insufficient market infrastructure level

Currently, the market infrastructure still needs to overcome psychological and technological hurdles to trigger interest from institutional investors. Three main reasons explain the lack of trust in the existing market infrastructure: insufficient market readiness, lack of education of market players and investor related factors. Insufficient market infrastructure and market readiness can be defined by the limited integration between traditional money and digital assets, a low level of liquidity and transparency of current digital assets and no enterprise-grade custody solution available, making the investor itself bear the responsibility of holding the asset, or having to rely on relatively inexperienced custodians with low volume capabilities. The lack of education of market players is characterized by the recent development of decentralized ledgers and not enough time for established market players to adopt that technology to-date. Furthermore, there is no standard for security tokens. Lastly, investor related factors are comprised partly from a disjointed and inconsistent investor experience with crypto asset-based exchanges with renowned names having experienced systematic technical problems or having been hacked. Also, the lack of institutional grade investment products hindered the attractiveness of digital assets to meet the needs of sophisticated investment strategies.

What assets to be tokenized, only cash, shares and real estate?

In theory, all existing asset classes can be put into digital certificates “tokens”. From listed and unlisted equity, bonds, real estate, luxury goods and investment funds, every asset class already has been tokenized, but not in all cases was it proven to be an improvement of existing processes or adding any kind of value. One central criterion is that it’s only useful to tokenize assets, which can be after only be transferred via blockchain. With the current state of legislation, it does not bring value to tokenize tangible assets such as real estate and luxury goods since both asset classes can still be sold outside of the blockchain or any other exchange. However, the digitalization of intangible asset classes such as debt, equity and derivatives can already benefit from smart contract characteristics in managing the entire asset lifecycle such as issuance, electronic voting rights, dividend payments and automated shareholder registers.

Following are the Finoa research results on potential developments of digital asset classes for the upcoming 8 years:

Tokenized Economy

Source: https://finoa.io/#research

A clear trend can be observed that intangibles will cover most of the projected market volume with more than 95% of the total if we include “Other financial Assets” as intangibles.

Traditional & new players competing for the market share

Competition between the existing exchanges and newcomers will be key to determine the future of the digital assets’ providers. On one side, existing market leaders have the most potential to grasp the largest market share. With an existing base of trusted customers including the largest institutional firms, an established brand image and a proven ability to scale, only a technological change is required to address the new market of digital assets. Since they are and will remain regulatory compliant, exchanges will set the standards for security tokens to be listed, as they already do, increasing investors’ confidence and broad market acceptance. On the other side, new market players are entering the space with disrupting technologies and more flexibility to adapt quickly to changing market conditions. However, even with a more efficient technology, new actors are facing structural problems to set foot in the industry. First, regulatory conditions like exchange and broker-dealer licenses are needed to operate in most countries. In addition, distribution and connections to financial institutions are still lacking to gain broader market presence, acceptance and confidence.

The first half of 2019 has and will continue to witness traditional market players entering the digital assets space at a fast pace. Singapore’s SGX partnered with Nasdaq to develop a blockchain settlement system. In Europe, Deutsche Boerse and SIX also partnered with technology companies to integrate digital assets in their offering starting this year already.

Newly established companies are starting to get traction in the security tokens space with names like Coinbase Prime to create an institutional trading platform or t-Zero which offers a regulated platform for security token offerings. Also, daura and Sygnum joined forces with Deutsche Boerse and Swisscom to build a tokenized ecosystem with a focus on issuance of security tokens.

Dependent on regulatory approval

To conclude, digital assets show a great potential for the future of the financial service industry. To support its successful development, customers and institutional players will soon decide on whom to partner with for new security tokens issuance. Furthermore, the regulatory approval will be the most time costly condition to get the ecosystem up and running. 2020 will be a transition year for the development of the market infrastructure for security tokens. Momentum will build up in 2021 and 2022 before going to a generalized market acceptance and towards a more tokenized economy.

Oliver Bussmann is Founder and CEO of Bussmann Advisory; ex-chief information officer at UBS and SAP.

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4 Major Blockchain Trends to Watch for in 2019

This blog post first appeared in Forbes.

With 2019 right around the corner, the time has come to reflect on the events of 2018, but more importantly, to consider what the next year holds. With a groaning bear market dampening the crypto hype, it is easy to forget that blockchain technology continues to hold much promise.

While some may lament the entry of regulators in 2018, clamping down on ICO projects, and putting in place strict frameworks for compliance, these are signs of a market maturing. Speculators aside, industry experts knew the Wild West of Crypto was only a transitionary phase, and as it draws towards its close, the time has come to focus on holistic, sustainable growth with real, tangible benefits.

Trend #1: The arrival of Security Tokens

 

As 2018 marched along and the utility token market saw a slowdown, industry has been rife with talk of the arrival of security tokens. This is for good reason.

The market has long-waited for the grand entrance of institutional investors – but they have not yet significantly entered the market. This has partially been attributed to the core offerings of ICOs. Utility tokens offering usability are simply not substantial enough to investors, who are used to buying stakes in companies.

