There are countless opportunities to construct open networked enterprises that
disrupt or displace traditional centralized models, potentially evolving into
nascent distributed autonomous enterprises. Consider how the distributed model
will disrupt or replace the eight functions of financial services—everything from
retail banking and stock markets to insurance companies and accountancies. Incumbent and new entries alike can construct new business architectures that
can innovate better, create better value at lower cost, and shift and enable
producers to share in the wealth they create.
Blockchain technology takes some of the new business models described in
Wikinomics to a new level.
17 Let’s look at how we can expand peer production,
ideagoras, prosumers, open platforms, the new power of the commons, the
global plant floor, and the wiki (social) workplace by adding in native payment
systems, reputation systems, uncensorable content, trustless transactions, smart
contracts, and autonomous agents—the key innovations of the blockchain
revolution.
1. The Peer Producers
Peer producers are the thousands of dispersed volunteers who brought you open
source software and Wikipedia, innovative projects that outperform those of the
largest and best-financed enterprises. Community members participate for the
fun of it, as a hobby, to network, or because of their values. Now, by enabling
reputation systems and other incentives, blockchain technology can improve
their efficiency and reward them for the value they create.
Peer production communities can be “commons-based peer production,” a
phrase coined by Harvard Law professor Yochai Benkler.
18 Sometimes called
social production, also Benkler’s term, this system means that goods and
services are produced outside the bounds of the private sector and are not
“owned” by a corporation or individual. Among the countless examples are the
Linux operating system (owned by no one but now the most important operating
system in the world), Wikipedia (owned by the Wikimedia Foundation), and the
Firefox Web browser (owned by the Mozilla Foundation). Peer production can
also refer to activities in the private sector where peers collaborate socially to
produce something but the good is not socially owned.
Peer production as a business model matters for two reasons. First,
sometimes peers collaborate voluntarily to produce goods and services where a
corporation acts as curator and achieves commercial benefit. Readers create the
content on the Reddit discussion platform, but they don’t own it. Reddit is the
tenth-biggest site in the United States in terms of traffic. Second, companies can
tap into vast pools of external labor. IBM embraced Linux and donated hundreds
of millions of dollars’ worth of software to the Linux community. In doing so,
IBM saved $900 million a year developing its own proprietary systems and created a platform on which it built a multibillion-dollar software and services
business.
Experience shows that long-term sustainability of volunteer communities
can be challenging. In fact, some of the more successful communities have
found ways to compensate members for their hard work. As Steve Wozniak said
to Stewart Brand, “Information should be free, but your time should not.”
In the case of Linux, most of the participants get paid by companies like
IBM or Google to ensure that Linux meets their strategic needs. Linux is still an
example of social production. Benkler told us, “The fact that some developers
are paid by third parties to participate does not change the governance model of
Linux, or the fact that it is socially developed.” This is more than so-called open
innovation that involves cooperation between firms and sharing certain
intellectual property, he said. “There is still substantial social motivation for
many contributors and as such it’s a hybrid model.”
Further, many of these communities are plagued with bad behavior,
incompetence, saboteurs, and trolls—people who sow discord by posting
inflammatory, incorrect, or off-topic messages to disrupt the community.
Reputation in these communities is typically very informal, and there is no
economic incentive for good behavior.
With blockchain technology peers can develop more formal reputations for
effective contributions to the community. To discourage bad behavior, members
could ante up a small amount of money that either increases or decreases based
on contribution. In corporate-owned communities, peers could share in the value
they create and receive payment for their contributions as smart contracts drop
transaction costs and open up the walls of the firm.
Consider Reddit. The community has revolted over centralized control but
still suffers from flippant, abrasive members. Reddit could benefit from moving
to a more distributed model that rewards great contributors. ConsenSys is
already working on a blockchain alternative to Reddit that does just that. By
offering financial incentives, the ConsenSys team thinks it can improve the
quality of Redditlike conversations, without centralized control and censorship.
The Ethereum platform provides incentives, perhaps in real time, to produce
high-quality content and behave civilly while contributing to collective
understanding.
Reddit has a system in place, called Reddit “Gold”—a token that users can
buy and then use to reward people whose contributions they value. The money
from tokens goes to site maintenance. The gold has no intrinsic value to users. So with a real, transferable, blockchain-based coin incentive, Reddit members
could actually begin to get paid for making the site more robust.
