gft corporate presentation en · social innovation networks gianluca cristoforetti: urban planner...

1

Shaping the future of digital business

gft.com© 2019 | GFT Technologies SE and its affiliates. All rights reserv ed.

FUTURE ECOM 6th

Interregional partner meeting

“Currency of the future„

Gianluca Cristoforetti GFT Innovation ConsultantApril 2020

Smart communities

2


gft.com 29/04/2020

Type here if add info needed for ev ery slide

My favorite activity…

… connect the dots!

communities

digital innovation

territories

new buisess model

social innovation

networks

Gianluca Cristoforetti: Urban planner and SmartCity planner, I perform planning activities for publicadministrations. In this context, I studied in depththe theme of Smart Cities and the relationshipbetween ICT, community, planning and design. Icarries out research activities at the University ofFerrara as scientific coordinator of the MD | NextCity Lab - Smart & ethic center at DA Ferrara and ismember of the Scientific Management andCoordination of the MIC Master Innovationmanagement and communities - matching real &digital cities. I am a consultant with the role ofInnovation Leader for Italian and multinationalcompanies (GFT) for research and developmentprojects relating to Smart Cities and SmartCommunities.

Among the most recent publications "H2H HumanRevolution", "New Community Towns", "DemocraticRegeneration" and "Smart Cities and CommunityBased Planning".

virtual currency

3



Corporate Presentation

4


gft.com

SECTORSSHARE-

HOLDERSGEO-

GRAPHIES

29/04/2020


DIGITAL

SOLUTIONS

APPLICATION

MANAGEMENT &

OUTSOURCING

CONSULTING

Facts & figures

5,700total workforce

420M€

expected revenues 2019

Europe 74%

Americas 24%

Asia 2%

Banking 80%

Insurance 11%

Industry 9%

Free float 64%

Ulrich Dietz 26,4%

Maria Dietz 9,6%

5


gft.com

DIGITAL

SOLUTIONS

CONSULTING

29/04/2020


APPLICATION

MANAGEMENT

& OUTSOURCING

We take on the maintenance, customisation and development of applications with the aim of minimising costs and maximising quality and flexibility.

We develop IT solutions, modules and application packages that are tailored to customer requirements –starting entirely from scratch or updating existing applications.

We provide consulting services for transformation processes of all kinds, from initial concepts to the implementation of global business and operating models – including the launch of specific core processes.Driving

digital change

6


gft.com 29/04/2020


5,700 experts in 15 countries

Numbers include employees (FTE) and external workforce Nearshore locations

Locations

UK (190)

London

USA (55)

BostonNew York

Costa Rica (110)

Heredia

Mexico (300)

Mexico City

AlphavilleCuritiba Sorocaba

Brazil (890)

Canada (260)

TorontoQuebec

Spain (1,975)

AlicanteBarcelonaLleidaMadridValenciaZaragoza

Poland (670)

LodzPoznanWarsaw

Germany (450)

BonnEschborn/FrankfurtKarlsruheSt. GeorgenStuttgart

Italy (710)

FlorenceGenoaMilanoMontecatini TermePadovaPiacenzaSienaTorino

Switzerland (45)

BaselZurich

Belgium (10)

Brussels

France (25)

NiortParis

Singapore (5)

China (5)

Hongkong

Singapore

7


gft.com 29/04/2020


CAPITAL MARKETS

RETAIL BANKING

INSURANCE

INDUSTRY

Trusted by market leaders

8


gft.com

Offering focus areas

29/04/2020

Open Banking

Front Office Innovation

Payments

Digital Operations & Analytics (asset mgmt)

Application Modernisatio


Claims Management

Guidewire (centres of excellence)

Regulatory Compliance& Governance

Industrial IoT platforms &Industry 4.0

Shopfloor transparency &management

Process integration &automisation (horizontal)

Machine connectivity &integration (vertical)

Localisation services

Banking Insurance Industry

3rd Party System Integration

Business ProcessOptimisation

OperationalEfficiency

Open Banking

Front Office Innovation

Payments

Digital Operations & Analytics (asset mgmt)

Application Modernisation

CAPITAL MARKETS

RETAIL BANKING

INSURANCE

INDUSTRY

9


gft.com 29/04/2020


Autonomous and proactive decisions

Intelligent workflows and interactions

Productivity boost by automation

ARTIFICIAL INTELLIGENCE

BLOCKCHAIN DLT

Reduced reliance on intermediation

Shared access to trusted data

100% integrity of information

Easy ramp-up

Highly flexible and scalable

Enables realtime decisions

CLOUD

Transform data into knowledge

Fast and smart decisions

Great customer experience

DATA ANALYTICS

Connecting cyber and physical world

Infinite opportunities for optimisation

Unleashes new business ideas

INTERNET OF THINGS

Applying technology

10


gft.com

Success story

29/04/2020


Blockchain innovation for Royal Bank of Scotland (RBS)

