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You’re an emerging biotech company, healthcare start-up or medical device business. You believe in your vision and you’ve been talking to venture capitalists. But what keeps venture capitalists interested in continuing the conversation?

Paulo Simas, our chief business designer, hosted a panel on that subject as part of W2O’s annual Pre-Commerce Summit during South by Southwest in Austin. A key take-away from the panel was that venture capitalists, like many of our clients, are focused on how to make patient outcomes better and easier to attain.

“There is no greater time in the history of health and medicine than right now.”

Josh Makower, general partner at New Enterprise Associates, one of the world’s largest healthcare venture capital firms, and a Pre-Commerce panelist thinks “there is no greater time in the history of health and medicine than right now” and that “health tech” is stealing the spotlight among venture capitalists.

Innovations in technology mean that healthcare companies must focus on creating a fuller experience and continued relationship with the consumer. The next frontier of healthcare may be a more integrative approach to patient care. For example, with regards to patient adherence: in addition to developing and manufacturing a drug, forward-thinking companies will make sure the drug is easy for patients to access and administer, and provide tools that make self-care easier. Apps that help patients manage their medications and methods for providers to seamlessly communicate with one another about a given treatment are getting venture capitalists’ attention.

Colin Foster, managing director of Twist Marketing and leader of W2O’s Austin office (a.k.a. Silicon Hills, home to the BrewLife Austin office and where more than 80 W2O employees are based), points out that healthcare companies need to show venture capitalists that they are able to drive down cost for all parties.

“The cost impact of staying on your medicine can be huge – the actual health outcomes improve drastically if you adhere to a drug correctly,” Colin says. The fact that 50 percent of prescriptions are not correctly adhered to underscores this need.

Let’s say this describes your company – you’re harnessing the power of technology to ensure the best possible outcomes for patients and you’re a shoe-in for a meeting with a great venture capital firm. What else do you need to know?

“Venture capitalists want to hear that you have a clear risk mitigation plan, because every opportunity has plenty of risk,” Colin advises. “Be blunt and clear about the risk involved and how you’re ready to tackle it.”

You can view a recording of the full SXSW Pre-Commerce Summit here (the venture capital panel begins at 05:01).

It’s SXSW Eve, so we thought we would feature one of Austin’s up and coming entrepreneurial couples this evening.  Bryan and Amelia Thomas decided to blend virtual world creativity and real world play to found a company called PopUp Play.  If you ever buy presents for kids, you’ll be interested in this company.

Here’s a brief Q&A between myself and Amelia and Bryan.

Q: How did you come up with the idea for your company?

From Amelia: PopUp Play began with a conversation I had with some friends.  We were talking about our favorite toys as children, and I remembered the “Flying Phone Booth,” a shipping crate my sisters and I turned into a spaceship. Over the next year we refined the concept as we talked to people who had young children.  It was the enthusiastic response from these parents that pushed us to make PopUp Play a reality. So, we knew the business concept was really attractive to prospective customers.

What gets us excited is that kids can experience the joy and self-confidence of bringing their creations to life and playing with them. Taking a digital design and then interacting with your life-size creation is an experience previously reserved for adult engineers, architects and designers. We have brought that experience to kids.

Q: What are the most important learnings as an entrepreneur that could help others as they start their companies?

Building any kind of company will involve an entire community.  Friends, family, former co-workers, strangers, we could have not gotten this far without the help of countless people who have donated their time and money to make PopUp Play a reality.

Create a lean business canvas as soon as possible and review it regularly.  Early on, it will force you to ask all of the hard questions about your business.  As you build your business refer back to it regularly to see whether your assumptions have changed and to keep you on track.

Openly share the idea.  This is great advice from Guy Kawasaki, in his book “The Art of the Start.”  Sharing your idea with people you trust and respect will result in a huge amount of feedback that will make it better or change your direction entirely.  This value far outweighs any potential cost of someone “stealing” your idea.  After all, ideas are free, execution is where the value is.

Q: Tell us about your main product.  How do children interact with it?  What do they like?

PopUp Play enables kids to design and build their own toys.  Our first product is an experience where kids, ages 3-9, design a custom playhouse that we then manufacture exactly to their specifications and deliver a few days later.  Kids are able to easily set up their playhouse, decorate it and then play inside their creation.

