The first is Intention Economy Traction, which riffs off David Gillespie’s illustrative and wise 263-slide narrative Digital Strangelove (or How I Learned To Stop Worrying And Love The Internet). Both of us see The Intention Economy as pretty much inevitable.

The second is Advertising In Reverse, which riffs off (Dilbert cartoonist) Scott Adams’ Hunter Becomes the Prey, a post in which he suggests “broadcast shopping,” by means which VRM folks have been calling by the dull name Personal RFP. In fact, I’m ready to change that wiki entry to “broadcast shopping”. Thoughts?

The message in Cluetrain is as fresh today as it was 10 years ago. ” We are not clicks or eyeballs, we are people ….deal with it.”

For those of you who missed it, the book started as a website, with 95 Theses splashed on a web page, in tribute, homage or just a scandalous rip off of Martin Luther’s famous set of 95 Theses.  If you don’t know about the original, shame on you.  Martin Luther was the renegade priest who started the Protestant Reformation by nailing 95 Theses to the door of a church.  Equally important but often ignored, he translated the bible from latin to the language of the people (in his case, German) and opened it up for all to read.  He also got married — remember he was a priest.  To some he was a heretic.  To others, he was a reformer who democratized an autocratic organization.

Whatever you think of him, he changed history.  Not on his own.  He didn’t invent the movable type that made it possible to print those bibles and distribute them widely.  He wasn’t the only figure questioning the institution — there was, at the time, a growing movement that were dissatisfied with what they felt was corruption and a lack of integrity in the church at the time.  It related to practices like the selling of indulgences — the ability to buy your way out of sin.  A number of people saw the church as a decaying, archaic and for some, even a corrupt institution.  They’d lost faith in it — literally.

Luther had the courage to say what he did.  In a world where the Catholic church was all powerful, this took a lot of guts.  But that doesn’t explain the power of what he accomplished.  No, he hit the zeitgeist of his era, he was a man of courage at the right place in history.  His ideas took off like a brush fire and the world was never the same.

It’s important to note, however, that this is the view from 500 years later.  It’s all compressed now and we can look back and see Luther’s document as a turning point.

The older I get, the earlier it seems. It’s funny that we chose 95 theses because that worked for Luther, but basically that’s why. (We also called it a manifesto because that worked for Marx. Karl, not Groucho, though the latter was much funnier. I also went to a Lutheran high school. Coincidence?) I don’t think any of us was taking the long-term perspective, though. We just wanted to say what we thought was true and nobody else seemed to be talking about.

But I’m thinking now that it will take many more years. Perhaps decades, before some of what we said will sink in the rest of the way.

Some marketers got it. Jim is clearly one of them. The Cluetrain Manifesto is required reading in the course he teaches. But the future is unevenly distributed. As David Weinberger likes to say, it’s lumpy. Cluetrain’s subtitle is “The End of Business as Usual.” I think that end will take a long time. We’re trying to hasten it with VRM, but that will take awhile too.

The short of it is that Business as Usual is insulting to customers. Take for example the form of Business as Usual that Bob Frankston (more about him here) calls the regulatorium. You get one of those when a big business category and its regulators become captive of each other.  For example, it was in revolt against a tea market regulatorium that citizens of the Massachusetts colony threw the East India Tea Company’s tea in the harbor. The colonists succesfully revolted against England, but customers still haven’t had a proper revolt against the belief by many companies that captive customers are more valuable than free ones. If Mona Shaw and her hammer are the best we can do, we’ve hardly begun.

The liberating impulse is independence, just as it was in 1773. Thanks to the Net, free customers are more valuable than captive ones. To themselves, to sellers, to the economy. We won’t learn that until we become fully equipped, as customers, to act on our independence.

At the end of the show Jim said he thought liberation would be a group thing. Customers getting power in aggregate. While I don’t disagree, I believe it is essential to equip individual customers with tools of both independence and engagememt. By that I mean tools that are as personal as wallets and purses, and just as handy and easy to use. We don’t have those yet.

But we will. And once we do, things will change radically. Count on it.

