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unspoken theme: �The people who walked in darkness have seen a great light�
We've run out of money. And officials and suppliers face the real prospect of a new administration coming to power committed to abolishing ContactPoint, CfH and ID Cards.
The Opposition goes further with a recurrent theme about restoring control of personal data to individuals. First David Cameron and Pauline Neville-Jones raised it, then in summer a CPS pamphlet spelt it out: It's ours: why we, not government should control our personal data�.
What does this mean? Has it been properly thought out? Surely they're not suggesting criminals edit their own records? Is this an irresponsible call for anarchy, or a sensible route to more effective and efficient government?
I'd like today to start to exemplify the rational and courteous dialogue on government use of personal data which Michael Wills called for last week. I'd like to echo his assertion that government believes it is benign and law-abiding with a corresponding point that most people, too, are generally benign and law-abiding. There are exceptions, but let us treat them as exceptions. Let's separate the deal with malevolent exceptions from the need to providing public services.
Let's start with the traditional model in which large organisations manage and communicate their customers' personal data.
Then I'd like to advocate a complementary individual-centric model for personal data and ID management, where the individual manages, collects, stores and communicates their personal data
- to point to the power, capability and value created when the two models work together
- and finally to reflect how that affects the role of the individual in public services
SLIDE - ANCIENT PYRAMID
This pyramid is a metaphor for the organisational communication model of managing traditional customer information. It's familiar, solid, the very foundation of our civilisation. But it's a limited, dark place. You dont want to be buried inside one, but that's pretty much all it's designed for. Wonderful as they were for their time, we've made a lot of progress since.
Here's another illustration of the organisation communication model:
SLIDE - MYDEX CARTOON #1
Here's an organisation acting as data manager, collecting, storing and sharing data in a customer relationship management system to cement its place at the centre of all its customers' lives.
It seeks to gather, harvest, monetise and exploit all the customer data it can. The aim is to cut costs, increase profits, increase trust, eliminate fraud and provide personalised services.
But in all too many cases � tell me if yours is any different � the data is incomplete, duplicated, inaccurate. It wasn't gathered with explicit consent. There's no permission to share it or use it for other purposes. Private companies face a growing regulatory cost. Goverment's response is to loosen data protection provisions for public services.
What organisations have learned in the past decade is that on its own this model is surprisingly expensive, disappointing in its efficacy and has a worrying tendency to erode trust. Whether you're a phone company, bank, the electoral roll or direct marketing suppression files, wherever customers can walk away from the relationship, they now do so in droves.
For the individual too the purely organisation-centric model is very limited. We have to operate according to the specific procedures of each of the dozens of organisations we deal with. Each has different logins, passwords, phone numbers web forms or call centre processes. At best we may be offered a �"TellUsOnce and we'll share your data� model of Nectar, the car tax disk or, indeed, TellUsOnce"" itself (which has shortcomings. It isnt available on the Internet, uses a proprietary internal system and deals only with public-sector relationships).
It takes each of us, Consumer Focus reckons, one and a weeks a year to navigate around all the customer services and call centres we have to deal with. No-one except us seems to ascribe any value to this time we waste.
MYDEX SLIDE TWO
This is the individual-centric model we need to add to this. It comprises:
i) an individual equipped with a smart phone or a terminal attached to the net. They need some software: a digital identity, a rich personal data store architected to cover every aspect of life in standard formats which correspond to the fields held on them by the full range of organisations they deal with.
ii) The individual can provide and receive references and endorsements. These can be peer-to-peer - I know Bob, I worked with them, they're my neighbour - or formally by invoking authentication from organisations that support claims: DVLA, examination boards, financial services companies. Perhaps, for a limited number of highly regulated purposes, one might use the National ID Register.
iii) the third capability the individual needs is selective disclosure. This can be one-off (for hiring a car, applying for a benefit, buying life insurance) where the individual presents that data and only that data which they need and choose to share for the purpose in hand. Or it can be on a �subscribe to me� model where they permission partner organisations to get up-to-date details at any time. This could be name, address and delivery instructions. It could be health, diet and exercise details. It could be their input to the national census, done annually, or weekly.
This plays out according to the principles ID established by Kim Cameron when he worked to repair the damage done by Microsoft's disastrous foray into Microsoft-centric identity management. Is anyone not familiar with Kim Cameron's seven principles (they've been nailed to the wall in the Scottish Exec for years now)? If not I can put up slide at the end.
The advantages of adding the person-centric model to the existing organisation-centric one are surprising and substantial.
MYDEX SLIDE THREE
The individual has control over what data is shared, with whom, and on what basis. It's "�TellJustWhomYouWantJustWhatYouWant�" across the full range of organisations and people you deal with. It saves them immense amounts of time, restores a sense of control and dignity, and opens the way to all sorts of new customer-side services.
What's more surprising are the possible range of benefits for the organisation. When admin records are easily updated by customers themselves organisations save the cost, and gain all the benefits of accurate data.
When people trust the process, they will open up and share all sorts of new data, data which only the customer knows, to mutual benefit.
Direct marketers are petrified of customers opting out. But some are starting to realise the scale of the opportunities when customers have the ability to opt back in to specific services and on an entirely permissioned basis. It also means customers can take the same shopping cart anywhere on the net, integrate and mash up their buying data and start to explore future intentions safely. It removes the "big brother" overtones of centralised databases. Any information shared or message received in this way is explicitly and 100% permissioned by the user.
SLIDE: LOUVRE PYARMID
To return to our metaphor, it's as if our org-centric dark, primitive burial ground for personal data is joined and suffused by a far larger pyramid of light.
