Innovation Social and economic change Technology

One Small Step for the Web…

Tim Berners-Lee – Medium

Time Berners-Lee didn’t invent the internet. But he did invent the world wide web, and he does not altogether like what it has become. This post is his manifesto for reversing one of the central power relationships of the web, the giving and taking of data. Instead of giving data to other organisations and having to watch them abuse it, lose it and compromise it, people should keep control of their personal data and allow third parties to see and use it only under their control.

This is not a new idea. Under the names ‘vendor relationship management’ (horrible) and ‘volunteered personal information’ (considerably better but not perfect), the thinking stretches back a decade and more, developing steadily, but without getting much traction. If nothing else, attaching Berners-Lee’s name to it could start to change that, but more substantively it’s clear that there is money and engineering behind this, as well as thoughts and words.

But one of the central problems of this approach from a decade ago also feels just as real today, perhaps more so. As so often with better futures, it’s fairly easy to describe what they should look like, but remarkably difficult to work out how to get there from here. This post briefly acknowledges the problem, but says nothing about how to address it. The web itself is, of course, a brilliant example of how a clear and powerful idea can transform the world without the ghost of an implementation plan, so this may not feel as big a challenge to Berners-Lee as it would to any more normal person. But the web filled what was in many ways a void, while the data driven business models of the modern internet are anything but, and those who have accumulated wealth and power through those models will not go quietly.

It’s nearly ten years since Tim Wu wrote The Master Switch, a meticulous account of how every wave of communications technology has started with dispersed creativity and ended with centralised industrial scale. In 2010, it was possible to treat the question of whether that was also the fate of the internet as still open, though with a tipping point visible ahead. The final sentence of the book sets out the challenge:

If we do not take this moment to secure our sovereignty over the choices our information age has allowed us to enjoy, we cannot reasonably blame its loss on those who are free to enrich themselves by taking it from us in a way history has foretold

A decade on, the path dependence is massively stronger and will need to be recognised if it is to be addressed. technological creativity based on simple views of data ownership is unlikely to be enough by itself.


How to be Strategic

Julie Zhuo – Medium

This is a post which earns itself a place here just by its title, though that’s not all that can be said in its favour. It doesn’t start very promisingly, setting up the shakiest of straw men in order to knock them down – does anybody really think that ‘writing long documents’ is a good test of being strategic? – but it improves after the first third, to focus much more usefully on doing three things which actually make for good strategy. As the post acknowledges, the suggestions are very much in the spirit of Richard Rumelt’s good and bad strategy approach. So you can read the book, read Rumelt’s HBR article which is an excellent summary of the book, or read this post. Rumelt’s article is probably the best of the three, but this shorter and simpler post isn’t a bad alternative starting point.

Government and politics Organisational change

Is Estonia the Silicon Valley of digital government?

Rainer Kattel and Ines Mergel – UCL Institute for Innovation and Public Purpose

The story of how Estonia became the most e of e-governments is often told, but often pretty superficially and often with an implied – or even explicit – challenge to everybody else to measure themselves and their governments against the standard set by Estonia and despair. This post provides exactly the context which is missing from such accounts: Estonia is certainly the result of visionary leadership, which at least in principle could be found anywhere, but it is also the result of some very particular circumstances which can’t simply be copied or assumed to be universal. There is also a hint of the question behind Solow’s paradox: the real test is not the implementation of technology, but the delivery of better outcomes.

None of that is to knock Estonia’s very real achievements, but yet again to make clear that the test of the effectiveness of technology is not a technological one.