The vision of web3 is that we get all the same innovation of today’s web, but with the new benefit that we can “own” our data in a public and immutable blockchain, using this data across multiple apps. It’s a great vision, but might be harder than we think.
Why? Because data nearly always works in the context of an app. Twitter social graph, YouTube channels, Spotify playlists, Airbnb listings, Shopify stores: these develop over *years* within the context of a product and APIs that moved quickly to build value and trust over time.
Most of the time a product manager or entrepreneur gets started, they don’t know what the future use cases will be. But for data to be useful to other apps, you have to decide what goes on/off chain. This sounds simple, but is very hard for any dynamic fast-moving product space.
Why? Most apps release features weekly. Now, to ensure major updates are supported by other clients, you must go to the ecosystem to ensure others adopt the improvements. What if they won’t? Remember these are competitors! Now you have to reach consensus.
Further, one user or app’s definition of “important” data to put on chain might be different from another; and because the tech is trustless and immutable, you may have use-cases that aren’t appropriate for other untrusted apps. All of this means more negotiation not innovation.
Harder: with web3 ideals, we’ve likely added community governance and tokenomics into the mix, which adds a new negotiation vector. Not all parties may believe the same thing as you, and now you’re essentially debating feature releases with *shareholders* that may bail. Slow!
Fine, so let’s say you can’t build consensus and decide to fork your app. All of a sudden you’ve lost a major benefit of everyone being on the same universal protocol, and the value of the network drops. Further, users get confused and fatigued with this friction.
Ultimately, knowing everything we know today about consensus building, agile development, economic incentives, and humans, it seems we would end up with either: 1) dominant centralized platforms again, or 2) relatively shallow apps with low innovation rates.
These are hard problems about human coordination, not about software or blockchains. And it’s the reason why web3 works with *simple* predictable data like money or JPEGs. The challenge is, a *small* subset of today’s software shares that characteristic today or in the future.
I could be totally wrong! But history tells us quite a bit about tech. The ideals of web3 seem great, and we should push to have more open source, more protocols, more data portability - but we should discuss the trade-offs of the solutions to get there.

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More from @levie

26 Dec 21
For products to work at scale they need sustainable business models and networks. Would love to see more discourse in web3 about the complex financial incentives conflicts that we’re going to see if the movement goes beyond DeFi/trading-related use cases. A few examples👇
Users becoming “owners” of a product sounds epic, but misaligned incentives complicates things. Users should want more value at lower prices, shareholders should want ROI. With these mixed, are you building for users with their customer hat *or* shareholder hat on? Crazy tension.
Product value props and customer relationships get distorted when users are incentivized to use your product beyond the utility they receive. If the incentives run out, or a new network emerges with a temporarily better incentive, do your users stay? Lots of network instability.
Read 6 tweets
8 Nov 21
Congress is writing a bill right now to make it harder for big tech companies to buy startups. Ironically they want to promote competition, but this will inevitably hurt innovation and competition for some very obvious reasons:
1. Let’s say a new startup called WhatsUp launches and Meta decides it’s a very important market. Now, instead of Meta even considering that they should acquire WhatsUp and dramatically benefit WhatsUp’s investors and employees financially, this law forces them to copy the app.
2. Now, WhatsUp has an instant large scale competitor in the category, and they are looking for help from someone else with resources to compete with Meta. Well, also because of this law, Meta’s big tech competitors likely won’t be suitors due to the regulatory complexity.
Read 5 tweets
2 Nov 21
One of the most fun parts of enterprise software is the relationship between tech innovation and how work happens. The process generally goes like this…
1. Some characteristic of how we work is inefficient or filled with friction. Maybe it’s how we collaborate, process orders, close the books, or manage inventory. Usually there’s existing technology involved (but not always) but that tech hasn’t caught up with the real process.
2. Either the existing technology is failing, or the process is fully analog. People are now working around the solution instead of in it. Often, a new startup is first to identify this gap in current solutions, and leverages some modern technology to solve the problem.
Read 9 tweets
27 Sep 21
There’s an entire category of software disruption that’s possible just by building user experiences that only became possible to deliver in the browser in the past few years. Amazing what was once too expensive performance-wise is now utterly trivial today.
We’re building Box Sign, a native esignature product in Box, and can get away with infinitely better and faster UX than what was possible if we had started 10 years ago due to browser improvements and faster computers.
We can now render nearly any content type directly in your browser (PDF, CAD, Office, video, photoshop, etc.), streamed to you faster than the original asset could be, and with the ability to annotate and interact with on almost any type of file.
Read 4 tweets
13 Sep 21
Market sizes are often artificially constrained by legacy participants or architectures. When we started Box, most investors could only see how large other players had gotten, as a way of evaluating the market size. But what was missed was that the cloud changed everything.
1. The cloud made software delivery more efficient, 10Xing demand. No longer did you have to install, upgrade, patch, and integrate software and hardware. That decrease in complexity meant any SMB could use enterprise tools, and any enterprise could support more vendors.
2. The cloud made distribution more efficient. When a customer can try a new piece of software with a few clicks in a web browser or a mobile app install, and only pay for what they use (SaaS vs. perpetual licenses), they adopt much more and much faster.
Read 9 tweets

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