Near the start of his Institutional Corruption talk the other day, Larry Lessig sourced the quote above, from Thomas Jefferson. Larry was making a point: that the Framers were interested in personal independence, and not just that of a former colony. The Framers operated, however, in advance of the Industrial Revolution, which was won by Industry and lost by the rest of us — or at least by some of the roles we play in the marketplace.

Such as our roles as customers. While being customers gives us choices among products and services, many of the companies behind those products and services make us dependent on them, in ways we would not prefer if we had a choice. For a measure of how little choice we have, ask yourself how many times you’ve clicked “accept” to “Terms of Service” that typically give all advantages to the seller. Or look the number of cookies stored in your browser.

Well, the tide is turning. We’re finally starting to see a few tools that give users control over how data is collected and used. We’re working on some of those in the VRM community. And they’re a subject of discussion at

at 9:30am on Tuesday, at Harvard Law School, starting with the panel in the title graphic above. You can register here. Even if you show up only for the panel, it’ll help us know how many will be there.

There’s lots more about it at Civilizing the Personal Data Frontier, over at the ProjectVRM blog. Hope to see you there.

As with earlier VRM workshops, it’s a free unconference, organized on the open space model. Participants choose the topics, move those topics forward in open discussion, and share progress with the whole group at the end of each day.

You can get a sense of the energy in a VRM gathering from photo galleries here, here, here, here and here.

Sign up for the workshop here.

For those of you not familiar with VRM, the letters stand for Vendor Relationship Management, and it’s about the tools that developers and friends are creating to provide individuals with tools of independence form organizations that wish to control them — and better means for engaging with those organizations. In other words, it’s about blowing up silos and walled gardens, and creating a better system: one in which individuals are the collection centers for their own data, and the ones controlling what gets done with that data.

There are many projects and topics already moving forward that should get a boost from participation at the workshop. Here in the UK this week I met with folks involved in MyDex and The Mine! Project — the latter in a VRM Hub meeting last night overlooking the Thames and Blackfriars Bridge.

In Boston I’m looking forward to a lot of discussion on a topic we might call HCRM, or Health Care Relationship Management. The Boston area is a hotbed of forward thinking about patients controlling their own health care data, and reforming the health care from the individual side of the relationshp with the systems in control of it.

I could (and should) write more, but I’m in London waiting for a plane, lucky to have any connectivity at all. (Which, if I’d had enough at my hotel this week, this would have been posted much earlier.)

Now comes Diane Francis, veteran columnist for the National Post in Canada (but yes, she’s an American), summarizing the good that should come from Britt’s latest: iVote4U, and its trial run toward the elections in New York coming up in just a few days. New York’s Digitized Dems Can Take Over City Council Sept. 15, says the headline. In addition to the Drupal sites of the last two links, there is a Facebook app as well.

The idea, sez Britt, is “to give voters a way to manage their politicians as easily as they manage their iTunes”. If you’re a New Yorker who plans to vote next week, give it a whirl. If enough of you do, you might begin to see what we call Government Relationship Management (or GRM) at work.

iVote4U pioneers as a fourth party service.Follow that link for more on what I mean by that; or check out Joe Andrieu’s series on user driven services. If we want government that is truly of, by and for the people, we need tools that give meaning to those prepositions. Especially the first two. Britt has dedicated his life to providing those tools. Give them a try.

You don’t need to be a Democrat, by the way. These tools should work equally well for voters of all political bendings.

Worse, one can’t opt out once for this stuff. One has to do it every time.

When I ask people behind the counter how they feel about it, they always say they hate it. It’s one more thing to straighten out with customers who meant to say “no,” but hit “accept” by mistake. Which is, at least partly, the idea.

Anyway, my normally sunny mood, even in the midst of travel woes (one should appreciate the fact that commercial aviation involves sitting in a chair moving 500 miles an hour, seven miles up), was compromised earlier this evening by an unhappy exchange with Enterprise, the rental car company. I wrote about it in Unf*cking car rental, over in the ProjectVRM blog. It concludes constructively:

So I want to take this opportunity to appeal to anybody in a responsible position anywhere in the car rental business to work together with us at ProjectVRM on a customer-based solution to this kind of automated lameness. It can’t be done from the inside alone. That’s been tried and proven inadequate for way too long. Leave a message below or write me at dsearls at cyber dot law dot harvard dot edu.