Enter security tokens. The familiarity of the IPO world coupled with the benefits of blockchain is an offering that promises to redefine the IPO business. The idea of programmable equity brings possibilities of immense liquidity and efficiency at lower costs. Coupled with access to global pools of capital, 24/7, opportunities abound.

However, it is still a promise, as the market infrastructure for listing and trading security and asset tokens is still in the works. But the change is coming, with 2018 seeing major crypto exchanges applying for brokerage licenses in preparation. With the market still nascent – we expect to see the opening of exchanges with security token trading functionalities in 2019. However, it is likely in the early stages that liquidity will be limited.

The success of security tokens is contingent on digital asset exchanges being up and running. Alongside crypto exchanges like Coinbase, Binance and Lykke seeking regulatory clearance for security tokens, we also see traditional players like Nasdaq, London Stock Exchange and the Swiss Stock Exchange developing digital asset platforms, signs indicating that market infrastructure will be in place by the second half of 2019. As processes stabilize and regulatory concerns are addressed, we will see the launch of several STO projects towards the end of 2019, with major activity and more liquidity in early 2020.

Trend #2: The rise of Alternative Asset Classes – move from crypto to digital assets

 

With several indicators pointing towards the possibility of a global slowdown especially in the equity and bond markets in the coming year, investors are on the lookout for alternative asset classes. With the developing market for security tokens, there are immense possibilities in the tokenization of well-performing assets that previously lacked liquidity. Consider healthy Small-Medium Enterprises (SMEs) and Real Estate Assets, that tend to have robust returns, but lack wide market access.

While they may not be able to afford public market listing, opening up to global markets of investors could provide an infusion of capital that could help scale their businesses. With over 90% of companies in operation globally listed as SMEs, the potential for growth is significant.

Trend #3: The creation of Decentralized Ecosystem Platforms and new business models

 

Of all the methods to harness the power of blockchain, one that has piqued interest across borders and industries is the possibility to develop B2B2C ecosystems. A McKinsey study from 2017 reported the importance of ecosystems in the future, suggesting that new ecosystems would emerge in place of many traditional industries with over $50 trillion in revenue by 2025. Not unlike e-commerce in the nineties, the vast potential for growth and disruption with decentralized P2P ecosystems is yet to be discovered.

In enabling efficient peer-to-peer transactions through shared APIs, the potential of a smart contract-powered decentralized ecosystem is vast. This also involves the construction of new business models, in a frame of cooperative competition, with competitors coming together to build up ecosystems that connect various players through the lifecycle of any product and the end-to-end delivery of services.

While this concept has already seen some implementation in 2018, the experiments have brought learnings rather than success. The experiments have helped identify complications in implementation, such as the need for a business governance model that allows all ecosystem players to have a voice without any single leader.

The learnings from unproductive experiments open up the gates for more progress in 2019, with innovative new decentralized ecosystems being developed by the end of the year.

Trend #4: The real winners – Hybrid Models

 

It is more and more widely accepted that blockchain is here to stay. Even as the technology turns toward the trough of disillusionment on Gartner’s hype cycle, comes the investment in technology development and greater regulatory clarity.

At the end of 2018, blockchain remains the darling of the tech-savvy, but is still perceived as a vague, not-quite-understood, new entrant to the tech conservative. The true winners of 2019 will be companies that are able to bridge the crypto and fiat worlds, enabling digital links between the two. This linkage is a necessity across industries, from storage, trading, asset management of digital assets to real world applications of technology for the bystander, such as voting and land-registry.

The end of 2018 also marks the end of the crypto-hype, and we welcome the next phase of development of digital assets as we move up the slope of enlightenment and toward the plateau of productivity.

 

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Blockchain Ecosystems: It’s All About Growth

This blog post first appeared in Forbes.

As I have written about before, we are in the middle of a sea change in terms of how commercial markets are organized.

Much of this change is being driven by blockchain technology, which can be used to replace the vertical, siloed industry structures we know today – structures that are fragmented and full of friction – with radically decentralized, open and fluid ecosystems.

Having been in this space for quite a while now, and having worked with a large number of companies and projects, I am more convinced than ever that this vision of new ecosystems in the enterprise space is a fantastic growth opportunity. I also find that the true dimensions of what is going on here are becoming clearer.

Up to now the blockchain discussion in the enterprise space has generally been about efficiency gains – about bringing down the costs of existing processes. What I see more and more is that the horizontal, fully integrated value chains of the future can be a tremendous engine for growth as well. And this is where it gets interesting.

All together now

Let’s have a look at how this looks in practice.

We are for example advising am European bank that is working on a horizontal, blockchain-based real estate ecosystem. In this space, the bank sees itself as one part of a fully integrated value chain in which all the products and services around selling, buying, moving in or out of a home are digitally integrated into a single open platform. This can include everything from the mortgage application and acceptance to title registry to securing building and renovation permits to tax assessment and payment to arranging for the moving company to hooking up the telephone and internet and engaging the landscaper.

Such a platform, if it could be built, would of course be great news for the home buyers and sellers. Instead of dealing with different vendors who do not know anything about what the others are doing, with blockchain and smart contracts, everything can be digitally contracted for and coordinated in a single space.

What I think enterprises need to keep in mind, however, is that the new market platforms and business models that will come out of this kind of integration will be very interesting for them too.