Wikipedia, the flagship of social production, could benefit as well. Right
now all persons who edit articles develop an informal reputation based on how
many pieces they have edited and how effective they are, as measured by highly
subjective terms. The Wikipedia community debates constantly over incentive
systems, but administering some kind of financial compensation to seventy
thousand volunteers hasn’t been feasible.
What if Wikipedia went on the blockchain—call it Blockapedia. In addition
to the benefits of entries time-stamped into an immutable ledger, there could be
more formal measures of one’s reputation that could help incent good behavior
and accurate contributions. Sponsors could fund, or all editors could contribute
money to, an escrow account. Each editor could have a reputation linked to the
value of her account. If she tried to corrupt an article, stating for example that
the Holocaust never happened, the value of her deposit would decline, and in
cases of defamation or invasion of privacy, she would lose it and even face civil
or criminal action. The true events of the Second World War could be
established in many ways, for example, by accessing unchangeable facts on the
blockchain or through algorithms that show consensus regarding the truth.
The size of your Blockapedia security deposit could be proportional to your
previous reputation on Wikipedia or similar platforms. If you’re a brand-new
user and have no reputation, you’ll put up a larger security deposit to participate.
If you’ve edited, say, two hundred articles on Wikipedia successfully, your
deposit might be small.
This is not necessarily about moving Wikipedia to a for-hire compensation
model. “It’s simply a case of providing real-world economic gain or loss
depending on the accuracy and veracity of the information you’re providing,”
21
said Dino Mark Angaritis, CEO of the blockchain-based Smartwallet. Defacing
Blockapedia hurts your formal reputation but you also lose money.
But Wikipedia works pretty well right now, right? Not quite. Andrew Lih,
writing in The New York Times, pointed out that, in 2005, there were months
when more than sixty editors were made administrator, a position with special
privileges in editing the English-language edition. In 2015, the site has struggled
to promote even one editor per month. Being a voluntary global organization,
there are internal tensions. Worse, editing content on a mobile device is difficult.
“The pool of potential Wikipedia editors could dry up as the number of mobile
users keeps growing.” Lih concludes that the demise of Wikipedia would be unfortunate. “No effort in history has gotten so much information at so little cost
into the hands of so many—a feat made all the more remarkable by the absence
of profit and owners. In an age of Internet giants, this most selfless of websites is
worth saving.”
Overall, peer production communities are at the heart of new, networked
models of value creation. In most industries, innovation increasingly depends on
dense networks of public and private participants and large pools of talent and
intellectual property that routinely combine to create end products. As IBM
embraced Linux, firms can even tie into self-organizing networks of value
creators like the open source movement to cocreate or peer-produce value.
2. The Rights Creators
During the first generation of the Internet, many creators of intellectual property
did not receive proper compensation for it. Musicians, playwrights, journalists,
photographers, artists, fashion designers, scientists, architects, and engineers all
were beholden to record labels, publishers, galleries, film studios, universities,
and large corporations that insisted these inventors assign their intellectual
property rights to what essentially are large rights management operations in
exchange for less and less of their IP’s value.
Blockchain technology provides a new platform for creators of intellectual
property to get value for it. Consider the digital registry of artwork, including the
certificates of authenticity, condition, and ownership. A new start-up, Ascribe,
enables artists themselves to upload digital art, watermark it as the definitive
version, and transfer it so that, like bitcoin, it moves from one person’s
collection to another’s. That’s huge. The technology solves the intellectual
property world’s equivalent of the double-spend problem better than existing
digital rights management systems, and artists could decide whether, when, and
where they wanted to deploy it.
Meme artist Ronen V said, “Art is a currency. The evolution of art into
digital currency is—no question—the future. And this is a good step.”
Musicians, photographers, designers, illustrators, or other artists whose work
could be digitized and watermarked as a definitive copy could use this
technology to transform their intellectual property into a tradable asset, a limited
edition perhaps customized for a particular fan. Artists and museums can use
Ascribe’s technology to loan pieces to other individuals or institutions.
24
Monegraph offers a similar service: it uses digital watermarks and the cryptography intrinsic to the blockchain for authenticating pieces. Artists simply
upload the art to a page on the Internet and submit the URL to Monegraph. The
firm issues a set of public and private keys, except that the value associated with
the public key is a digital deed to the art rather than bitcoin per se. Monegraph
also tweets a public announcement of the deed, noteworthy because the U.S.