United KingdomPoland

Capitalmarkets

THE CHALLENGE

Utilise blockchain technologies to facilitate a new payments mechanism

▪ Build a new blockchain-based payments solution, compliant to SEPA

▪ Prove that the application and blockchain technology can scale to domestic payments volumes

▪ Provide a ‘fast feedback’ environment to achieve an optimised distributed ledger solution that can move beyond proof-of-concept into production

THE ENGAGEMENT

Build a clearing and settlement mechanism named ‘Emerald’ with Blockchain and Cloud

▪ Collaboration with Google and the bank to share resources rapidly and securely

▪ Designed a test framework and rig within the Google Cloud Platform to enable rapid deployment of modified configurations and code

▪ Built big data analysis tools to identify where and how to scale up

▪ Built and deployed the GFT cloud technology sandbox with environment and toolset for collaborative working and rapid experimentation

THE BENEFIT

New blockchain-based payments solution able to scale to real-time payment standards

▪ Proof that Ethereum based ‘Emerald’ scales

▪ Optimised configuration that fully meets the banks business case

▪ Simulated 6 nodes (representing 6 banks) with effective round trip transaction time between 666 milliseconds and 8 seconds

11



Some of the most important projects of CU EU

Presentation EU project

12


gft.com

Success story

29/04/2020


EU Project

SpainPoland

Capitalmarkets

FINSEC: Integrated framework for predictive and collaborative security of financial infrastructures.

I3-Market: development of a platform for data sharing in accordance with the regulation (e.g. GDPR, eIDAS) that allows the creation of the data economy through the development of a market place of company data based on blockchain technology

FINSEC: Integrated framework for predictive and collaborative security of financialinfrastructures.

▪ Abstract: the project is a joint effort of prominent stakeholders in the financial sector and globalleaders in physical & IT security, towards introducing a novel standards-based referencearchitecture (RA) for integrated (cyber & physical) security. The RA will enable timely preparationagainst attacks, while at the same time facilitating stakeholders’ collaboration for riskassessment/mitigation in the financial supply chain, as a means of confronting complex threatsand their cascading effects.

▪ Project Budget: 10.194.437,87 €

▪ Duration: 36 months

▪ N. of partner: 23

▪ GFT Funding: 704.375,00 €

▪ GFT Co-Funding: 301.875,00 €

▪ GFT Role: Project Coordinator, Pilot Operation and Stakeholder Evaluation, Ethics Requirements

I3-Market:

▪ Abstract: project aims to develop a scalable, trusted and interoperable solution that enablessharing or trading of data assets across individual marketplace instances. Moreover, today's datamarketplace platforms, including Bridge.IoT or AGORA, still lack the capability for exchangingsensitive industrial data assets as the required levels of security and privacy (in accordance withthe GDPR) are not yet supported – especially not across ecosystem boundaries.

▪ Project Budget: 5.155.591,76 €

▪ Duration: 3 years

▪ N. of partner: 14

▪ GFT Funding: 373.625 €

▪ GFT Co-Funding: 160.125 €

▪ GFT Role: System integrator (reference architecture to support a self-sovereign identity andaccess management, Design of a smart contract solution (incl. smart wallet) for data providersand consumers, establish a suitable crypto token for data trading and incentivizing data providersto monetise their data assets

13


gft.com

Success story

29/04/2020


SpainPoland

Capitalmarkets

INFINITECH: digital finance flagship project based on the development of intelligent, personalized and autonomous solutions that will be validated, tested and implemented in Sandboxes and Testbeds. INFINITECH offers an innovative model based on Big Data and AI technologies applied in numerous financial sectors.

EU ProjectINFINITECH:

Abstract: the project is a joint effort of global leaders in ICT and finance towards lowering thebarriers for BigData / IoT /AI driven innovation, boosting regulatory compliance and stimulatingadditional investments. It will provide:

1) Novel Big / Data / IoT technologies for seamless management and querying of all types of data(e.g., OLAP/OLTP, structured/unstructured/semi-structured, data streaming & data at rest),interoperable data analytics, blockchain-based data sharing, real-time analytics, as well as librariesof advanced AI algorithms.

2) Regulatory tools incorporating various data governance capabilities (e.g. anonymization, eIDASintegration) and facilitating compliance to regulations (e.g., PSD2, 4AMLD, MIFiD II).

3) Nine novel and configurable testbeds & sandboxes, each one offering Open APIs and otherresources for validating autonomous and personalized solutions, including a unique collection ofdata assets for finance/insurance.

The project’s results will be validated in the scope of 14 high impact pilots providing completecoverage of the sectors. INFINITECH will establish a market platform that will provide access to theproject’s solutions, along with a Virtualized Digital Innovation Hub (VDIH).