Here’s why.

In any marketplace, all participants have to be connected. Today this is achieved through a hub and spoke model. Industries and businesses exist in their own silos, and then rely on some sort of market platform to come together and do business.

Google and Amazon are obvious examples of such platforms whose business model is to integrate market participants and facilitate transactions. That has proven very useful, but having a proprietary market platform also adds cost and friction. More importantly, these platforms also disintermediate the customer interface, transferring the customer relationship from the business providing the product or service to the owner of the platform.

With blockchain we can build new kinds of market platforms that are collectively owned by the participants.

This technology by its nature makes it easy for large, disparate groups of market participants to communicate, collaborate and – most importantly – safely transact with each other. In a blockchain ecosystem, all participants can also observe the entire state of the market at any time, as opposed to in a proprietary platform, where only the platform owner has the full overview.

Cross-enterprise workflow engine

By adding smart contracts to the mix, we can build a cross-enterprise workflow engine, moving business logic out of the enterprise and into the collective ecosystem layer. This would allow market participants to easily codify market rules as well as individual partner agreements in a way that is transparent, trustworthy and easily enforceable.

Such platforms, which exhibit a high degree of automation, are highly efficient. Without intermediaries, they are also inexpensive to use. By getting rid of the need to build and maintain costly data and transaction silos, not to mention the APIs and reconciliation mechanisms required to connect these silos together, such platforms can be built more quickly and far less expensively than traditional ones. That can represent significant cost savings within the enterprise. Perhaps more importantly, once built such platforms can facilitate cross-selling, reduce acquisition costs and potentially radically increase the customer base.

As has been pointed out, moving to blockchain-based horizontal ecosystems can also have advantages within the enterprise by catalyzing the breaking down of value chains into their component parts. In place of the monolithic legacy systems businesses are used to, enterprises can then move to a microservices architecture built on the foundation of blockchain and smart contracts. That will let them develop lightweight, dynamic, easily scalable and more robust applications that they can plug into the ecosystem, and withdraw, as needed.

Worth the effort

Of course, it won’t be all smooth sailing. Challenges to overcome include the complexities in the initial setup, in particular the operating model discussions (designing the ecosystem, reaching consensus on the desired rules, working out partner agreements).

Once the ecosystem is running, there will certainly be governance issues to deal with as well. Perhaps as challenging will be the mindset change. While enterprises have long been used to cooperating with competitors in strategic partnerships, this brings such “coopetition” to a whole new level. People will need to get used to it.

I believe the potential rewards will be well worth any such growing pains.

Why initial coin offerings will not replace venture capital for startups

This blog post first appeared in Financial News.

There should be no doubt by now that initial coin offerings – token sale fundraisings by startups – have established themselves as new and very compelling forms of capital raising.

Startups, primarily in the blockchain world, raised $4.6bn in various forms of token launches in 2017, a quantum leap from the $0.2 billion raised the year before. While this may not seem like much compared to the $188.8bn raised in traditional IPOs in 2017, five of the largest ICOs in history took place in October and November so there is clearly strong momentum.

This has begun to disrupt above all the traditional venture capital model by providing a compelling alternative fundraising mechanism for startups. An ICO lets a startup take its idea directly to investors for near-instant validation through the crowd, and relieves founders of the often significant time commitment needed to pursue fundraising through traditional means. This in turn gives them more time for their real job: innovation. With a successful ICO, startups can also potentially meet all their capital needs in a single raise rather than needing to constantly raise fresh venture funding.

So it is no surprise people are beginning to ask if ICOs will make venture capital obsolete. I think the new model will almost certainly disrupt the way VC firms do business. But it won‘t mean the end for them.

VC firms still offer founders a lot. Their participation in a project is a strong validation of the idea and they can offer valuable advice in terms of refining concepts and developing business plans. While a single, all-encompassing funding round through an ICO can be tempting, windfalls can lead to excesses. Venture capitalists, which traditionally provide funding in series of smaller rounds, can help ensure founders remain prudent spenders and push them to meet deadlines and achieve milestones.

There are also parts of the ICO market that need to mature before it can attempt to replace venture capital.

The biggest area that requires attention remains regulatory uncertainty. While regulators around the world have generally been attentive to the rise of ICOs, and have worked hard to understand them, there are still a number of thorny legal and regulatory issues to be addressed. There is disparity between jurisdictions and most countries have yet to address cryptocurrency tax questions in a meaningful way.

ICOs also continue to face a serious threat that traditional forms of fundraising do not: that of hacking. We have seen money stolen from token launches through fraud, for example through phishing schemes or fake websites, as well as security flaws in cryptocurrency wallets. If the ICO community cannot address such cyber security issues, it will have a hard time catching on with mainstream investors.

None of which is to say ICOs will be unable to deal with these issues. Various initiatives are underway to improve regulation, security and investor protection.

These include efforts by the industry to regulate itself, for example through codes of conduct like the one we recently developed at the Crypto Valley Association. Increased focus on cyber security is likely to see more structures designed to protect investors, such as lock-up periods forcing investors to more carefully evaluate projects and discouraging ‘pump-and-dump’ schemes, and pre-registration requirements.