The experience begins on an interactive design app called the PopUp Play Build Lab.  Kids select from options like a house or castle.  They place structural components like towers, windows, doors and roofs.  Then they decorate their creation with graphics torches, dragons or fairies.  At the press of a button they can order their creation.  We deliver their creation a few days later as a life-size playhouse.  Then the play experience continues when the kid creators decorate and color their playhouse and play massive games of make believe inside their creation.

Kids love that they can take what they are seeing on their tablet and play with it in their living room.  It’s a new way of thinking that kids otherwise don’t have access to.  When a kid sees this structure in real life that they created on their iPad, the sheer amount of joy on their face is remarkable.  The phrase “mind blown” might have been created for this moment.

Q:  When you were a kid, what were your favorite toys?

We already talked about Amelia’s favorite toy, the Flying Phone Booth.  Bryan’s favorite toy was a bicycle.  He loved the freedom it gave him to explore and go on adventures.

Thank you Amelia and Bryan, you’re building a very cool company and Austin is proud of you!  We wish you the best of luck.

 

As I mentioned in my kickoff post, we will host a series of blog interviews over the next two weeks with speakers from our upcoming PreCommerce Summit (March 10) and Movers & Shapers Summit (March 12). Today’s interview is with long time friend, founder of the Social Media Club and serial entrepreneur, Chris Heuer. Chris will be part of a panel called “Future of…” at our PreCommerce Summit on Thursday, March 10.a - ChrisHeuer

According to Chris’s LinkedIn profile, he has been “engaged in interactive communications since 1993, and launched his first agency, Guru Communications, out of South Beach, Florida in 1994. Over the years he has helped numerous startups with go-to market strategies, product design, web site development, online marketing campaigns, eCommerce and what is now widely referred to as Social Media.” Some of the skills he’s been endorsed for by his peers are entrepreneurship, start-ups and social media marketing.

  1. Aaron: How do you define innovation?
    Chris: Two words. Failure and iteration.
    This is why most corporations do it so poorly, they think innovation is some magical process where someone just hits upon a big idea that will change the organization. A product or process that will change their competitive position in the market. In the real world, just as in our history, it takes 9,999 tries to find the right filament that can light your way forward.
  2. Aaron: What are you or your organization doing to drive innovation?
    Chris: Rewarding courage and squeezing out fear. It’s the only way. On a personal level, it is a topic I speak on often, but I am also involved with the innovation community and have been studying what large organizations are doing now to get it right. While at Deloitte, I advised on the deployment of our innovation platform and often engaged with the different innovation exercises around the US and in Canada.
  3. Aaron: Who is someone in your industry (or outside) that you admire? Why?
    Chris: Curt Carlson, former CEO of SRI, has done a tremendous job advancing innovation. His book, Innovation is a must read.  I’m also a huge fan of what Tom Chi has been doing in the area of rapid prototyping with Factoryx.
  4. Aaron: Where do you see your industry being in 3 years? 5? 10?
    Chris: Somewhere completely different then we ever imagined. Being cross-industry, cross-discipline, it’s hard for me to pick one prediction, but I am very much interested in contextualized collaboration using augmented reality with cognitive assistance and a voice based UI.
  5. Aaron: What book are you reading right now? How did you choose it?
    Chris: Matterness: Fearless Leadership for a Social World. As for why choosing, see answers above. It’s essential to deepen our humanity and find better ways to create alignment so that we can all benefit. The only way to do this is to stand up for what is right and keep pushing on a vision of a #BetterWorld. This is why, even though I don’t have the time or resources, I have started working on a new non-profit, Rysing Tyde, to help lift all people to their greatest potential in the emerging economy that lies ahead.
  6. For fun: what three things would you make sure you brought with you in a zombie apocalypse?

A.
Can opener, so I can eat brains easily without chipping my teeth.
Salt. Brains without salt are just gross.
Fava beans. Obviously, a good side dish is important.

B.
Good running shoes, samurai sword and an iPhone packed with appropriate zombie killing music.

As I mentioned in my kickoff post, we will host a series of blog interviews over the next two weeks with speakers from our upcoming PreCommerce Summit (March 10) and Movers & Shapers Summit (March 12). Today’s interview is with long time friend, author and Principal Analyst at Altimeter, Brian Solis. Brian will be doing a featured fireside chat at our Movers & Shapers event on Saturday. His session is will be right after lunch at approximately 1:15 PM CT.
a - BrianSolis

According to Brian’s LinkedIn profile, he is “globally recognized as one of the most prominent thought leaders, speakers, and published authors in new technology, digital marketing and culture shifts. His new book, X: The Experience When Business Meets Design, explores the importance of experiences and how to design them for customers, employees and human beings everywhere. Solis also designed the book to be an experience as a physical example of what’s possible when you take a step back to rethink products, services and models in a new economy (and world).” Some of the skills he’s been endorsed for by his peers are social media, digital strategy and marketing.

