Recently I was searching for verbatim “AIOps” on Google and got 624K results. Without many surprises noticed that there have been over 100 times rise in search trends since July 2017. That signifies the momentum for AI led Operations.
As my curiosity on AIOps increased, I looked at market opportunity for AIOps. From MARKETSandMARKETS analyst data, the global AIOps platform market size is expected to grow from USD 2.55 billion in 2018 to USD 11.02 billion by 2023, at a Compound Annual Growth Rate (CAGR) of 34.0% during the forecast period (2018–2023).
In this blog post, I am attempting to capture some highlights gathered from my learning curve over a past year or so. Refer to the schematic above that provides a high-level “AIOps Framework”. The following are key elements of the framework.
“AIOps” Verbatim Defined: Simply stating AIOps stands for Artificial Intelligence for IT Operations. Extending AIOps to business operations is inevitable in near future. Adding further, AIOps automates various aspects of IT and utilizes the power of artificial intelligence to create self-learning programs that help revolutionize IT services
AIOps Context: There is a significant opportunity to leverage AI for analyzing enormous data being created by IT and business operations tools, to increase the efficiency of operations, speed up services delivery and ultimately create superior user experiences. The resulting power of AIOps is enabling the progress from siloed to integrated operations backed by intelligent insights.
Signals: In today’s business and IT operations environment, the user is adapting multiple channels of communication for ease and enriched experience. So the backend operations teams as well should expand their ability to sense, analyze and respond to such structured, unstructured and semi-structured data signals. With this in mind, the AIOps platforms are being developed with built-in capabilities to receive and response signals that can encompass any events, alerts, service requests, IoT sensor data, Email, Video, Text, Voice support, UX, Social channels and many other forms.
Interfaces: The way enterprise operations backbone interfacing with signals and external queries also is shaping up in this transformation.
AIOps Platform: The entire AIOps ecosystem is based on the underlying Platform and Enterprise Core that ties all the components together. As Gartner defined, “Artificial Intelligence for IT operations (AIOps) platforms are software systems that combine big data and AI or machine learning functionality to enhance and partially replace a broad range of IT operations processes and tasks, including availability and performance monitoring, event correlation and analysis, IT service management, and automation.”
As businesses are increasingly software-driven, operations downtime is becoming more costly and slow is the new down. This is leading businesses to proactively manage and improve experiences of services, applications, cloud, and networks. Along with this business 4.0 is digitally shifting the businesses offering the technologies that increase the volume, velocity, and variety of data. As traditional systems and manual efforts are facing challenges in correlating and analyzing the data or alerts, AIOps is stepping up to augment the enterprise intelligence in operations.
To conclude, the future is bright for IT and business operations with AIOps. The increasing shift of organizations core business toward the cloud, raising investments in the AIOps technology ecosystems, exponentially growing data volumes and increasing end-to-end business application assurance and uptime are driving the growth of AIOps market demand.
Visualize the Healthcare ecosystem comprising of patients, payers, providers, pharma/bio majors, and medical device companies. The Blockchain Technology combined with other relevant digital forces can augment the right set of capabilities in the Healthcare Ecosystem. The blockchain technology alongside Electronic Health Records, IMoT (Internet of Medical Things), Healthbots, AI/ML, Cloud and Analytics can create the capability foundation for the healthcare industry. The blockchain bundled capability engine thereby enables the four drivers as described below.
The above drivers collectively are positioned to deliver the following outcomes to healthcare ecosystem.
To better contextualize Blockchain Technology in Healthcare ecosystems, the relevance of technology for Patients, Payers, and Providers is discussed below.
I. Blockchain prominence for Patients:
Patients can benefit from improved experience from better health coordination. With blockchain technology, patient health records can be cryptographically secured and shared among healthcare stakeholders, increasing interoperability in the ecosystem. Use cases for blockchain are getting started with projects that reduce duplicative work but eventually shift to a system where the patient’s control access rights to their data. The following is one of the paths of evolution of blockchain in healthcare,
To design a robust blockchain solution, the architecture should store and scale voluminous transactions, urgent data, and more on a blockchain, while larger data storage needs could be met by private repositories. The bundled On-Chain and Off-Chain solutions can be built to solving both scalability and data sensitivity needs. A typical blockchain solution for healthcare patients’ data can be described as follows.
Data is generated about a patient, a doctor’s visit occurs etc. Transactions are recorded on a public, view-able blockchain, which also designates the location of the data. The data is stored “Off-chain” in private data repositories. Patients give a third-party access to their records via public/private keys. Data is located, decrypted, and retired from storage on-demand.