• Project Budget: € 15.870.480,63 €

• Duration: 39 months

• N. of partner: 42

• GFT Funding: 1.552.950,00 €

• GFT Co-Funding: 665.550,00 €

• GFT Role: Project Coordinator. Effort in all WPs. Leading task regarding RA, leading 4 pilotsunder category Personalized Retail and Investment Banking Services and software integration for 2pilots, leading pilots evaluation and stakeholders feedback. Leading services identification,federation and integration for the VDIH and leading business modelling and exploitation of theproject.

14



Smart Community concept

15


gft.com 29/04/2020


Smart communities genesis

An excellent example is Social Street, its purpose is to encourage good

neighborly practices, socialize with neighbors on their own street of

residence in order to establish a bond, share needs, exchange

professionalism, knowledge, carry out collective projects of common

interest through greater social interaction. Over 450 groups were born in

Italy, Brazil, Canada, Portugal, Netherlands, New Zealand, Norway, USA.

SOCIALITY - FREE OF CHARGE - INCLUSION represent our three

founding principles: any action in the context of Social street, both on a

virtual and a real level, must respect them in order to encourage virtuous

behavior.

Another excellent example are cooperatives, in fact the foundations of

smart communities are the historical cooperative principles:

• free and voluntary membership.

• democratic control by members.

• economic participation of members.

• autonomy and independence.

• education, training and information.

• cooperation between cooperatives.

• interest in the community

What are the basic principles of the concept of smart community and what are the foundationsof their models ofbusiness?

Existing social and economic communitiesor a new constitution which, through the use of technology, make relationships explicit and associates these relationships with a value recognized by all.

Smart communities are configured as a B2C2C subject capable of establishing a new model of relationships between those who offer goods and servicesand those who benefits from them, giving both parties the opportunity to make their contribution in creating new goods and services in turn.

Topdown processes (cooperative systems, enterprises and

business networks) and Bottomup processes (social structures)

16


gft.com 29/04/2020


Communities as a new economic and social subject (B2C2C)

▪ Today, a new subject has entered the global stage of the digital economy: the community. A model ofinteraction between people so 'disruptive' that they are able to radically change past economic andsocial models. This phenomenon is enabled by technology and made consistent by the consumption(and use) behaviors conveyed by networked digital devices. The community defines who collaborates,the social media where it collaborates, the value proposition because it collaborates.

▪ We have different forms of communities: community locations that connect people close to each other,communities of interest that build interactions from a common interest, support communities like "AppleSupport Community" or community of practices characterized by united individuals, for example by thesame profession.

▪ The Community is therefore: People - Conversations - Interactions and not just a digital place of sale,because today the business resides in the relationships you build. Each different form of community is a"new place" where to propose both new relationship models (Business) and organizational models (seeP.A. and multiutility).

Service Provider Community

enabler

Smart community

enabler

What are some typical applications and objectives of a smart community and who are the participating actors?

The participating actors are generally an enabler (a single citizen, a purchasing group, a cooperative, or a company) and a community of subjects who adhere to the initiative by defining rules and values.

These communities of citizens and businesses act as a subject that aggregates services, resources, skills in order to achieve objectives such as:- Cooperation- Sustainability- Ethical behavior- Enhancement of operators and territories

17


gft.com 29/04/2020


Smart communities: more than just the evolution of Community Marketing

• Interacting with communuties is a real evolutionary leap from thecommunity marketing business, which focuses mainly on acquiringnew customers, or establishing relationships starting from existingcustomers in groups or communities citizens (if we talk about PA).

• Smart communities change this paradigm: technology enables , notonly a new mode of interaction, but a clustering of individual action -understood as the set of micro actions that individuals perform todayfor the different reasons – which becomes, through digitaltechnology, the community.

• The effect, through this unprecedented accounting of individualbehaviors, is the creation of a new economic and social perimeter.

• We move from the concept of customer to that of proxsiumer (aneologism obtained from the crasis of the words prosumer andproximity), proactive node of smart communities. Think of resoundingexamples such as social streets, energy communities or interest inproximity welfare..

The smart community invests two important aspects in new value creation models and redistribution mechanisms..

18


gft.com 29/04/2020


Create value

Aggregation of demand for the

negotiation and univocal management

of transactions with third parties

Elimination / reduction of steps

intermediaries that do not give added value

Cooperation and sharing of objectives

making available to the community

skills, resources and ideas

Resource sharing

Reduction and integration of supply

chain processes

Integration of resources for more efficient

production

Synchronous management of the activities

it allows to reduce time and consumption

Alignment of production activities with

community needs

Engineering management of the underlying

Processes to the various community

activities

Integrated and interoperable platform that

allows you to interact with all the "internet

of things" devices, functional to the various

activities managed by the community

What are the advantages for SMEs in adopting information technologies or participating in dedicated platforms?

Participating in a smart community platform for SMEs means entering an ecosystem where companies and customers are nodes of a network in which synergistic actions are activated, incremental and modifiable services through a different interaction with consumers, in a trust context.