Library of Congress archives public Twitter feeds.
Someone else might try to
claim the URL as his own, but there would already be at least two proofs in the
public record to verify ownership.
Verisart, a Los Angeles–based start-up with bitcoin core developer Peter
Todd as an adviser, has even greater ambitions. Certifying the authenticity and
the condition of a piece of fine art is big business, and one that is largely paper
based and controlled by elite experts with access to restricted databases. Finding
who owns the art, where it’s stored, and in what condition is a real challenge,
even for those who actually know what they’re looking for. Verisart is
combining blockchain technology and standard museum metadata to create a
public database of art and collectibles. This worldwide ledger will serve artists,
collectors, curators, historians, art appraisers, and insurers anywhere in the
world.
By using the bitcoin blockchain, Verisart can confer digital provenance
to any physical work, not just digital art, and users will be able to check a work’s
authenticity, condition, and chain of title from their mobile device before they
participate in an online auction or agree to a sale. “We believe technology can
aid trust and liquidity, especially as more of the $67 billion annual art market
shifts to private sales (peer-to-peer) and online transactions,” founder Robert
Norton told TechCrunch. “The art world is not broken. It just relies too much on
middlemen to ensure trust and liquidity. We believe the advent of a
decentralized worldwide ledger coupled with powerful encryption to mask the
identities of buyer and seller will be attractive to the art world.”
The artist becomes what could be called a “rights monetizer” with the technology making
deals and collecting revenue in real time.
You could apply this same model to other fields as well. In science, a
researcher could publish a paper to a limited audience of peers, as Satoshi
Nakamoto did, and receive reviews and the credibility to publish to a larger
audience, rather than assigning all rights to a scientific journal. The paper might
even be available for free but other scientists could subscribe to a deeper
analysis or threaded discussions with the author about it. She could make her
raw data available or perhaps share data with other scientists as part of a smart contract. If there is a commercial opportunity flowing from the paper, the rights
could all be protected in advance. More on this in chapter 9.
3. Blockchain Cooperatives
The trust protocol supercharges cooperatives—autonomous associations formed
and controlled by people who come together to meet common needs.
“It’s nonsense to call Uber a sharing economy company,” said Harvard
professor Benkler. “Uber has used the availability of mobile technology to create
a business that lowers the cost of transportation for consumers. That’s all it has
done.”
David Ticoll said, “In common English usage, sharing denotes free
exchange—not financial transactions. As in kids’ sharing toys. It’s a shame that
this term has somewhat lost that meaning.” To him, “sharing is the main way
that humans and members of other species have conducted exchanges with one
another for millions of years, beginning with the act of conception itself. While
some Internet companies have facilitated genuine sharing, others have
appropriated and commoditized the social relationships and vocabulary of
sharing.”
Most so-called sharing economy companies are really service aggregators.
They aggregate the willingness of suppliers to sell their excess capacity (cars,
equipment, vacant rooms, handyman skills) through a centralized platform and
then resell them, all while collecting valuable data for further commercial
exploitation.
Companies like Uber have cracked the code for large-scale service
aggregation and distribution. Airbnb competes with hotels on travel
accommodations; Lyft and Uber challenge taxi and limousine companies;
Zipcar, before it was purchased by Avis, challenged traditional car rental
companies with its hip convenience and convenient hourly rentals.
Many of these companies have globalized the merchandising of traditional
local, small-scale services—like bed-and-breakfasts, taxis, and handypersons.
They use digital technologies to tap into so-called underutilized, time-based
resources like real estate (apartment bedrooms), vehicles (between-call taxis),
and people (retirees and capable people who can’t get full-time jobs).
Blockchain technology provides suppliers of these services a means to
collaborate that delivers a greater share of the value to them. For Benkler,
“Blockchain enables people to translate their willingness to work together into a
set of reliable accounting—of rights, assets, deeds, contributions, uses—that
displaces some of what a company like Uber does. So that if drivers want to set up their own Uber and replace Uber with a pure cooperative, blockchain enables
that.” He emphasized the word enable. To him, “There’s a difference between
enabling and moving the world in a new direction.” He said, “People still have to
want to do it, to take the risk of doing it.”