Without further ado, let’s jump right into our five questions:

    1. Aaron: How do you define innovation?
      Brian: I believe we live in a time where we need a balance of iteration and innovation to break free from “business as usual.”
      – Iteration is doing the same things better.
      – Innovation is doing new things that creates new value.
      – Disruption is doing new things that make the old things obsolete.
    2. Aaron: What are you or your organization doing to drive innovation?
      Brian: I start by observing technology’s impact on business and society. I then look at how behavior, expectations and values are evolving. I study problems and approaches to solving them. I also study how innovation plays out in terms of challenges, opportunities, successes, people, etc. I then share my perspective on everything in the form of research reports, books and speeches to inspire people to drive change.
    3. Aaron: Who is someone in your industry (or outside) that you admire? Why?
      Brian: I admire anyone in any organization stepping outside of their roles to take on the great task of change. It’s political. It can be demeaning. It’s frustrating. It makes you want to quit. But it is because of these people that any form of transformation can see the light of day.
    4. Aaron: Where do you see your industry being in 3 years? 5? 10?
      Brian: Change is now a constant. Disruption is now a choice. We either disrupt ourselves or the gift of disruption is given to us. Here are some of the things I’m thinking about over the next 10 years (also embedded below).
    5. Aaron: For fun: what three things would you make sure you brought with you in a zombie apocalypse?
    • Milla Jovovich aka Alice
    • Water
    • Perishables
    • Tools/supplies
    • Documentation
    • First aid supplies
    • Effective weapons
    • Delorean

Okay, that’s eight. But always a good choice to pick more rather than less. And smart vehicle choice with the Delorean. Assume that’s because it runs on nuclear power.

The fundamentals of communications are timeless. The art of telling a great story, the science of selecting the right channels to share our story in and the nuances of language always have been and will continue to be critical to success.

The environment in which we tell stories, however, is evolving faster than ever. In its wake, the role of the communications function is changing completely.

The reason is simple. Technology has empowered the entire audience to tell a brand’s story. This shift in capabilities is a game changer. As a result, it’s time for courageous leaders to change the communications function with more urgency than in past years. Our customers will benefit from the work of a next generation of audience architects.

Below are several market shifts that cry out for the communications function to change forever.

Audience Overtakes the Outlet: For media relations, our definition of “audience” is changing due to how technology is empowering the “9%” in the 1, 9, 90 model. For years, we have focused on the 1% of a marketplace who create content and act as influencers. The influencers are still important, but now the 9% or those who share content, also are driving the market. The 1 and the 9, together, reach the 90% of people who lurk and learn and benefit from what the 1 and the 9 do.

We used to be able to focus on five to 10 journalists, get them the news and they would share it and everyone else would follow. Now, we have customers joining in to share and interpret our story as they ensure their communities are informed.

Action: We need to know who matters in the 9%. And in many markets where 9% of the audience is in the hundreds of thousands or millions of people, we are realizing that finding the right audience to share content with is more important than getting coverage in an outlet. The former moves markets. The latter adds impressions. CEOs want to move markets.

Flipping PESOs: Since the 1% are important and the 9% now shape markets, this translates into “earned media” and “shared media” as being most important. In today’s world, when we get news coverage via members of the 1%, we want to have it shared via the 9%, either via shared media channels or paid media used strategically within shared to drive the content through a community.

Action: Since paid media will support and follow conversations and news, communicators must become fluent in how to effectively use paid media along with earned and shared. It’s no longer a bad word for communicators. Paid is in. It is becoming a core skill of communicators.

Markets Don’t Wait for Campaigns Anymore: The agility of our campaigns must match the agility of the markets. Communicators are experts at knowing when to pivot on a story. Now, we need to partner with our creative colleagues and embrace the concept of “agile creative,” so we can share content that matters with a market in real time, based on the needs of the market. The idea of taking weeks or months to develop a campaign has become old school.

Action: We need to develop a library of content and stories that are preapproved and ready to share based on real-time insights. This will lead to a new definition of media planning for earned and shared.