This collaborative interaction ecosystem activates a series of operating levers (10) capable of generating value that can be distributed with horizontal redistribution

19


gft.com 29/04/2020


From Community Manager to "enabler" of new systemseconomic and social

• The role that Public Administrations and Companies could play in this changedscenario is extraordinary. They can evolve the community management activity(commonly understood as the management activity, operated for a brand or anorganization, the communities of customers and citizens) in co-design of newgoods and services ensuring security and security transportability of benefits,using digital identity systems and inserting the concept of collective communitybenefit as a form of redistribution of the created value.

• The company (or the set of multiple companies) becomes the enabler of thecollaborative platform, a subject that collects and defines the needs, bothindividual and collective, of the community and that can operate collectivebargaining. We are already seeing the first steps, for example, of the digitaltransformation inherent in the Italian cooperative sector.

• The enabling company is not only a seller of goods and services but sets theconditions (co-creation) for new products and services as a result ofcollaboration between all the nodes of the community, which integrate anddevelop the initial offer. A very significant example is the new model ofexperiential tourism community developed by the Autonomous Province ofTrento.

The smart community invests two important aspects in new value creation models and redistribution mechanisms.

New business models, new

services and added value,

financial enhancement of

assets and supply chain

Change of paradigm in the

relationship with citizens:

reward systems for virtuous

behavior

Companies Banks

Insurance

Public entities

How to design and implement an intelligent community project? How to keep it sustainable and effective over time?

Of fundamental importance is the role of the enabler of the smart community.This person predisposes not onlythe technological infrastructure but the "collaborative" criteria on the which to base the relationships which will then be at the basis of the "parties"that define actionsand values accounted for within the community.

Sustainability is guaranteed by the value created and by mechanismsredistributive (individual and collective value back) fair.

20


gft.com 29/04/2020


Value creation and innovative redistributive models: virtuous behavior, rewards and a new trust model

• The first relates to the possibility of inducing an acceleration ofvirtuous behaviors (understood as a panel of selectedbehaviors with an end, a purpose), allowing to bring to criticalmass micro behaviors (buying, ethical, sustainable, etc.) theaggregated value can significantly affect the well-being of acommunity, the sale and distribution of a product, the use of aservice.

• The second is the theme of digital identity, which necessarilyleads to the definition of a new type of identity that takesshape, through the constant connection of mobile devices, andwhich is recognized in the interaction with the other nodes ofthe community.

• The proposal integrates the three contexts that define SmartCommunities: the Internet of Things (IoT), the Internet of Value(Crypto Activity) and the Internet of Humans (social media &community) and the tokenization of behaviors.

The smart community invests two important aspects in new value creation models and redistribution mechanisms..

21


gft.com 29/04/2020


Transformation of behaviors into digital value

VirtuousBehavior

Example:Goals of

SDG sustainability

Data transmission

The smart contracttransform virtuousbehavior in Token

Tokens feedA digital wallet that

enables spending them on one or more trusted marketplaces

Measurement and accountingvirtuous behavioron Smart Contract

Value Back

Block Chain

https://www.google.it/url?sa=i&url=https%3A%2F%2Fwww.iconfinder.com%2Ficons%2F3309909%2Fchip_computer_cpu_hardware_iot_pc_processor_icon&psig=AOvVaw31pfhQYvUUZj0p535RNX5i&ust=1585989264314000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCJivhN3sy-gCFQAAAAAdAAAAABAh

22


gft.com 29/04/2020


Smart Community platform

The GFT "Smart community" proposal is a technological platform, based on blockchain technology, which enables theB2C2C (Business to Community to Consumer) model as an integration of the classic B2B and B2C relationships in a neweffectively disruptive way.

Through this technology it is possible to enable an innovative relationship between companies and their customers forwhich collaborative and cooperative paths can be built in order to obtain shared objectives. A relationship for which it ispossible to award rewards for virtuous behavior and direct this new spending capacity towards defined and also sharedmarketplaces. Specifically, using "Smart Community" the following objectives can be achieved:

• the achievement of sustainability, economic and financial objectives for the communities (citizens, P.A. companies,etc.);

• the achievement of sustainability and economic objectives for the community (citizens / customers, single ororganized in purchasing groups);

• the possibility of transforming the value generated (decrease in costs, new financial instruments, etc.) from virtuousbehavior into digital spending capacity (token) both within the ordinary market offer and in affiliated contexts(dedicated marketplaces);

• the possibility of integrating the value generated with integrative value brought from agreed contexts (businessnetworks, multiplayer loyalty program);

• the possibility of innovating the company, as with this model it is not aimed solely at selling goods and services butsets the conditions (co-creation) for new products and new services as a result of collaboration between all the nodesof the network (citizens, businesses and consumers), who integrate and develop the initial offer.