31
So get ready for blockchain Airbnb, blockchain Uber, blockchain Lyft,
blockchain Task Rabbit, and blockchain everything wherever there is an
opportunity for real sharing and for value creation to work together in a
cooperative way and receive most of the value they create.
4. The Metering Economy
Perhaps blockchain technology can take us beyond the sharing economy into a
metering economy where we can rent out and meter the use of our excess
capacity. One problem with the actual sharing economy, where, for example,
home owners agree to share power tools or small farming equipment, fishing
gear, a woodworking shop, garage or parking, and more, was that it was just too
much of a hassle. “There are 80 million power drills in America that are used an
average of 13 minutes,” Airbnb CEO Brian Chesky wrote in The New York
Times. “Does everyone really need their own drill?”
32
The trouble is, most people found it easier and more cost-effective to make
one trip to Home Depot and buy a drill for $14.95 than rent it for $10 from
someone a mile away, making two trips. Wrote Sarah Kessler in Fast Company
magazine: “The Sharing Economy is dead and we killed it.”
33
But with blockchains we can rent our excess capacity for certain
commodities that are pretty much zero hassle—Wi-Fi hot spots, computing
power or storage capacity, the heat generated by our computers, our extra mobile
minutes, even our expertise—without lifting a finger, let alone schlepping to and
from some stranger’s house across the city. When you travel, your Wi-Fi can
rent out itself in your absence, charging fractions of pennies for every second of
usage. Your imagination (and possibly new regulation) is your only limit. Your
subscriptions, physical space, and energy sources can now become sources of
income, metering their use directly to a counterparty and charging them for it
through micropayments. All you need is a decentralized value transfer protocol
to allow them to safely and securely transact with one another. These platforms
instill subsidiary rights in all our assets. You need to decide the extent to which
you want to assign others usage and access rights—even the right to exclude
others from using your assets—and what to charge for those rights. This can work for physical assets too. For example, we’ve heard a lot about
autonomous vehicles. We can build an open transportation network on the
blockchain where owners each have a private encrypted key (number) that lets
them reserve a car. Using the public key infrastructure and existing blockchain
technologies like EtherLock and Airlock, they can unlock and use the car for a
certain amount of time, as specified by the rules of the smart contract—all the
while paying the vehicle (or its owners) in real time for the time and energy that
they use—as metered on a blockchain. Because blockchain technology is
transparent, the group of owners can track who is abiding by their commitments.
Those who aren’t take a reputational hit and eventually lose access altogether.
5. The Platform Builders
Enterprises create platforms when they open up their products and technology
infrastructures to outside individuals or communities that can cocreate value or
new businesses. One type is prosumers, customers who produce.
34
In a dynamic
world of customer innovation, a new generation of producer-consumers
considers the “right to hack” its birthright. Blockchain technology supercharges
prosumption. Nike running shoes could generate and store data on a distributed
ledger that, in turn, Nike and the shoe wearer could monetize as agreed in their
smart contract. Nike could offer a tiny piece of its shares with every pair it sells,
if the customer agrees to activate the smarts in the shoes, or even sync her shoes
to other wearables, such as a heart monitor or glucose level calculator or other
valuable data for Nike.
Some platforms differ from prosumer communities where a company
decides to cocreate products with its customers. With open platforms, a company
offers partners a broader venue for staging new businesses or simply adding
value to the platform.
Now with blockchain technology companies can quickly create platforms
and partner with others to create platforms or utilities for an entire industry.
Robin Chase founded Zipcar (a service aggregator) as well as Buzzcar (users can
share their cars with others), and is now the author of Peers Inc., a lucid book on
the power of peers working together. She told us, “Leveraging the value found in
excess capacity depends on high-quality platforms for participation. These
platforms don’t come cheap. The blockchain excels in providing a standard
common database (open APIs) and standard common contracts. The blockchain
can make platform building cheaper and manageable.” That’s just the beginning.
“Best of all, its common database makes for data transparency and portability: consumers and suppliers can pursue the best terms. They can also cooperate as
peers on the blockchain to create their own platforms, rather than using the
capabilities of traditional companies.”