It brings into our social and economic electronic transactions a range of new sorts of information � intentions, real preferences, the full richness and detail of life which only we know in all our diversity and unpredictability. The woman who wants to get married next year, move house, buy a car and go on holiday in her married name but at the same time to be known by her maiden name professionally. To her this is common sense. For dozens of different CRM systems it's a logistical nightmare.
People will be ready to share this deeper, more valuable and more up to date information if they're confident, and know their trust is justified and rewarded.
When you put the two together � and the logic here is AND, not OR - structured, scalable, volunteered and permissioned personal information flows both ways to the huge benefit of all parties.
[In case this seems fanciful or over-ambitious, imagine it's 1997 and we were discussing web sites . We've got open.gov.uk and are planning to invest �100ms in government web sites, first ukonline then directgov. Imagine some geek from Stanford stands up and tells us about spiders and indexing and says they will solve the problem of public access to incredible amounts of online data. Had we listened, it would have saved us a lot of trouble and expense.
THE IRON-BRIDGE EXEMPLAR WOULD WORK NICELY HERE
Similarly.....]
.... in the next decade we believe the successful introduction of the person-centric model will bring an exponential increase to what can be achieved with the organisation-centric model on its own.
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The full range and scale of volunteered personal information will be an order of magnitude more valuable than the personal data which creates Google's value today.
This should not be seen as a rehashed �public versus private� debate. It's not about simply dropping NHS health records for Google health records or Microsoft health records. Each organisation we deal with wants our personal data for themselves. First government assumes it righfully �owns� people's ID and personal data. Then James Crosby argues it's better handled by the banks. Now phone companies struggling for a new business model say perhaps they should manage our IDs. Others argue it should go to Facebook, PayPal or � heaven forbid - Experian or Equifax.
It's not about any of that.
It's about the individual as logical point of integration for their own personal data. It's about the individual as the person best placed to define and invoke personalised services, that meet their needs and to which they can prove they are entitled.
Think about the mathematics of that. As data volumes around a person are growing exponentially, the 'running to keep up' approach to data management just leaves the organisation left further and further behind. The ONLY way through that, is to re-think the model, and put the individual at the centre.
The individual will of course need new tools. As well as new software, they'll need new terms & conditions, data standards, and institutional help.
The first step is for institutions such as government to follow the lead of social networks and start to accept external third-party IDs. The US administration announced such a move in September. Just last week the US National Institute for Health demonstrated, for the first time, a relying party connected live to its openID-enabled single sign on.
Already a dozen companies including AOL, Google, eBay's PayPal, Verisign, and Yahoo are queuing up to offer such services. The suppliers are here already.
One view - and it's the one a number of us have been putting our time and money into - is that individuals' interests will be best looked after by a dedicated third-sector institution created solely for the purpose of creating trust in the person-centric model. This means a new social enterprise purpose designed from scratch to let individuals realise the value of their personal data � a collectivisation of co-operative approach to the participation by individuals in personal data markets.
If organisations want the win-win; if they want the truly valuable data feeds, they will have to relinquish their attempts to control personal data. Ctrl-Shift's research suggests they will be amply rewarded.
ROLE OF INDIVIDUALS IN PUBLIC SERVICES
So what does this mean for the role of individuals in the provision of public services?
The attempt to recast people as customers of public services was intended to be helpful but has limits. It's not simply that there isn't real choice. The Archbishop of Canterbury pointed out long ago that education, health or a safe society aren't things public servants do to us or sell to us. We choose how to behave on the streets, how hard to study, what to eat, whether to drink and smoke and what sort of exercise to take. That's the sense in which Rowan Williams tried to speak of us as �agents� in our health and education.
We see this kind of active participation in the emergence of �participative medicine� or co-managed care, and in the co-creation of new health services by exemplary service designers such as thinkpublic. Nesta published work yesterday on the co-construction of outcomes, and Smarter Government and the new NHS white paper echo these themes.
The addition of a person-centric model for personal data and identity management supports
- personal responsibility
- cost-effective and accurate personalisation
- feedback and the permissioned sharing of data for research and statistical purposes
- demand modelling and forecasting
- crowdsourced reputation management for individuals and service providers
- privacy, dignity and lawful human rights
It's a powerful set of benefits in the context of today's public services. So: where do we start when you come back to the office on 5 Jan?
If your work is in education, make sure you understand the implications of a personal portable education record. Nesta has done three stages of work on this already, including an exploratory RFI to have such a service supplied.
If you work in health, you'll need the same for a personal portable health record. Exactly where is this market today? How would a PPHR help us save �20-30bn form the NHS budget? What is its relationship with participatory medicine or co-managed care, lean health services, preventive medicine, essays, self help, self service and medical research?
If you work with customers' personal data generally make sure you have a roadmap of the rise of volunteered personal information and how it will unfold. If VPI creates the value of ten Googles within a decade, that's a lot of displacement and a lot of opportunity. Make sure your organisation is ready.
If you're planning to invest in a CRM system, ask your supplier if it can be (in the Harvard jargon) VRM-enabled.
If you're committed to delivering personalisation, make sure your plans draw on the potential of the person-centric model to let your customers help you. Ctrl-Shift's first large-scale study on this for a UK public-sector client suggests five-fold savings for the public sector from a personalisation strategy based on the person-centric model of VPI, and points to vast savings in time for clients.
Perhaps someone in this audience will participate the UK's first live person-centric data management service.
If that turns out to be the case, I'll be doubly delighted to have been asked to speak to you today.
Thank you
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