Blockchain could bring patients to the center of the healthcare ecosystem by giving them the power over one of their most valuable resources – data
II. Blockchain driven Improvements for Payers:
The blockchain is driving the transformation in Payers and/or Health Insurance space to reimagine business models progressing from BB to B2B2C channels. As per the analyst reports, 5 to 7% of claims are denied due to inaccurate or lack of information. Imagine blockchain technology offering an opportunity to automate the claim process and simplify the administrative processes to reduce transaction costs and minimizing frauds.
How Blockchain technology does this is by leveraging the consensus with smart contracts, maintaining a benefits database, determining patient insurance for self-execution with SOPs driving terms and conditions. This will potentially bring in a discipline of pay for outcomes and incentive-based behavioral health programs that offer peer-to-peer insurance models. Imagine a day where patients have a peer-reviewed and/or a peer-adjusted claims system.
III. Blockchain-based Collaboration for Providers:
Healthcare providers could be hospitals, medical device companies, pharma or bio majors and many more. Let us examine the following opportunities.
Blockchain technology has the potential to exponentially add value to the healthcare ecosystem offering significant cost savings, enforcing privacy and security, creating a chain of custody for pharma value chain, improving collaboration, and simplifying the claims processing.
I welcome further discussions on this topic via email email@example.com.
Refer to related blog posts below:
Here is my take on the next 3 big trends to watch out as we march ahead into 2019.
1) Automation crossing over inflection point: Point I am making is progressing beyond task automation. For example, when we call a Bank, it really doesn’t matter whether a bot or a human reply from creating the net new value and better customer experience point of view. In fact, speaking to human can avoid following initial mundane activities alongside a BOT. Having a BOT may save cost and make operations efficient for a Bank, but what’s in it for the customer? Secondly, Automation has to elevate to be more intelligent and process-centric than taskmasters. That is what the inflection point for automation progressing to “creating value for consumers”.
2) “Shared to Distributed” economy/business models as a path forward: Over the past years Uber, Airbnb, Google and increasingly proliferated shared economy models are been successful use cases that rely on the contributions of users/external resources as a means to generate value within their own platforms. Unlike the Automation, here consumers get direct value from the shared economy models and better experience. But the shared economy model is still centralized and hence prevails risks limiting full potential. The shift is going to be towards a new model of decentralized organizations that are aggregating the resources of multiple people to provide a service to a very active group of consumers. This shift marks the advent of a new generation of “dematerialized” organizations that do not require physical offices, assets, or even employees.
3) The confluence of Digital technologies fuelling the next-level adaption/growth: We make a progress beyond adapting one or two digital forces towards the convergence of the ecosystem of digital technologies that drives the collective benefit of businesses, consumers and all stakeholders.
Congratulating my daughter Phanisree and the entire team which made it to the Harvard 2018-19 Youth Advisory Board. The YAB represents a diverse group of young people who will work with Making Caring Common this academic year to make schools and communities more just, caring, and respectful places.
I have been publishing Blockchain perspectives over the past couple of years and rarely come across the real details on what it takes to implement a Blockchain solution. Nailing down the solution architecture is “where the rubber hits the road” in preparing an enterprise to gear up for blockchain implementation. Initially thought of offering a detailed technical architecture diagram which can easily lead to misinterpretations. Hence getting focused on describing a “Blockchain Reference Solution Architecture (BRSA)” in this blog post.
I would envision the following 6 foundation layers of BRSA and narrate it with a CPG use case for implementing Blockchain for “Diamond” product class.
1) User Interface: Any solution starts with a user-friendly UX. In our use case, let us say consumers walk into a jewelry store with an intent to buy a diamond for his fiancee. The consumer is”digital-aware” and carrying a mobile and an app on it that is designed to the diamond supply chain to gain the confidence of purchase. Henceforth one of the key features of the mobile app is a read-only application in the first place and will therefore not require any log-in. The consumer then is able to scan a barcode, RFID sensor, QR-code or for that matter invoke computer vision and access the information related to a particular product (in this case diamond) that may involve multiple the steps in the supply chain and tracking the source etc.
2) Data/File Storage: The next solution component is designing file storage. Typically the information stored in blockchain includes contract verification, hashes, and identification of who has added this information. In our example of diamond products, if a miner at source takes a photo of diamond drawing/marking at the source and add it to the blockchain. How this data could be stored on the blockchain, is a critical solution element and the following are 3 possibilities for storing that photo,
Hence deciding a right data storage mechanism is a critical component of the BRSA component.