In the future we are likely to see more structured funding rounds as well, with caps, increased transparency regarding the need for funds, and innovative ways to govern the use of funds – from voting by investors to smart contracts to ensure that pre-agreed capital expenditure plans are adhered to.

But for the time being, although ICOs are clearly a disruptive development in the world of startup funding, they do not stand to replace traditional venture funding – certainly not yet.

And even as the ICO industry matures there is every reason to think venture capital will remain an important part of the startup process. Venture capitalists could work alongside ICOs by providing funding and advice to refine an idea and develop a business plan before attempting a public funding round.

In fact, combining the benefits of both VC funding and ICOs may turn out to be the best choice for venture capitalists, founders and the broader investor community alike.

For startups, it means access to important expertise at perhaps the most critical moment for the whole venture: its inception. And for VC firms it means still having the chance of getting in early on projects, either with an equity share, early participation in the eventual ICO, or both.

Oliver Bussmann is founder and managing partner of Bussmann Advisory; ex-chief information officer at UBS and SAP; and President of Crypto Valley Association, a Swiss blockchain network.

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2018: Another Growth Year for Blockchain

This blog post first appeared in Coindesk.

 

2017 was a year of tremendous growth for blockchain, though not in the expected ways.

At the beginning of this year, I and others predicted that 2017 would be the year that blockchain moved from proof-of-concepts into production. We did see some notable successes in this regard.

Ripple became a fully operational platform with over 100 members and payment volumes in the billions, and industries began to form blockchain business networks, for example, the Digital Trade Chain consortium (DTC) in trade finance.

But overall, I expected to see more “go lives” than we did. On the other hand, I don’t think anyone expected the unprecedented growth in the market capitalization of cryptocurrencies or the related ICO boom.

So, what will the new year bring? Despite the obvious perils in making predictions, I feel confident that, among other things, we will see the following:

  • Blockchain solutions will continue to come into production as the “low-hanging fruit” are addressed.
  • Cryptocurrencies will continue to grow, fueled by traditional asset management players and techniques.
  • Companies will focus on changing business models as blockchain begins to transform market structures.
  • New ecosystems with smart contract technology will arise as integration platforms between existing industries.
  • The ICO will become “professionalized” and morph into IPO 2.0.
  • Scalability and performance of blockchains will become a critical issue, and there will be interesting new approaches
  • People will increasingly recognize that local blockchain ecosystems are a critical success factor.

Now, let’s unpack the details.

 

Low-hanging fruit

 

Although it was quieter than expected this year, I believe we will continue to see blockchain solutions come into production as enterprises address the “low-hanging fruit” by digitizing businesses and use cases where blockchain can make the most impact.

In fintech, the two most promising use cases remain payments (where there are $50–60 billion of potential savings to be had) and trade finance (which stands to save some $15 billion).

As we saw payments do in 2017, I expect we will see trade finance begin to go live on blockchain in 2018. In payments, momentum will pick up and volumes will increase as larger banks, including correspondent banks, get into the act. These players will be tempted by the advantages blockchain brings in terms of real-time processing, lower risk profiles, lower costs and transparency.

Blockchain can serve as a stick as well as a carrot, simply by proving that there are better alternatives to the status quo in many industries. We can imagine, as an example, that blockchain has had a hand to play in the European Banking Authority’s EU-wide transparency exercises.

We were all somewhat surprised – if pleasantly so – by how well cryptocurrencies did in 2017 as a speculative asset. Indeed, growth was spectacular, with the asset class rising from $14 billion in December 2016 to over $450 billion in December 2017 in terms of market capitalization.

I think this growth will continue to be fueled by traditional asset management approaches, including bitcoin futures, crypto hedge funds and the like, all of which will increase the demand for cryptocurrencies and tokens.

 

New business models

 

As blockchain continues to change market structures, companies will increasingly focus on changing business models.

In a world where middlemen are becoming obsolete, companies will have to learn to stop thinking in silos and be more open to becoming partners in ecosystems or on broader platforms. That, in turn, means deciding what kinds of business models they want – whether it’s platform plays, product plays, omni-channel strategies, and so on.

These discussions will become multi-dimensional, encompassing both existing services and, increasingly, the new kinds of services that blockchain enables – particularly as blockchain combines with IoT and AI to create new kinds of marketplaces where industry silos come down in favor of broad, horizontal structures.

One of the most satisfying parts of 2017 for me was being able to see this start to happen close-hand among some of the companies I have the privilege to work with. (See disclosures below.)

Deon Digital has partnered with Mercedes Benz to develop a new operating system that will help break down silos in the mobility space. Skycell is a good example of IoT and blockchain opening up the pharmaceutical supply chain to embrace payments, invoicing and insurance. TEND is rethinking investment management by creating a Sharing Economy 2.0 for high-value assets.

One space I think we should keep a particular eye on in 2018 is the fund industry, where firms like Melonport are using blockchain to rethink asset management. I think we will see more of this, and that the fund industry will start to be significantly disrupted next year.

This will start with the management of crypto assets, but over time we will see traditional assets increasingly being tokenized, migrated onto blockchains and managed on-chain.