The idea is formalized through the design and implementation of three technological assets: the Platform that clusteredthe audience of citizens and / or consumers in the community, the multi-channel Wallet (Wallet IN & Wallet OUT) thatcollects the value (Token) and allows you to use it, an orchestration system of smart contracts that define the rules fortransforming behavior into value and marketplace access.

What are the main and main elements and technological applications combined together (blockchain, electronic wallet, awards, etc.)?

The proposal supplements ithree technological contexts that define Smart Communities: Internet of things (IoT), Internet of value(Crypto activities) and Internet of Humans (social media & community) leading to the tokenization of behaviors.

This is possible using smart contracts and a multi-channel wallet that collects tokens, using the blockchain, and makes them available for use on the marketplace.

23



Basic concept

Blockchain tecnology

24


gft.com 29/04/2020


Smart communities & Blockchain

User ( ) are anonymousUser ( ) are not anonymous

CENTRALIZED DECENTRALIZED DISTRIBUITED LEDGERS

Do you remeber smart communities slide? The pictures are similar

The smart community does configure as onesocial structure and economic distributedin which the enablerdoes not take a rolepredominant butforms the infrastructure(if you prefer onePrivate blockchain)and technologiesenablers(Smart contract ewallet)

Community establishesthe behaviorscollaborative and valuerelative to be transferredthrough virtualcurrency

25


gft.com 29/04/2020


Different types of Blockchain

Blockchain Permissionless

BlockchainPermissioned

PrivateBlockchain

Permissionless or public Blockchains are defined in this way because

they do not require authorization to access the network, perform

transactions or participate in the verification and creation of a new block.

Permissioned Blockchains are subject to a central authority that

determines who can access them. decentralization, security and

immutability in exchange for storage space, speed of execution and cost

reduction. This type of Blockchain is controlled by an organization. In

addition to defining who is authorized to be part of the network, this

authority defines what the roles a user can play within the same, also

defining rules on the visibility of recorded data. Permitted Blockchains

therefore introduce the concept of governance and centralization in a

network that was born as absolutely decentralized and distributed.

Private Blockchains share many features with permissioned ones. These

are private and invisible networks, which sacrifice decentralization,

security and immutability in exchange for storage space, speed of

execution and cost reduction. This type of Blockchain is controlled by an

organization, considered highly reliable by users, which determines who

can or cannot access the network and read the data recorded in it.

26


gft.com 29/04/2020


Smart Contracts & Token

▪ The participation and collaboration rules can be stored in Smart Contracts, is software operating onBlockchains, which allow the creation of distributed applications (dAPP) and accessible through any node of theBlockchain.

▪ The language in which these software are developed depends on the chosen blockchain technology. In the caseof Ethereum the language is Solidity.

▪ Once deployed on the Blockchain the Smart Contract is visible to anyone with access to the network and throughthe wallet it is possible to invoke the methods exposed to retrieve information or generate transactions.

▪ The Smart Contracts therefore represent transparent and unchanging software contracts between those whocreate them and those who use them and can be exploited to formalize and automate the operational andeconomic parts of agreements between counterparties and allow distributed and disintermediate access to theservices associated with such agreements.

▪ At this time the Italian legislation does not yet provide for a legal validity of the Smart Contract as equivalent tothe written form, but soon the technical conditions could be defined for this to be achievable.

▪ A Blockchain token consists of digital information, recorded on a distributed register, uniquely associated withone and only one specific user of the system and representative of some form of law: the ownership of an asset,access to a service, receiving a payment, and so on.

▪ The characteristics of the distributed registers allow to create unique tokens, define the rights associated withthem, transfer their ownership to a value established by market rules and possibly even destroy them.

▪ Thanks to the algorithms with which these technologies operate, the impossibility of "double-spending" one's owntokens is guaranteed, even in the absence of a central authority

Smart contracts are IT protocols that facilitate, verify, or enforce, the negotiation or execution of a contract.The blockchain made it possible to have those guarantees ofTrust, Trust, reliability and security that in the past were necessarily delegated to a "third" figure

In the world of blockchain technology, a “token” is a virtual token whose value is issued by an organization. Tokens are units of value, they are the representation of a digital asset (from a cryptocurrency, a product or a physical object, etc.).

27


gft.com 29/04/2020


Different token (definition by Bank of Italy)

▪ DT1 digital tokens (digital coins o payment tokens) are a right or a liability of the issuer. They are intended toreplicate the functionality of fiat money. Types of DT1:

a) Stable coins: issued by a legal entity against a unit of money (€, $, etc.). They can be considered"electronic money" with the only difference that they use the DLT.

b) Central Bank digital currencies: electronic money using DLT or similar technologies created by centralbanks.

c) Non-convertible digital tokens: used for bartering. They differ from other types of digital tokens becausethey are not convertible with any legal or virtual currencies.