3) Blockchain Platform: Choosing the blockchain platform is the next step in the solution design. As mentioned above, the blockchain platform verifies files, contracts, and stores transactions. Platform options include public, private or a hybrid. Platform selection for diamond use case is primarily driven by transaction costs to a least and transaction capacity near real time. The public blockchains platforms include Bitcoin and Ethereum etc. If not the transaction costs, Bitcoin is not considered in this case due to a very low transaction rate. Even if the transaction cost in Ethereum is significantly lower, transaction capacity is still limited. Both transaction costs and transaction capacity be a restriction in a price/service sensitive CPG products. One way to handle this is to go for second layer solutions as they get matured. On the other hand, private blockchain can be most attractive, but only trusted partners are allowed to validate transactions and blocks. The validated and recorded content of the blockchain may or may not be published to the public. The platform selection is really a trade-off
4) Application / Smart Contract: The application or smart contract is another key element of the solution. The most well-known blockchain solution for applications is Ethereum, where the contracts are called as distributed applications (dApps). The applications are run on the blockchain by all nodes, they are distributed. In some other cases the contracts are not run on the blockchain – they are confirmed in the blockchain, and their verifications are embedded in the blockchain but the entire application is not run by the blockchain network. For generating a diamond smart contract, the diamond store must upload the GIA certificate for each stone to be listed. Tracking can be enabled for a single diamond of high value or for a basket of diamonds. The blockchain solution can be designed for distributors listing their diamonds, or for peer-to-peer sales. The transactions here can be virtual but in our case, it is physical in store, and a secure completion of the purchase could trigger the delisting of the smart contract. Many technology providers want their applications to be possible to run on different blockchains and this is much easier if the application is not run by the blockchain. This could potentially be an option for our use case.
5) The ID and authorization: The key CPG actors who are going to authorize the different steps in the process have to be identified and some sort of ID solution is required to be built into the overall architecture. In our use case, either diamond distributor can handle the ID-creation and directory within the blockchain system, or rather create the ID-system and let the private administrators of the system be responsible for the ID-solution. The system then creates the private and public keys of the participants and may use extra security such as IP-addresses to control for the authority of the actors. A simple barcode-based unique ID can incorporate complex data science models to create a unique signature for either a rough or a polished diamonds.
6) Asset Registry: In diamond CPG industry there exists many organizations and authorities that can have an interest in labeling the products with their certificates. Hence in our use case, there should exist a public authority to assign a code to keep track of the diamond and their production. After creating the signature as described in the previous step, diamond can forever be verified against it to prevent fraud of any kind. The amount produced or sold by the diamond maker etc. will then get a code in the blockchain and lives on immutable.
All the above components collectively build a robust solution architecture as depicted in the diagram above for implementing the Blockchain solution for Diamond CPG supply chains.
CPG Supply Chains are undergoing an unprecedented change looking out for new ways of improvement. I am focusing on this blog on how net-new technologies including Blockchain is transforming the CPG supply chains. Evaluating few real-life examples in CPG space triggering a discussion on Blockchain relevance in CPGs.
CPG sectors that benefit from Blockchain are widespread. Fashion products, which is one of the prime CPG sectors ripe for Blockchain adaption where supply chain provenance plays a significant role. The other product classes include garment or makeup products, fine wine, art, luxury items or for that matter diamonds that can benefit from Blockchain adaption. I have been evaluating on how CPG companies can promote an “ethical fashion” or “ethical products” with Blockchain based applications. Let us dive into details.
Blockchain relevance to CPGs:
Focus areas chosen are supply chain provenance, transparency, counterfeiting, and sustainability. The enterprise-wide Blockchain platform could help to increase business velocity, create new revenue streams, and reduce cost and risk by securely extending the supply chain to drive tamper-resistant transactions on a trusted business network.
Provenance & Transparency: Do you agree that the relationship between CPG supply chains Transparency (access to information) is not always linear & straightforward with Traceability (provenance)? Let us look into how to build a Blockchain based solution for CPG supply chain provenance.
Blockchain could help in improving the transparency of the fashion supply chains, promoting sustainability and addressing fashion companies’ lack of ethical supply chains that are contributing to >10% global emissions, and as well in combating to counterfeiting.
Blockchain can play a role in transparency in transforming fashion supply chains through technologies such as track and trace and inventory management. With Blockchain, it is possible to create physical – digital link between goods and their digital identifiers. Cryptographic seal or serial number can be used as a physical identifier linking back to the product’s digital-twin. An example to quote is “Better Kinds”, with a focus on decentralized manufacturing allowing everyone to know where your clothes come from.