Let’s build The Intention Economy — based on real, existing, money-in-hand intentions of real customers, rather than the broken attention-seeking and customer-screwing system we have now.

There’s the bait. We’ll see if anybody takes it.

What Abby and Ivan Kirgin did with TipJoy was great pioneering work that we can all learn from. I know it will help what we’re doing with EmanciPay and other VRM projects.

The only publication on Earth that’s all Robert’s is his blog. That’s where his soul is, because he can’t sell it.

…We’re back to first principles now. Users and developers, diggin’ together. Working on stuff that will survive the deaths of companies — and of bright ideas that can’t live anywhere but inside companies that own roach-motel environments that can be sold or shut down tomorrow.

The problem with living in most VC-funded company environments isn’t just that they keep us from living elsewhere (which is bad enough to begin with). It’s that the environments are like houses built to flip. The main idea isn’t to build a great house, but to sell it. It was a lesson I unpacked here in 2001:

When the “internet economy” was still a high-speed traffic jam somewhere back in 1999, I was at a party in San Francisco. Most of the folks there were young, hip “entrepreneurs”. Lots of all-black outfits, spiky haircuts, goatees and face jewelry. I fell into conversation with one of these guys–a smart, eager young chap I’d met at other gatherings. He was on his second or third startup and eagerly evangelizing his new company’s “mission” with a stream of buzzwords.

“What does your company do, exactly?” I asked.

“We’re an arms merchant to the portals industry”, he replied.

When I pressed him for more details (How are portals an industry? What kind of arms are you selling?), I got more buzzwords back. Finally, I asked a rude question. “How are sales?”

“They’re great. We just closed our second round of financing.”

Thus I was delivered an epiphany: every company has two markets–one for its goods and services, and one for itself–and the latter had overcome the former. We actually thought selling companies to investors was a real business model.

Dave take this another step by suggesting that any company whose first loyalty is not to its customers or users is a risky prospect. And that user ownership is a good fix. I agree.

It’s not that we have to blow up everything that came before. It’s that we need to build a new kind of enterprise: founding a People’s Software Company whose first act is to IPO and pool the financial resources of users who believe there is a gap in what Silicon Valley is providing using their old models for corporate structure.

This is definitely in alignment with what we’ve been thinking about and working on with ProjectVRM. And, as with the project Dave wants us to think about here, it’s hard to see the need if you’re looking at the world from the vendor’s side of the demand/supply relationship.

Yesterday Jim Sinur posted Escaping the Zombie Zoo with Better Customer Facing Processes, in which he writes,

Why can’t I have my own portal that understands me and all the companies I work with and the processes that I use on some frequency? I do like online banking and my bank’s website is somewhat intuitive. Paypal is not too bad either, but why can’t I create a menu of processes I want in stead of organizing favorites? This menu remembers me and all my passwords. I can give it instructions like calculate my net worth as of a certain date and it does it for me. I can tell it to pay certain bills that coordinate with my 15th of the month income check instead of having to rely on credit cards that expire and banks that you can’t control well.

I want a “Process of Me” where companies can allow me to customize my processes and interface.

What Jim wants is VRM — a way he can manage vendors, rather than just have them managing him. Vendors should adapt to his needs and processes, rather than the reverse, which is what he complains about earlier in his post, and that we all live through every time we have to whip out a loyalty card to interact with some vendor in a lame, exclusive and non-user-driven way.

After Jon Garfunkel replied with a pointer to ProjectVRM, Jim asked, “Which vendors are supporting this or is it a grass roots movement?”

What Dave proposes is one way to remove that distinction.

1. Impulse from the User
2. Control
3. Transparency
4. Data Portability
5. Service Endpoint Portability
6. Self Hosting
7. User Generativity
8. Improvability
9. Self-managed Identity
10. Duty of Care

See how you’d score ‘em.