Micro-Segmentation Replaces Personas: We always knew top-down, persona-driven segments of “five audience types” were wrong. Now, we’re realizing that each person actually represents his/her own media ecosystem. For example, if I am a cardiologist, I may follow healthcare providers, other MDs, nurses, journalists, patients, insurance companies and other professionals on my social channels. If we are going to track what 1,000 cardiologists care about, we can look at the online media ecosystem of all 1,000 of them and determine which outlets they care about, which channels are important, what content is relevant to them, what time of day they go online and much more. The roll-up of these ecosystems defines the media network. We just flipped segmentation on its head. Now we look from the bottom up and must understand how content is shared and consumed within each person’s network.

Action: We need to become fluent in the use of data and excellent in developing insights from these data.

Fragmentation of Media Means Something New: We used to say fragmentation referred to the proliferation of media outlets. That was an old-school way to look at change. What we see now is that an audience decides where and when it participates, which leads to real fragmentation. Fragmentation of people’s attention is far more important.

No longer are many of us CNN or ESPN fans. We consume content and have conversations in multiple channels with multiple communities and consume content on multiple devices from multiple platforms. We are news or sports fans and decide where we participate and consume content. The result is our definition of audience is very different today.

Action: We are entering an era where we must become audience architects, able to identify, develop and track the right audiences, learn from them and then align with their needs. If we’re not aligned, we may just be talking to ourselves.

This article originally appeared in the September 21, 2015 issue of PR News. Read more subscriber-only content by becoming a PR News subscriber today.

As the PreCommerce Summit in London concluded, the final panel discussed global trends for digital engagement.  Discussion opened around a question proposed by Gary Grates, Principal W2O Group, which summed up the key debate posed at the event: as an unintended effect of our adoption of digital, have we created a society in which it is more difficult to relate?  Are we losing our humanity?

  • IMG_8243Cynthia Storer, former CIA analyst, answered from a security standpoint that the trend she sees is laziness in interaction and interrogation of information.  We now oversimplify information and situations.  We eliminate nuance.  In our hurry to find answers and synthesize the dearth of information available to us from an ever growing number of channels, we use cognitive short cuts and tend to look for classifications that can be summed up in a short-hand, 140-character sentence of dichotomy: good or bad.  Humans have never been this simple and it is lazy for us to assume this would change based on digital tools we use to express our humanity.  Humans are humans.
  • Pradipta Bagchi, VP & Global Head of Corporate Communications at Tata Consultancy Services, built on Cynthia’s points to highlight the need for online and offline interactions to be integrated.  From his perspective,  we are having more interaction, but it is less meaningful.  For example, in India, a telecom giant had bots answering customer service calls.  Someone figured this out and called stating their issue was a desire to marry the CEO’s daughter.  The bot responded: thank you for your comments, we will get back to you shortly with a solution.  In the end, machine to human interactions fall flat.
  • Bob Pearson, President and Chief Innovation Officer at W2O Group, took an anthropologic view.  He discussed how humans are programmed to learn via play to enable survival.  For example children learn to walk so they can travel.  There is a purpose to why we have this innate sense of curiosity, desire to interact and drive to discover.  In the case of Millennials, they are comfortable with digital tools because they grew up playing with them and now they are part of their survival mechanism – how they communicate.  Older generations are uncomfortable with this because we didn’t have these digital tools, so the adaptation process is different – though usage patterns have shown that digital tools continue to be rapidly adopted across all age groups.  So digital isn’t really the culprit here, it is human nature to play with these tools and human nature to use them as a part of how we evolve our communications.
  • Gary closed this topic citing his approach to teaching at the university where he is a professor emeritus.  When he walks into a classroom, no one is talking to each other, they are all bent over their phones.  So the first thing he does is force them to introduce themselves.  And the students respond with surprise and wonder at how connected some of them are offline (ie, this guy is actually my neighbor!).  Digital should not supplant, but complement and facilitate face to face interaction.  On the other hand, our dedication to digital will likely result in a boom for another industry: interest in chiropractic services after so much time bent over our devices!

A question from the audience probed how we can factor multiple online personas into our understanding of people.