Counterfeiting: Blockchain solution as well helps fashion CPGs in combating counterfeiting by recording on blockchain every time goods change-in hands. The chain of custody on blockchain provides a record of the last party to gain custody of the product, showing where the counterfeit product slipped in, or an authentic product got diverted. Read my blog post, Combating Counterfeiting With Blockchain Technology
Sustainability: The promising outcomes of Blockchain in this space include, sustainability gains in the form of reduced environmental impact and better assurance of human rights and fair work practices. Having a clear record of product history helps product buyers to be confident that goods being purchased are coming only from sources that have been recognized as being ethically sound. More accurately tracking substandard products and identifying their occurrence further upstream in supply chains will help reduce the scope of rework and recalls, providing considerable greenhouse gas reductions and other resource savings. the ultimate goal of Blockchain will be improved supply chain optimization gaining access to a more complete longitudinal supply chain datasets eliminating redundancies and bottlenecks, and ultimately, decreases in resource consumption.
Blockchain implementation process for CPG Blockchains:
Blockchain solutions could help fashion CPGs in their brand positioning as environment-friendly and tech-savvy. Existing technologies like ERPs, Enterprise Data Warehouse, Integration Technologies, and existing e-commerce website can enable provenance, but with practical limitations. That is where new technologies including Mobile App Development, Public/Private Blockchain Platform, Crypto-Fiat payment gateways & wallets, Digital-Twins, Artificial Intelligence and Advanced Analytics, IoT Sensors, Robots & New Handheld device Hardware etc.
Blockchain implementation for CPGs is an art. The new technology adaption process includes building a public or private blockchain network bringing connecting all key stakeholders using a DLT. Create a token that promotes the use of such application and potentially incentivize the users and suppliers. Create wallets to store tokens and collect incentives. Integrate with payment gateways and exchanges. This forms the Blockchain Core. Then build business and application logic with workflows that support the provenance functionality. Integrate the Blockchain core with back-end transaction systems and ensure seamless flow of information ensuring the data integrity and privacy. It may be a good idea to consider a second layer solution for improved transaction rates and at the same time confining certain confidential information, in this case, supplier data to open access to all competitors via a blockchain. Developing a mobile app and lastly, integrating UI, Application (Blockchain Core) and back-end systems. A brief description of 3 layers of foundational architecture is provided below.
How to calculate ROI for CPGBlockchains?
Setting up a Blockchain based application for CPG supply chain provenance involve a capital investment for infrastructure and development costs and ongoing maintenance costs. ROI is a derivative of whether such application attracts more consumers demand and/or willingness of consumers pay additional fees for access to truth and sustainability and/or reduced costs of the current supply chain with streamlined operations. Hence ROI should be computed as “[ Increased revenues from consumer demands & adaption + Premium fees consumer willing to pay + Reduced costs of supply chain operations – Total Investments & Costs (CapEx+OpEx)]
The real ROI of Blockchains come from handling the volume of CPG products and transactions having a second layer solutions to offload/ off-chain transaction volumes from core Blockchain. Estimating components is a challenge in computing Blockchain ROI. But there exists an opportunity to estimate parameters with a degree of accuracy. Such parameters include,
Let us examine use cases:
The following two case studies offer a great insight into how Blockchains can enable provenance. From these examples, taking a value chain based approach for identifying incremental benefits along various supply chains components could fairly offer potential ROI perspective from Blockchain adaption.
The complex blockchain solutions will provide an unprecedented level of transparency and traceability, to build the highest level of trust in the sustainability of the CPG supply chains. The CPG products are able to be traced on the blockchain through their unique tracking code with the information collected from linking all information sources within the global supply chain covering from the source through the production process up to the final point of sale as described in the case examples above.
Working as a single source of truth, Blockchain can change the way business transactions take place. From a supply chain perspective, such visibility will help ensure efficient transactions, while promoting safety, efficient recalls, the elimination of counterfeits, and the assurance of ethical trading.
I continue to research further on Blockchain relevance to CPG supply chains. While the core principles of Blockchain are being established, the companies adopting the new technology progressively evolve alongside. ABC (AI+Blockchain+Crtptocurrencies) continues to significantly alter Retail / CPG business models.
Reach out to me for further discussions @ firstname.lastname@example.org.
Can we practice innovation as a discipline? The answer is YES. The process of moving from idea to innovation can be practiced as any other discipline. Scratching the surface unveils the structure from past occurrences of innovations and how we can evolve a disciplined mindset. What makes us progress is the not the mindset of “all I know”, but “learn from the team” mindset. Disciplined innovation is a paradigm shift. I will discuss the framework of disciplined innovation with observations made from how some of the world’s leading innovators made great impressions including unicorns like Google, Facebook, Uber, Airbnb, and Netflix and the apparent demise of several long-standing established companies including Blockbuster, Nokia, Kodak etc.