▪ DT2 Digital tokens capable of being tradable on a platform, typically offered through an initial coin offering (ICO)transaction. Also called investment tokens or asset tokens

a) Examples: property rights on shares of capital, shares of funds or on tradable commodities; votingrights or participation in the project, dividends, cash flow rights.

b) They are similar to dematerialized securities, which however are transferred via DLTs

c) In the proposed taxonomy, the security tokens, to be such, must be transferable and negotiable and /or give the owner rights of ownership or control.

▪ DT3 – utility tokens / consumer tokens They are non-negotiable digital tokens (although they are sometimestransferable) that offer only administrative rights or licenses for use, such as access to a platform, a facility, anetwork of people, and "loyalty" schemes. Unlike DT1c, they can be purchased (directly or associated with thesale of goods or services) through legal money or other "virtual currencies".

Different types of

tokens:

- Security Tokens

generate expectations

of obtaining economic

benefits. They are used

as a means of

investment.

- Utility Tokens do not

generate expectations

of obtaining economic

benefits. Oriented to

offer a concrete utility

in a platform, which

confers rights to the

use of certain products

or services.

- Equity Token

they are those who

represent the

possession of an

asset, whether it is a

debt, shares of a

company, etc.

28



Smart Community Platform

GFT tecnology

29


gft.com 29/04/2020


The customization of the system involves the creation of:

- A system registry- A reference Marketplace- The possibility to cluster purchasing groups- Special smart contracts- A community App

IT ARCHITECTURE of the smart community

30


gft.com

Success story

29/04/2020


SpainPoland

Capitalmarkets

Technology that allows the creation of

node networks that share a single

distributed transaction log. The

execution of transactions is subject to

the integrity check of all nodes

(performed automatically according to

mathematical models).

The state of the blockchain is

immutable and consultable from any

node of the network, thus guaranteeing

security, transparency and trust

Components

blockchain

31


gft.com

Success story

29/04/2020


SpainPoland

Capitalmarkets

Software operating on all blockchainnodes in a distributed way. Interaction with smart contracts is possible through a "wallet" or a pair of cryptographic keys (public and private) that uniquely identifies the subject on the blockchain.

- Token: token generation and management

- B2B Smart Contract: registration and accounting of B2B agreements

- B2C Smart Contract: registration and accounting for the adherence of members to community initiatives (e.g. purchasing groups, virtuous behavior)

Smart contract

Components

32


gft.com

Success story

29/04/2020


SpainPoland

Capitalmarkets

- Wallet Services: API for activating thewallet, displaying the token balanceand movements, transferring tokens

- Marketplace Services: APIs activatethe offer and purchase of products /services

- Identity Services: API for themanagement of users and profiling

- Smart Contract Services: API for thedynamic generation of smart contractsfrom customizable templates and forinteraction with smart contracts activeon blockchain

- API Gateway: specific product thatallows the exposure of the API in asafe and controlled manner

backend

Components

33


gft.com

Success story

29/04/2020


SpainPoland

Capitalmarkets

- Applications (web and mobile) thatmanage the presentation of data andinteraction with users

- Community App: Mobile App formembers to use for interacting with thecommunity and managing the wallet

- Marketplace Portal: web applicationused by administrator users to enterthe offer of products and services forthe research and purchase of theproducts / services offered.

- Smart Contract Portal: webapplication used by administrator usersto create smart contract templates(B2B and B2C) and negotiate B2Bsmart contracts

frontend

Components

34



Smart communitiescase history

35


gft.com

Success story

29/04/2020


Smart Community

SpainPoland

Capitalmarkets

▪ Platform for the Trentino Cooperation Federation for the realization of the Cooperation4.0 project, which transforms Trentino cooperation into a smart community (500cooperatives, 290,000 members, stakeholders: SAIT GDO, Cassa Centrale,Mutualistic Cooperative Health and Welfare System, Melinda, etc.) . Functionalprototype under construction (April 2020).

▪ Solutions to respond to an immediate need (In cooperation card, Cassa Centrale bankcard, etc.) - acquire a system value (and consequently a greater value also as a singleinitiative) if inserted in a general framework that sets the objective to enable acollaborative platform for Trentino cooperation;

▪ Actions capable of implementing both simple value aggregation and redistributionmodels. Subsequent actions correspond to wider collaborative relationships and acorresponding higher generation of value. In this context, it is necessary to imagine atechnological scenario that can manage both simple applications and the overallcollaborative platform (blockchain);

▪ Supply systems, for different collaborative levels, corporate welfare, mutual systems,collective purchases (purchasing community) virtuous behavior dependent citizens,cashback of affiliated merchants, commissions of alternative systems to credit (cards),P2P cashback (where p stands for proxsumer).

Federazione Trentina Cooperazione

Partners

Cooperative model 4.0:Ethic currency

Partner first phase:SAITCassa Centrale BancaEtika

Cooperation Federation

Large-scale food distribution cooperative

Cooperative credit system

Purchasing group

36


gft.com

Success story

29/04/2020


Smart Community

SpainPoland

Capitalmarkets

A success story:

The Business to Community to Consumer model was developed in the Trentino context inthe simplest way: that of the purchasing group. The rewarded behavior in this case is thesimple buying behavior of the community, at present there are no rewards for virtuousbehavior.