 

The morphing of ICOs

 

With startups raising over $3.5 billion in ICOs, 2017 was clearly the year of the token launch.

To me, though, the ICO boom is significant, not necessarily because of the amounts raised, but because we are seeing the beginnings of the democratization of venture capital. And though the concept had a great 2017, change will come to the world of ICOs in 2018 as more traditional players get involved.

Over the next 12-18 months, I expect people with experience and expertise in the IPO world will embrace tokenization as a technical platform, and the whole business will be professionalized, with book building, pricing, startup evaluation and so on happening more along traditional lines.

As we’ve already begun to see, it will be harder to get funding simply on the back of a white paper. Investors will demand sound business plans and high levels of transparency, with all that entails.

 

Scalability and ecosystems

 

One of the key challenges of existing blockchain technology is scale and performance. I predict that next year we will see alternatives to current blockchain technologies that will be more scalable, faster and minimize energy consumption.

IOTA, which has gained a lot of traction lately, is, I think, a project to watch in this regard.

I also believe people will increasingly find that local blockchain ecosystems, where critical services are co-located in one geographical area, are critical success factors for blockchain projects.

This is certainly what we see in the “Crypto Valley” in Switzerland. As the President of the Crypto Valley Association, I hope readers will forgive me for predicting – or at the least, pitching for – the continued success of Switzerland as a blockchain ecosystem.

Crypto Valley has a high concentration of all the services blockchain projects will need to raise money and set up shop, including legal, advisory, tax, accounting, smart contract platforms, KYC/AML utilities and marketing expertise.

This coupled with Switzerland’s other advantages, from its state-of-the-art infrastructure to its highly skilled workforce, will, in my opinion, mean it should remain a great draw for blockchain companies – in the new year and hopefully for many years to come.

Disclosure: Oliver Bussmann is a strategic advisor to IOTA, Deon Digital and Tend, mentioned in this article.

 

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Shared economy 2.0 – enabled by blockchain

These days I speak and write quite a lot about my conviction that, thanks to blockchain and other emerging technologies, businesses will increasingly move to decentralized models. These new models will be based on large-scale, public platforms that will enable greater integration of value chains, blurring silos between industries and replacing business verticals with horizontal, cross-industry ecosystems.

In my work as an advisor I have the privilege not only of exploring such concepts and sharing ideas with other thought leaders, but also of working with people who are starting to put these ideas into practice.

The TEND project, which I advise, is one of these I think worth noting.

TEND’s vision is to use blockchain and smart contracts to enable people to explore their passions co-investment and co-enjoyment of high-value, meaningful assets – like art, classic cars, luxury watches, fine wine – while offering them a chance to earn a financial return.

I believe it serves as an excellent early example of how the new blockchain-based ecosystems will likely look, as well as illustrative of the kinds of new business models that blockchain-based platforms will make possible.

Here’s why.

A very blockchain vision

 

As mentioned, the core function of TEND is to provide a platform for users to co-own, enjoy and trade high-value assets. Blockchain and smart contracts allow TEND to do this in a highly efficient, digital way.

These technologies, for instance, make it easy to create co-ownership arrangements tailored to the specific asset and experience in question, and to store these agreements on a decentralized, independently verifiable and tamper-proof public ledger.

As a result, TEND users have full transparency on the terms of their agreements and, more importantly – since smart contracts are self-executing computer code – can be sure that they will be carried out as written. That makes the platform both highly efficient and trustworthy.

Blockchain also gives TEND users a high degree of confidence in the assets themselves. Vetted and verified when they are onboarded, all pertinent information about each asset is indelibly recorded on the public ledger and constantly updated.

That means TEND users can view, and trust, the entire asset history up to the present moment. This level of transparency and trust is particularly important for high-value assets like the ones on TEND, but is hard to achieve in non-blockchain settings.

Blockchain’s trust-creating properties also provide peace of mind on a platform level. Because all transactions are immutably recorded on the blockchain, users can have complete trust in the transaction history. Because they can be sure this data cannot be manipulated in any way, users and partners can place the same faith in the TEND platform as a whole – despite it being a completely new business. This too is important in a platform dealing with high-value assets.

Finally, by running on Ethereum, TEND leverages an already existing, robust market infrastructure. That makes it extremely efficient to run, and hence very cost-effective for users. Ethereum makes TEND highly scalable as well, supporting its longer-term ambition of building a global platform.

 

Sharing Economy 2.0

 

TEND is predicated on the belief, which I share, that the blockchain has a crucial role to play in helping to create a hyper-connected, decentralized, and transparent world.

In the case of TEND, these qualities are being used to enable what we might call the Sharing Economy 2.0: a token-based economy with no intermediaries in which technology helps to democratize, in a secure and trustworthy fashion, access to assets and financial solutions that before were available only to the wealthiest few.

This is a different world in many respects.

In the Sharing Economy 1.0 we have today, the platforms in the middle still take the largest slice of the pie. In the new sharing economy, blockchain and smart contracts eliminate these middlemen by enabling direct one-to-one relationships between the parties of a transaction. That allows the participants to capture most if not all of the value created by their arrangement.