  • Pradipta responded first highlighting how platforms naturally push us to segment our personalities.  For example, Facebook is a visual and personal channel and Linked in is more professional.  The persona you have on each isn’t different so much as the weighting to your specific qualities related to your professional life or personal life shift.
  • Bob chimed in using issues management as an example.  If you are managing an issue, the first step is to separate out the noise from the reality.  We see this in particular with protests and the emergence of “slactivism”.  Initially, a digital platform will lead us to believe the magnitude of an issue is quite high based on a perception that 200,000 people are retweeting and liking things.  However, if you look at a different channel for cross over, or look at how many people are contributing to the conversation versus observing it, the numbers rapidly decrease.  The question for me is around how we get people to become more passionate about a topic so they are true activists versus just amplifiers.  Retweeting doesn’t fund a cause.
  • Gary added another anecdote about BP.  Several years ago, there was a group of angry environmental protestors outside the gas station in his town; however, the station lowered its gas prices, and the next day that group of protestors was replaced by lines of cars waiting to fill up.  The price change ferreted out the false positive of passion for the environmental cause, and leverage sensitivity to cost.
  • Cynthia mirrored this interest in human nature.  For the security industry, the spider web of personas is very important.  Cross-referencing those caricatures of a person exposes the base values that a person holds true.  Humans are humans and we rely on basic truths to define ourselves which means that across personas we can often find that thread and stitch together a valuable profile.

Another audience member took this question further to ask about how these personas help predict human behavior.

  • Cynthia elaborated that humans use routines to frame the way we make sense of and interact with the world.  These routines make us feel comfortable and safe.  You don’t have to think about how you are presenting yourself because it is true to your routine self-perception.  These routines make it easier for us to predict or forecast human behavior.  For example, we knew Bin Laden always lived with multiple wives and children so wherever he was hiding would need to be family appropriate.  We also knew he didn’t approve of blowing up school buses so we could discredit any claims to terror acts of that nature.  We do this all the time offline.  We say so-and-so is going to be late or so-and-so will take the public transport because we have learned how to predict their behavior on past actions and their values (lack of punctuality and cost-sensitivity).
  • Bob took this question in a different direction by talking about the recent election in Britain.  Polling didn’t predict the outcome of the election.  Bob believes this is because polling relies on short-term memory which means people can only recall 3 – 7 things and not even accurately, just their interpretation of those things.  So if you marry what people say in polls with their online behavior – which is subconscious or, at least, doesn’t require recall – you start to see more predictive patterns.  And this can get even more insightful using geolocation to look at specific voting districts.
  • Pradipta supported Bob’s points with an anecdote from his company’s app, Elect UK.  The app measured social sentiment, noise and activities of the parties and politicians.  In the end, the app was more accurate than polls as it showed the demise of the Lib Dems.
  • An audience member concluded the session by making a point around the value of the right question.  The audience member shared that there was a poll just before the voting booths opened that asked not who people would vote for, but who they thought would win.  The result favored Cameron.

The panel closed with a final audience member asking: what digital tool has had the greatest impact on their personal lives?

  • Cynthia – Smartphone, it is how she checked in for her flight.
  • Pradipta – Social platforms which have replaced traditional news sources.
  • Bob – It isn’t invented yet, but SnapChat for business.
  • Gary – FitBit as now his wife calls him at work to tell him to move as she can monitor his movement online.

With this quote by Jack Welch, Bob Pearson finished his talk at the W2O PreCommerce Summit in London today. The President and Chief Innovation Officer at W2O Group, encouraged the audience to remain nimble to be able to adapt to future trends and changes and shared some of his insights into tomorrow’s world of brands, customers and media.

As described in his book PreCommerce, Bob sees the biggest value for brands in decreasing the distance to their customers and focus on pre-commerce phase vs. the actual point of sale: Only those who are able to listen, will be able to respond and adapt to market needs – maybe even before those needs actually exist.

The digital age definitely enabled brands to be much closer to their target audiences than ever before; however, the structures, relationships and stakeholders, as we have known them for years, will no longer exist in the future. Bob Pearson summarizes this development in four key game changing trends:

  1. Our Definition of Audience Is Changing

If we look at the 1-9-90 model, we can clearly see the former content creators and outlets are no longer as relevant in the online conversation as the 9%, which we define as brand advocates, those who spend their time inside social media channels, who are part of strong peer groups and, who add their views to existing content, that will share the future of your brand’s or company’s story. With this development, the audience is now more important than the outlet.

  1. The PESO model is flipping

As the 9% grow in importance, so does earned and shared media. This requires us to integrate a new media planning model that defines an insight-driven social media channel and influencer strategy, which roles out into campaigns, content and experiences. As part of this model, paid media amplification remains an important part to break through the “noise”, but it will follow conversations and communities more than news.