ETIKA is an agreement between the Federation of Trentino Cooperation, associativesubjects (Consolida, La rete, Casse Rurali Trentine, Coop Cooperative Families, Coopand Coop Supestore) and DOLOMITE Energia for the establishment of a cooperative lightand gas purchasing group with the following conditions :

• For the subscriber (individual value back: cooperation partner)

• 20% first year discount (+ additional benefits upon disbursement)

• 10% discount second and subsequent years

• For the catalyst of the purchasing group (community value back: Trentino CooperationFederation)

• 10 Euros for each contract for solidarity projects

Achieved results:

About 50,000 members

• 10,583 tons of CO2 saved

• 428,239 euros for solidarity projects

• Average savings per subscriber 70/100 euros per year per contract (totalapproximately 3,500,000 euros)


Partners

The reference B2C2C model: the experience of ETIKA

37


gft.com

Success story

29/04/2020


Smart Community

SpainPoland

Capitalmarkets

Transformation of the reward (discount) into a digital token:

The Trentino Federation of Cooperation, through the creation of the Platform thatclustered the audience of community cooperation members, the multi-channel Wallet(Wallet IN & Wallet OUT) that collects the value (Token) and allows you to use it, a SmartOrchestration System contracts that define the rules for transforming behavior into valueand marketplace access, may allow the underwriting partner to transform the reward(discount) provided for by the agreement into digital spending capacity.

This new spending capacity, currently dispersed, if directed within the system -Cooperation Marketplace - will benefit from additional rewards (part of the collective valueback or reward for virtuous behavior) creating a significant aggregate value (in thisspecific case of Etika (a purchasing group of more than 4,000,000 euros) and a benefit forthe territorial system.

The B2C2C model turns into a Smart Community:

▪ The digital Wallet is the technological fulcrum that integrates IoT, Blockchain andCommunities and that enables the model by defining scalable synergies (intra-systemand extra-system agreements) and becoming in fact a tool that aggregates andtranslates digital spending capacity. This can be addressed to:

▪ Rewarding for the achievement of "ever greater" cooperation objectives;

▪ Purchase or promotion of cooperative system goods and services;

▪ Purchase of products from the cooperative marketplace;

▪ Integration with partner reward systems;

▪ Integration of products and / or services with affiliated marketplace systems (Partners)


Partners

B2C2C transformed into a Smart Community (GFT concept)

38


gft.com

Success story

29/04/2020


Smart Community

SpainPoland

Capitalmarkets

The Platform for HERA builds smart communities to achieve the UN SDG, through theEnvironment Passport and Health Passport with Wallet on blockchain. Partner companiesof the initiative are CONAD, CAMST, S2A, with UNIPOL that has declared its interest andparticipates. The functional prototype under construction (March 2020).

The strong idea, which underlies the proposed innovation process, consists in building areward system (digital tokens) through an easy-to-use technological support. In this case,it will be possible to associate a panel of virtuous behaviors (individual or community)capable of generating, through their accounting, the relationship between HERA andcustomers (individual customer and in a community of customers)

• the achievement of environmental objectives for the group;

• the achievement of objectives (health and environment) for customers (single orcommunity);

• the possibility of transforming the value generated by virtuous behavior into digitalspending capacity (wallet) both within the HERA offer (market) and in affiliated contexts(Partners);

• the possibility of integrating the value generated with integrative value brought frompartner contexts (Partner Communities).

SDG’s SMART COMMUNIYT

Partners

UN SDG on blockchain:sustainability and ethic currency

Partner first phase:HeraConadCamstS2A

Tecnological partner:SIA

MultiutilityLarge-scale food

distribution cooperative

Canteen network Consumer

39


gft.com

Success story

29/04/2020


Smart Community

SpainPoland

Capitalmarkets

POR / Fesr Trentino S.M.A.R.T. CHAIN for Tourism, The project intends to innovate thesupply chain by promoting the establishment of a Smart Tourist Community. Thefunctional prototype created allows to:

▪ Systematise all new and old territorial tourism and commercial assets within a SmartTourist Community and using the channels of companies, associations and institutions;

▪ Develop a tourist and commercial offer with higher added value through the integrationof different components of the offer and by developing an operational model for theconstruction of the "experiential tourist and commercial program" generated by touristprofiling;

▪ Create and manage a business model in which the services are defined through thecollaborative model of the "tourism proxsumer" and the reward of virtuous behavior;

▪ Provide all subjects promoting tourism offerings in the ecosystem with digital toolssuitable for supporting the innovative challenges facing the market (virtual POS,booking system with certain date and time, etc.).