35
Think of the car of the future itself. It would exist as part of a blockchain-
based network where everyone can share information, and various parts of the
vehicle can do transactions and exchange money. Given such an open platform,
thousands of programmers and niche businesses could customize applications
for your car. Soon such platforms could transform entire industries such as
financial services by settling all kinds of financial transactions and exchanges of
value. A consortium of the largest banks is already working on the idea.
Platforms are the rising tide that lifts all boats.
Wikinomics introduced the concept of ideagoras—emerging marketplaces
for ideas, inventions, and uniquely qualified minds, which enabled companies
like P&G to tap global pools of highly skilled talent more than ten times the size
of its own workforce. Firms use services like InnoCentive and Inno360 to
facilitate holding “Challenges,” “Digital Brainstorms,” and other techniques to
find the right temporary talent outside their boundaries to address critical
business challenges. It’s about using data to find the right talent to hack your
business for the better.
Talent—the uniquely qualified minds to solve problems—can post their
availability to the ledger so that firms can find them. Rather than InnoCentive,
think bInnoCentive. Individuals can cultivate not only a portable identity, but
also a portable résumé (an extended version of their identity) that can provide
appropriate information about them to potential contractors. Think a distributed
skills inventory owned by no one or everyone.
As every business becomes a digital business, the hackathon is an important
form of ideagora. Now with blockchain technology and open source code
repositories, every company could provide venues to geeks and other business
builders for problem solving, innovating, and creation of new business value.
Blockchains and blockchain-based software repositories will fuel such
activity. Companies can now use powerful new programming languages like the
Ethereum blockchain with built-in payment systems. An excerpt from a
conversation on Hacker News: “Imagine how cool it would be if I could share a
guid for my repo—and then your bit client (let’s call it gitcoin, or maybe just bit)
can fetch new commits from a distributed block chain (essentially the git log).
Github is no longer an intermediary or a single point of failure. Private repo?
Don’t share the guid.”
How cool indeed! (Well, maybe you didn’t understand one iota of that little
piece of coolness, but you probably get the idea.)
6. Blockchain Makers
Manufacturing-intensive industries can give rise to planetary ecosystems for
sourcing, designing, and building physical goods, marking a new phase of peer
production. It’s about making it on the blockchain. Just as a modern aircraft has
been described as “a bunch of parts flying in formation,” companies in most
industries are tending to disaggregate into networks of suppliers and partners.
Three-dimensional printing will move manufacturing closer to the user, bringing
new life to mass customization. Soon, data and rights holders can store metadata
about any substance from human cells to powered aluminum on the blockchain,
in turn opening up the limits of corporate manufacturing.
This technology is also a powerful monitor of the provenance of goods and
their movement throughout a supply network. Consider an industry close to all
our hearts (and other body parts)—the food industry. Today your local grocery
store may claim—and truly believe—that its beef is safe, raised humanely, fed
quality ingredients, and given no unnecessary drugs. But it can’t guarantee it. No
one keeps histories of single cows; bad things happen to good bovines. We trust
our hamburger with no means to verify. Usually it makes no difference; billions
and billions keep getting served. But once in a while, we get a glimpse of mad
cow disease.
The food industry could store on the blockchain not just the number of every
steer, but of every cut of meat, potentially linked to its DNA. Three-dimensional
search abilities could enable comprehensive tracking of livestock and poultry so
that users could link an animal’s identity to its history. Using sophisticated (but
relatively simple to use) DNA-based technologies and smart database
management, even the largest meat producers could guarantee quality and safety.
Imagine how these data might expedite lab tests and a community health
response to a crisis.
Knowing how our food was raised or grown is not a radical idea. Our
ancestors bought supplies at local markets or from retailers who sourced
products locally. If they didn’t like how a local rancher treated his cattle, they
didn’t buy his beef. But transportation and refrigeration have estranged us from
our foodstuffs. We’ve lost the values of the old food chain.
We could restore these values. We could lead the world in developing a
modern, industrialized, open food system with down-to-earth family farm values. Transparency lets companies with superior practices differentiate
themselves. The brand could evolve from the marketing notion of a trustmark—
something that customers believe in because it’s familiar—into a relationship
based on transparency. Surely food producers have an appetite for that.
7. The Enterprise Collaborators
Yochai Benkler spoke about how blockchain technology could facilitate peer-to-
peer collaboration within firms, and between firms and peers of all sorts. “I’m
excited about the idea that you have a fully distributed mechanism for
accounting, for actions, and for digital resources across anything; whether it’s
currency, whether it’s social relations and exchange, or whether its an
organization.”