In this new sharing economy tokenization also makes it easier, and provides new incentives, for parties to work together directly. That drives adoption of these platforms, making them broader and ever more useful.

In a blockchain-based platform users enjoy a balance of privacy and connectivity that is not available in the centralized systems we have today. That’s because blockchains can give users complete control over their data, allowing them to share only the information they deem necessary and to control its use. That’s an extremely strong value proposition that will lead to new, and more powerful, kinds of network effects.

It may have been possible to integrate investment, experience, risk mitigation and the various stakeholders in a single platform like TEND before blockchain, but it certainly would not have been as easy or quick – or, for that matter, as secure.

I am convinced that such ecosystems are the wave of the future, and that projects like TEND can serve as an excellent indication of how that future may look. Please note that I am a Strategic Advisor to Tend Technologies.

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Blockchain and life insurance: Ripe pickings

By Oliver Bussmann and Florian Herzog

When the blockchain first arrived on the scene, people concentrated on its potential to disrupt the financial services industry. This included banks and other financial services players, who for several years now have been intensely studying and pondering the implications of this new technology for their businesses.

Over this time, we have seen similar levels of interest in many other industries too, from global trade to healthcare.

One notable exception to this rule has however been the life insurance industry, where we have seen very little movement to date. Unlike others, life insurance does not appear to believe its business models are ripe for disruption by distributed ledger and smart contract technology.

We think this is a mistake. Here is why.

A dangerous complacency

The life insurance industry has traditionally depended on large, complex, closed distribution networks.

In Europe, for example, distribution is often handled through exclusive arrangements with banks, often called bancassurance. In other parts of the world distribution is typically carried out via brokers, agents or other distribution partners, also generally on an exclusive basis.

This exclusivity is not just rooted in contractual arrangements, but is strongly reinforced by the generally outmoded technology and processes involved.

Today’s insurance industry relies to a great extent on 1970s-era IT architectures, where data lives in large, proprietary, static databases and is pulled, processed, and returned by separate, equally complex legacy applications.

Such systems are highly costly to build, maintain and connect to. Many of the business processes that support these systems remain heavily paper-based, requiring a lot of trained staff. That makes them expensive and inefficient too, but also difficult for others to emulate.

The result is in effect large, impenetrable distribution silos. Thanks to the sometimes astronomically high cost of connectivity, it is not easy for brokers to change networks or extend their offering. Because data is not easy to share, it is difficult for brokers or end customers to compare prices or conditions.

As long as they remain under their control, such silos can of course be advantageous to the life insurers. Unfortunately for incumbents, their great walled towers are set to fall.

The frictionless future

Thanks to blockchain and smart contract technology, we will be able to replace the old silos with large-scale, open, non-exclusive life insurance distribution networks that will offer great benefits in terms of cost, connectivity and transparency.

With the blockchain, for instance, we can design and implement frictionless digital processes that are more efficient and far less costly than the expensive, cumbersome processes in use by the industry today. This will significantly lower the barrier to entry for new players.

As blockchain platforms are highly interoperable, almost anyone can easily connect to them. This will bring the current high cost of onboarding onto distribution networks down to near zero. The result will be increased competition as new waves of digital brokers, broker platforms as well insurance providers come online.

Blockchain-based platforms also make it easy to share data, which will increase transparency by orders of magnitude. Large insurers will find themselves competing on price and service for the first time, something they are not used to.

When you add smart contract technology on top of the blockchain, then the possibilities – and the threats for incumbents – are greatly increased. That’s because smart contracts allow us to put business logic directly on chain.

Today all business logic with regards to insurance policies, including their administration, is part of the IT application layer. In the blockchain future, the business logic becomes part of the smart contract and hence part of the chain.

This introduces radical automation into the picture, as everything from signing policies to checking if payments have been made to handling lifecycle events to paying claims is automatically executed by the contract.

This will not only make it easier for ever more providers to offer ever more products. It will also allow them to introduce new and highly innovative solutions with relative ease.

Getting even smarter

We believe incumbents should not underestimate the innovation potential inherent in smart contracts.

At Deon Digital – where Oliver serves as Chairman of the Advisory Board and Florian as Chief Technology Officer and Founder – we are building a smart contract modelling language that is blockchain technology agnostic.

This language will make it very easy for business analysts and process designers to model business processes in a high-level way, and then convert those models directly to contract code. By choosing such a distributed ledger-agnostic language, insurance product development becomes dramatically simplified, resulting in faster, cheaper and more agile product innovation.

This is just one example of the kinds of innovation that will make it easier for new companies with new ideas to design and execute new products. That will reduce barriers to entry and increase competition even more.

For these reasons, we think the apparent complacency of the life insurance industry with regards to these new technologies is misguided.

From the point of view of the blockchain, life insurance seems ripe for the picking.

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Everything else is changing – why isn’t your bank?

By Antony Jenkins and Oliver Bussmann

This blog post includes the position paper on banking models.

It’s hardly a secret that the winds of change have been howling through the financial services industry. From post-crisis regulation to the Fintech revolution to the emergence of disruptive technologies like blockchain, there is probably no subject more hotly debated in the industry than its future.