SMART C.H.A.I.N.

Partners

Trentino tourism system on blockchain: quality and currency of the tourist

Partner first phase:Trentino HolidaysSEACFBK

Tecnological partner:SIAYANOVIS

Local tour operator Hotel system Tourist Public administration

40



Next steps

Final considerations

41


gft.com

Final considerations

29/04/2020

What are the advantages for SMEs in adopting information technologies or participating in dedicated platforms?

The advantages are essentially the consequence of being able to use value levers (we have identified 10) that otherwise SMEswould have no way of activating if not included in a sharing and collaborative ecosystem. In addition, there is the possibility ofmodeling the service / product together with the final consumer, this incentivized by rewarding mechanisms for his virtuousbehavior (social and economic). But this has been abundantly said above.

What are the main barriers for SMEs? How to support adoption by SMEs?

Management with little predisposition to change, to collaborative processes with other companies and to technological innovationif not strictly connected to the supply chain (change management). The difficulty to find partners and non-vendors in companiesthat offer technology, often suffering the commercial strength of the products of multinationals, determines consequently anadaptiation of their companies to global models, believing that doing do performance can be improved. This is not always true, infact, so often the investment in technology is underutilized or misused.

Policies to support the adoption by SMEs of new business models enabled by new technologies should essentially start:

• By building a trust system in which the public part defines a perimeter within which the relationships not only betweenvendors and buyer

• By proposing a process of accompanying change management with public task forces that work alongside SMEs to define aprocess of change.

• By providing an infrastructure (and usable through a call) with easily usable tools (wallet, smart contract) by SMEs to enablesmart community systems


42


gft.com

Final consideration

29/04/2020


Which regional policies and initiatives can best promote new technological applications in the field of transactions andpayments? How to improve policy instruments and their implementation measures?

The digital payment and transaction methods are practically imposed by the process of renewal of the international financial andbanking system subjected to a very heavy transformation under the pressure of the large technological monopolists (google,Facebook, Wechat, etc.) who are already associating with the billions of their users the possibility of transferring value (soon alsousing the blockchain). National and regional policies can introduce ethical by design processes to lead an increasinglyfrictionless technology towards common interests, of communities precisely, within which business and consumer participate in acommon and sustainable vision of the market, its territory and its social relations. Encouraging initiatives such as enabling smartcommunities is a step in this direction.

What is the role and opportunity for innovation and business development agencies?

In this perspective, innovation agencies can play an extraordinary territorial catalyst role, they can foster those relationships - ina context of trust - which are the basis of functional B2B relationships for the construction of smart communities or in any caseshare and collaborative ecosystems. The three elements necessary for the development of a community are:

• Governance: can act as a promoter by financing the initiatives and giving strategic guidelines to the territory; thus regulatingthe experiences of smart cities and communities that are already developing in an "anarchist" way in many regionalmunicipalities. The municipality can act as enabler and manager of the initiative, or the one who creates the conditions for thedevelopment of smart projects by private individuals (e.g. making infrastructures, data (open data), etc. available).

• Public-private collaboration: strengthening collaboration with private entities, indispensable for activating the platform'sservices.

• Technology: The positive impacts of new network technologies on the return on investment and on the reduction of start-upand project management complexity.

43


gft.com

Final consideration

29/04/2020


Why now?

The technology is increasingly distributed and costs increasingly accessible, for the functioning of the smart community atechnological, integrated and interoperable platform can be enabled with an investment consistent with the size of SMEs. Todayit is possible for this type of company to manage, through the blockchain, smart contacts and tokens:

▪ the creation of the network that allows you to define the digital identities of the participants and their role;

▪ accounting for assets;

▪ the choice of operating levers (aggregation of demand, sharing of objectives; integration of resources; management ofactivities and processes; synchronous management of activities; integration of resources; reduction of intermediate steps inthe supply chain; alignment to needs);

▪ configuration of services;

▪ the realization of governance based on the shared responsibilities of all participants.

▪ the payments on the platform that take place through the interaction with the payment circuits (banking and private).

▪ access to the platform open to all (internal and external subjects to the community) through their mobile and web devices(smartphones, ipads, notebooks, etc.).

Present and future times of electronic payments, cryptocurrencies, blockchains and other technological applications?

By the end of the year, 38% of 300 large companies plan to integrate blockchain solutions into their operations. According toresearch carried out by Flexera for InsideBitcoins, 15% of companies will use these solutions on a large scale while 23% will usethem for smaller operations

44


gft.com

Shaping the future

of digital business

© 2019 | GFT Technologies SE and its affiliates. All rights reserv ed.

Gianluca Cristoforetti

Innovation Cosultant

[email protected]

gft.com

[email protected]

blog.gft.com

twitter.com/gft_en

linkedin.com/company/gft-group

facebook.com/GFTGroup

gft corporate presentation en · social innovation networks gianluca cristoforetti: urban planner...

Documents