38
Today, commercial collaboration tools are beginning to change the nature of
knowledge work and management inside organizations.
39 Products like Jive,
IBM Connections, Salesforce Chatter, Cisco Quad, Microsoft Yammer, Google
Apps for Work, and Facebook at Work are being used to improve performance
and foster innovation. Social software will become a vital tool for transforming
virtually every part of business operations, from product development to human
resources, marketing, customer service, and sales—in a sense the new operating
system for the twenty-first-century organization.
But there are clear limitations to today’s suites of tools, and the blockchain
takes these technologies to the next level. Existing vendors will either face
disruption or embrace blockchain technologies to deliver much deeper capability
to their customers.
What would a blockchain social network for the firm look like? Think
Facebook for the corporation (or simply an alternative to Facebook for you).
Because several companies are working on this, we can flash-forward a year or
two and here’s what we get:
Every user has a multifaceted wallet, a sort of portal into the decentralized
online world. Think a portable personal profile, a persona or identity that you
own. Unlike your Facebook profile, the wallet has diverse functions and stores
many kinds of personal and professional data and valuables including money. It
is also private to you and you share only what you want. You have pairs of
public-private keys that serve to anchor your persistent digital ID. While
multiple personas can be housed in the wallet for each person or company, let’s
assume that a wallet holds a single canonical persona anchored in a single key pair. A publishing system delivers a stream of information that you or your firm
will happily pay for—a colleague’s patch of new code, a summary of a
conversation with a new client, or—with the client’s permission—a tape
recording of a call, a Twitter feed from a conference that you couldn’t attend,
live stream of a client’s use of your new product, photographs of your
competitors’ booths at an industry expo, a Prezi presentation that seems to be
closing new business, a video how-to of something a colleague just invented,
assistance in completing a patent application, or anything else that you value.
There is advertising, perhaps from third parties or maybe from the HR
department about open enrollment or changes in insurance plans, but you, not
Facebook, get revenue or some reward for paying attention. This is called an
“attention market.” You could receive microcompensation for agreeing to view
or interact with an advertisement, or for feeding back in detail about a new
product pitch, or just about anything else, such as transcribing CAPTCHAs
40 or
scanned documents.
The news stream, publishing system, and the attention market all look
similar, but payments flow differently for each. Said ConsenSys’s Joe Lubin,
“You pay for publishing. Companies pay for your attention. The news stream
has no payment flow. I am happy to read your stream, because I value that social
connection, but I am not going to pay to see a picture of you and your buddies
drinking at a bar, or to read your opinion on the Blue Jays pitching staff.”
41
You also participate in or create topical discussion channels, where you
configure your privacy. Privacy is enhanced in other manners too. For example,
spy agencies can’t conduct traffic analysis because they are unable to discern the
source or destination of messages.
There would also be a nifty mechanism for finding people and feeds that you
might care about. In addition, distributed tools aggregate and present interesting
new people or information for you to follow or friend, possibly using
Facebook’s social graph to help out. Lubin calls this “bootstrapping the
decentralized Web using the pillars of the centralized Web.”
42
Experience shows that value ultimately wins out in the digital age. The
benefits of this distributed model are huge—at least to the users and companies.
The huge resources of social media companies notwithstanding, there is no end
to the richness and functionality that we can develop in such an open source
environment. Compare the power and success of Linux versus proprietary
operating systems. Blockchain technologies ensure security. Your privacy is
completely configurable. No social media company can sell or leak your personal information to government agencies without your permission. If you’re
a dissident in a totalitarian country, no one can track what you have read or said
online. Because you own your data, you can monetize it along with your
attention and efforts. You share in the wealth of big data.
Companies too should be enthusiastic about their employees’ using such
platforms for business. To attract talent, firms need to show integrity and respect
their employees’ security and privacy. More important, as any firm works to
become networked, approaching talent outside its boundaries, they can offer up
such interenterprise collaborative platforms that their partners can trust. Time
will tell.
In summary, these are seven of the emerging business models whereby both
companies large and small can make it “rain on the blockchain.” Overall, the
open networked enterprise shows profound, even radical potential to supercharge
innovation and harness extraordinary capability to create good value for
shareholders, customers, and societies as a whole.
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