It will make it impossible to “re-build history” as the new platform will revolutionise our ability to discover the provenance of past agreements (and the online discussions that led up to those agreement) and will make it possible to lock down exactly what was agreed.
Invotra is a fast-growing technology company, providing online intranet software and supporting digital transformation. They enable evolution within large organisations and, from start up in 2012, they now provide digital platforms for 45% of UK central government.
In the past, communication was commonly in the form of letters or large documents that were stored in folders and could be reviewed. They were each significant in size but, even so, tracing a decision back through these documents was not always easy. Digital communication has resulted in messages coming in a huge variety of shapes and sizes, from e-mails to simple notifications. The volume is also growing at an exponential rate and it has now become impossible to trace decisions back through all the messages.
Fintan Galvin, the CEO of Invotra, explained why the use of Blockchain is so important in the next stage of the evolution of our collaboration and communications; “People are suffering from message overload, we struggle to find the information we need, when we need it. On a day to day level it is irritating and wastes time, but it is also making governance difficult to manage. People remember different details about agreements and the person who manages to find the relevant correspondence wins the argument. Worse still, the thinking, provenance and context of decisions is quickly lost, as people move to new jobs, so all that thinking is lost too.”
The new Invotra system makes it possible to trace a decision back through all the micro communications that went into making it. It does this by categorising communication (Agreed, Comment, Decision, Done, Idea, News / Event, Note, Problem / Risk, Question, To Do). The end decision is then, anonymously, tied into a blockchain, using a code.