First comes the mindset. Move from “Knower to Learner mindset”. Knower leader may play the game well, but Learner leader can change the game with the possibility of thinking and collaboration. Don’t limit the possibilities of ideas to take a diverge first and then converge to Core Idea. Practice “power of the pause”, which offers a moment to reflect on a particular situation at hand, to listen to other and blend with your own intuition to react. Expand the options and cultivate the mindset of possibility. Remeber what pioneered entrepreneurial leader Henry Forst said 1 century ago, ” Whether you believe you can do a thing or not, you are right”.
Second, develop start practicing innovation right now mentality. Don’t wait for that golden moment knock your door, start doing a little more of what you were doing already, a little faster and a little more inclusively. Focus first on problems, not solutions. You cannot solve exponential problems with linear mindset. Exponential mindset is incrementally progressive and pursued practicing a right-now approach.
Third, invest upfront and invest in a staged manner. Innovation and investments should go hand in hand demonstrating the efficiency and effectiveness of the process. Staging lets innovators and entrepreneurs abandon ventures with low early returns sorting out good projects. With based idea tested in a “Minimum Viable Product”, it is efficient to invest more in later stages. Innovation project stages might be deterministic, in a reality financing stages simply mimic the development process of the project with trade-offs.
Fourth, is fail fast and do quick iterations to evolve the idea. Cultivate design thinking and learn as you make a progress on the idea of innovation. Failing fast not only save from catastrophic end result with a bing-bang approach if the outcome is not positive but also promote a culture of incremental learning. Designing low-cost experiments to test options fast and evolve the core idea in pursuit of landing with a successful innovation. The product design company IDEO is the best example of practicing this principle.
Lastly, don’t put all eggs in one basket. There is not sure shot approach to innovation. Properly weigh the chances, apply decision sciences leveraging statistical models to gauge the probabilities in the innovation continuum. One way to tackle is to spread budgets across multiple ideas and develop a knack of moving ahead with the idea of the highest chance to become a successful innovation.
Based on the above 5 core principles of practicing innovation as a discipline, offer the following framework for executing innovation projects,
In summary, build the traits of innovation leading from the front and nurturing innovation culture with values like making others successful, fostering meaningful conversations, learning from failures, embracing ambiguity, being optimistic, collaborating and more importantly taking ownership.
Cryptocurrencies are undoubtedly the point of investment contention and hence a lot of attention on regulating them. Top 5 USA regulating bodies – SEC, CFTC, IRS, FinCEN, and OFAC and other bodies around the globe are on the job to define a robust regulatory framework.
Recent Facebook stock dip by ~20% in a day losing $120 billion in a day (close to Bitcoin market cap) making rounds on the subject of volatility. If internet 2.0 stock is that volatile, internet 3.0 cryptos are in infancy and only can grow stable is the argument. Ok, let us say we have to deal with crypto volatility over a period of stability. But. what about regulating Cryptocurrencies? Defining Crypto regulations is a next big thing to boost confidence.
As a holistic solution, proposing a three-pronged approach to evolve a Cryptocurrencies Regulatory Framework,
I. Key Players / Stakeholders of Crypto Marketplace:
Refer to article for a viewpoint on future of mining regulations.
4. ICOs: While SAFT and Howey Test are initial frameworks available, the holistic framework to regulate ICOs is still in work across the globe. While the clarity on utility vs security of a token being issued via ICO is getting clarity, the complete fold of ICOs into the regulatory framework is yet to shape up with broader acceptance. One question the regulatory bodies is, is the regulatory uncertainty is putting brakes on a promising technology innovation?
II. Modes of Use: Fundamentally like fiat, cryptocurrency could be sued for payment & transactions, a store of value, or a trading vehicle. All three have to encompass in finding a solution. Beyond the usage patterns, a holistic solution may need to touch all “modes of usage” of crypto.
III. Blockchain Layers: Lastly, which layers of Blockchain should be targeted to define regulations? Viewing from the foundation layers of Blockchain namely infrastructure, protocol and application/services, regulations apply to the topmost application layer which interfaces with the users/adaptors of the cryptocurrencies for trading products and services.
Crypto communities are eagerly waiting for regulatory framework the tighten the fraudulent activities and scams and at the same time promote the future promise of 21st-century currencies. Establishing legislation that stimulates growth for businesses and protects consumers is no mean feat, but it is certainly a task that regulatory bodies around the globe can’t ignore.