It’s good that banks are taking these changes – and their attendant threats – seriously. They are researching, considering, and examining what to do. Yet while we see a focus on innovation, there seems to be a marked reluctance from some bank executives to recognise the degree of transformation required.

To some extent, this is understandable. There is an unfathomable amount of change happening at the moment, especially on the technology front, making it difficult to keep up. The degree of change that is being talked about – not just adjustments but profound rethinkings – can seem daunting too, making it hard to know how to react.

The prospect of the consequences can be intimidating. Banks are complex, often mature institutions that have already made significant investments in expensive technologies and processes. It can be difficult to accept the thought of abandoning them, as well as certain businesses, for the unknown.

We can sympathise. Both Antony, as the former CEO of Barclays, and Oliver, as the former Group CIO of UBS, know very well what it means to be on the inside of a global bank facing the gale force winds of transformation.

Having both now left these institutions for the front lines of this new, emerging world – Antony as CEO of 10x Future Technologies and Oliver as Founder and Managing Partner of Bussmann Advisory – we think we have a good perspective on what is in store.

That is why we are concerned that our old banking colleagues may not have the right sense of urgency.

Let us make no mistake: for banks the time for research and deliberation is over. As the financial services sector grapples with its Uber moment, so banks may soon face their Kodak moment – a rapid diminution in the relevance of banks to their customers as technology provides the means for others to offer a radically superior experience. The time to act is now.

In this short paper, we try to explain why. We summarise the situation facing banks today, examine its causes, and suggest what we think needs to be done – bringing the perspectives we have gained with our experiences on both sides.

 

 

New banking models

We are convinced that the banking business model will be greatly disrupted over the next five to ten years as the result of a complete re-architecting of the underlying market infrastructure. We are already seeing the end of the first stage of this process, in which apps and contactless technology have led to enormous changes in how we use bank branches and cash. This is nothing, however, compared to what is coming. We believe we will soon see a new, unprecedented wave of change influenced by a number of factors, including:

  • Broad-based platforms driven by standards and interoperability: The continued development and increased use of standards, along with ever greater technological interoperability, means that it will be increasingly feasible to build ever more broad-based platforms and ecosystems with other companies and FinTechs. As these systems are built, it will drive the creation of new business models.
  • Open platforms driven by regulation. Banks and other financial services institutions are preparing for the implementation of the revised EU payment services directive, PSD2, in 2018. This directive will force banks to open their customer accounts to third-party service providers; we can expect similar developments in other jurisdictions. This will lead to the creation of open banking platforms, allowing third parties – either as partners with banks or competitors – to create more exciting customer experiences than are available today, as well as provide increased transparency on performance and fee structures.
  • First-mover blockchain use cases. Blockchain has been tipped as a major disruptor of financial services for a while now, but only this year have we started to see blockchain-based platforms moving from proof-of-concept into production. The first movers have been focusing on areas like global payments, trade finance, automated compliance, post-trade processing and cryptocurrencies. That makes sense. It has been estimated that blockchain technology could drive efficiency savings of between USD 80-110 billion, a powerful incentive. And as the low-hanging fruit are successfully picked, it will only add to blockchain’s momentum.
  • An intensified war for talent. As the underlying market infrastructure changes, so too will the skills needed to build and run it. In financial services, these new skills will be in areas like artificial intelligence (in particular, robotics and machine learning), as well as big data, distributed ledger technology, and cybersecurity. We can expect a war for talent in these and related disciplines, as banks and FinTechs battle for the people with the right skills as well as the right domain and technical expertise.
  • Crumbling legacy architecture. To bring in the new, what to do with the old? Incumbents have long been dealing with the pressures of their high-cost, highly vulnerable legacy systems. These pressures will continue to grow.
  • Growth of FinTech challengers. As banks deal with their legacy systems, the door will open for more innovative, less encumbered FinTech providers. That will continue their push to ever greater market share.

Open for new partners

The opening of the financial services industry will present a completely new world for banks.

For one, this will mean getting used to different kinds of partnerships. Banks have traditionally been closed shops, designing, building and maintaining their systems themselves. While this worked in the past, it does not work in an age of highly complex, interconnected and rapidly changing technology.

In place of the standalone approaches of the past, banks will need to function as parts of larger ecosystems, joining networks of partnerships with FinTechs and other providers in various areas of their business. While challenging on the one hand, these partnerships can also help banks assemble best-in-class capabilities to create innovation and transformation at the speed and scale they will need, helping them stay competitive.

These open ecosystems will also create a new world for consumers. We will see this perhaps most dramatically with customer data, which will increasingly come under the control of customers themselves. With more say over how their data is used and which institutions they share it with, customer relationships will be far less sticky than they are today. The new freedoms customers enjoy with their data will enable them to seek more personalised advice and services from a wider set of providers. It could even conceivably be a source of income: in a world where personal data is a valuable commodity, customers may be able to request payment for its use.

Storm clouds of the 21st century

As financial services are disrupted, there will be no shortage of issues to overcome. Consider, for instance, the changes being wrought by PSD2. Here banks will face significant hurdles in areas like cybersecurity, enabling the integration and then onboarding of third parties, testing, and training. We can expect similar challenges in other areas of the banking business as the market transforms.