  1. Markets Don’t Wait for Campaigns Anymore

Digital conversation is dynamic and to be able to participate, brands need to be agile. Providing customers with what they need, where they need it and when they need it, is a challenge that includes our creative approach. Those brands who are able to use data and respond to trends in real-time, with content dynamically changing based on interest, will make the 365 campaign become real.

  1. Micro Segmentation Replaces “Personas”

Or in Bob’s words “We always knew that top-down persona-driven segments of “five audience types” was wrong”. With each person and each audience having their own media ecosystem, the roll-up of these ecosystems defines the media network. In order to customize content to their target audiences, brands need to understand how the audience and their attention are fragmented. Therefore, the future media leaders will excel in audience architecture.

About Bob Pearson

Bob Pearson is President and Chief Innovation Officer at W2O Group. Bob has a unique combination of social media, marketing and communications skills acquired during nearly 25 years at three Fortune BobPearson500 companies and a major consultancy. In 2011, he published his book “Pre-Commerce: How Companies and Customers are Transforming Business Together”, in which he shares ideas for leaders to engage directly with customers to shape their brand and marketplace success. He is currently working on his next book, which will be available in March 2016. “Storytizing” will focus on the importance of creating a compelling and at the same time relevant narrative for your brand.

Together with panelists Steven Overman, CMO at Eastman Kodak, Simon Shipley, Marketing and Innovation Manager at Intel, and Steve Milton, Consultant and Former Corporate Communications director at eBay, Bob Pearson investigates whether evolution is enough to stay relevant in the new digital economy.

There’s a clear need to embrace digital, but do we need to learn more about it before we start our digital agenda to ensure we do it right?

For Bob’s panelists digital is actually something that needs to be part of the mindset of an organization in order to be successful and impactful. Since the nature of the digital world is dynamic and not stable, we need to start acting, but also remain nimble to be able to respond to changes in the future.

Part of our digital transformation should also be a reevaluation of familiar questions: How do global brand behave in local markets? Do we position ourselves as the known and trusted international brand or do we adapt to local needs? Navigating between the waters of global and local has always been a challenge for companies, but when it comes to digital the core question actually diminishes – there is no local. However, we have to think through more tactical implications such as various languages, servers or how we handle e-commerce fulfillment. We are trying to behave in a unified way, but have to figure out how those things can actually be executed.

Another key question in digital is whether or not e-commerce is becoming channel and platform agnostic by integrating the ability to sell and buy into our social channels. It is actually not a question of if, but rather when we see this development, thinking about markets like China, where the integration of the marketplace into the social world is already reality.

So what can online marketing tech companies do to be more relevant and valuable? With a lot of change we need to have a scientist’s mindset, being curious, trying out new things and failing fast, which is not failure, but a way to gain new insights. Most importantly we need to listen of what people care about and can no longer assume we know.

Data, or more specifically Big Data, was the focus of Anna Gruebler’s talk at the #PreCommerce Summit in London today. While we may be aware of its omnipresence, it is its use that is of interest; most of us are not even aware of what is at our disposal, especially in the area of healthcare.

For example IBM’s Watson Health, one of the world’s biggest ‘super computers’, aims to give healthcare professionals better access to data to support the delivery of patient care. This computer strives to combine ‘Explory’s technology with IBM’s powerful Health Cloud and Watson’s cognitive capabilities, to expand the reach of health insights so that big data can finally be used more easily to transform healthcare.’

ANNA                                      ANNA2

However we must also remember the challenges that data in the healthcare sphere poses.

  • First and foremost, the sheer volume of data that is out there, it all needs storing.
  • Secondly, data’s velocity. We are taking, sharing and storing more and more.
  • Thirdly, data’s variety. Pictures, text, data mining, audio, the options are endless.
  • Fourth, and potentially most crucially, veracity. Is the data that we are collecting and storing actually accurate? Does the data that we have gathered reflect the actual user behavior that we’d like it to? How do we ensure that it is accurate?

This is especially crucial regarding the UK’s proposed Care.Data scheme. An opt-out scheme, this will save an individual’s personal health data in order to make it accessible to the likes of healthcare practitioners. While this may be useful if my pharmacist needs my doctor’s notes, it would also mean that my potential health insurer would know all about my medical history… And what if, when considering veracity, that data isn’t accurate?

We still have a long way to go…