While this may seem like a lot of storm clouds on the horizon, banks should focus on the many silver linings. To return to the PSD2 example, banks that focus simply on doing what is necessary from a compliance perspective risk missing new opportunities. Those that take a broader view have a real chance to build a better customer experience, and with it new opportunities for revenues.

Banks should also be careful not to let the gathering storm clouds obscure their vision. Looking inward, they must be wary of an excessively risk-averse culture, which can lead them to move too cautiously. Looking outward, banks will want to be sure they don’t overlook where the real competition is coming from, and get blindsided.

To get an idea of the form such competition might take, consider what happens on our smartphones. Based on our behaviour, location and other factors, platforms like Google are already able to predict the next apps or services we may want to use, or information we may want to have. In the future, these platforms will be able to look at our financial preferences, consolidating our account balances, spending patterns and other information to provide us with highly personalised recommendations to help us manage our money and work towards achieving our life goals.

In other words, the financial advisor of the future doesn’t have to be a bank. It can be a machine, and not necessarily one that’s owned by a financial institution.

Facing new realities

So what do today’s banks need to be thinking about in the face of these new realities?

For one, banks will need to innovate beyond banking to reimagine the customer experience. That will mean taking a radical approach to reinvention. The current incremental approach to change and innovation will not be enough to survive in the future, let alone thrive. Nothing short of transformation is required. For this level of transformation to work, banks need to think beyond solving today’s problems. Instead, they must anticipate the needs and problems of tomorrow and actively help to shape a future that meets them.

In the real-time, connected world that will be enabled by such technologies as the Internet of Things and smart contracts, financial services will be increasingly embedded in the value chains of other industries. Banks need to understand what that means for them. They will also need a better understanding of the data in their possession, as data will be the oxygen that will feed the transformation and reinvention of financial services. The good news is that banks already have a wealth of data about their customer’s needs, preferences and behaviours. The bad news is that it resides in fragmented, closed and ageing systems, which prohibits them from aggregating and optimising it to offer better banking experiences. Those banks that can bridge their internal data silos will have a significant competitive advantage.

In the future banking marketplace, trust will become a key differentiator. We believe the definition of trust itself will change due to profound shifts brought about by the disintermediation of financial services and the adoption of distributed ledger technologies. If, as we maintain, customers will in future own and manage their own accounts and data, then the old question of whom I can trust with my money will be replaced by the new question of whom I can trust with my data. Those banks that can win trust will win business – though they should keep in mind that, once trust is given, customers will expect significant value in return.

That means banks will need to lead with the right values, particularly in the sometimes fraught worlds of digital data, privacy and cybersecurity. In these areas, customers will settle for nothing less than the highest standards.

Banking’s big moment

So what should banks be doing?

For one, banks will have to accelerate their innovation efforts while at the same time considering how to create transformation. That means breaking out of a ‘reactionary’ approach and mindset, breaking free from the burden of legacy infrastructures, and pursuing continuous instead of incremental innovation – among other things by learning from the dynamic, rapid culture of today’s new digital companies.

Doing so will most likely mean partnering with startups, FinTechs and other e-commerce players to accelerate change, grow new revenue opportunities and so achieve competitive advantage. This means adopting a Business Development 2.0 approach and embracing the FinTech ecosystem with an end-to-end orchestration – from setting the agenda to ideation to proof-of-concepts to go-live. 10x Future Technologies is a platform designed to enable such transformation, and can serve as an example. In a sector plagued by legacy technology, which prevents incumbents from reacting nimbly to technological threats, we believe the best platforms can only be designed from the bottom up, with the bank’s precise requirements and future-proof adaptability baked in from the outset. In doing so, banks can build significantly improved customer experiences at dramatically lower operating costs and with full transparency for bank management.

Last, but certainly not least, banks should be aware of the new perspectives all this change will bring. We think it is perfectly possible for banks to seize the opportunity presented by the Uber moment they are experiencing today, while avoiding the massive destruction of shareholder value that would result from a series of Kodak moments.

While it will require leadership and courage to provide the requisite focus on transformation, we believe there has never been a more exciting moment in banking, for those prepared to be bold.

Antony Jenkins is CEO of 10x Future Technologies and the former Group CEO of Barclays
Oliver Bussmann is Founder and Managing Partner of Bussmann Advisory and ex-Group CIO of UBS and SAP

About 10x and Bussmann Advisory

10x Future Technologies reflects today’s changes in infrastructure and business models by providing a holistic solution for banks to address their current challenges. 10x’s future-proof core banking platform will empower banks and non-banks to optimise their customer data and interactions in order to offer new innovative and compelling customer experiences in a secure and trusted way. This will put power back into the hands of the consumer and society and generate new revenue opportunities and models for banks.

Bussmann Advisory helps C-suite executives and decision makers in global enterprises stay ahead of the digital disruption curve. With a client base covering top-tier banks, global consultancies and other firms facing disruption, as well as strong connections in the global Fintech community, the Bussmann Advisory team is close to the pulse of the rapid changes facing industry. It provides thought leadership and advisory services above all in digital transformation, innovation orchestration, and business model re-creation.

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