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I’m sure some folks are wondering exactly what this means. Even though I was close to the decision making around this, I believe it is still too early to tell. Personally, I share Marc Canter’s skepticism about Dataportability.org given that so far there’s been a lot of hype but no real meat.

As far as I can tell, Dataportability.org seems like a good forum for various social software vendors to start talking about how we can get to a world where there is actual interoperability between social software applications. I’d like to see real meat fall out of this effort not fluff. One of the representatives Microsoft has chosen is the dev lead from the product team I am on (Inder Sethi) which implies we want technical discussion of protocols and technologies not just feel good jive. We’ll also be sending a product planning/marketing type as well (John Richards) to make sure the end user perspective is also being covered. You can assume that even though I am not on the working group in person, I will be there in spirit since I communicate with both John and Inder on a regular basis.

First and foremost, in the development of DP-related business models I’m seeking win-win solutions for consumers and businesses. As DP goes mainstream there will be proponents and opponents of a slew of different, important, and highly controversial aspects of DP. At the front of the line and at the top of my mind are privacy concerns. I actually think we have a chance to change privacy for the better, gain the (nearly) complete trust of consumers, and at the same time, provide businesses with better opportunities to engage in opt-in, targeted, 1-to-1 marketing. This is the holy-grail of DP IMO and the future of advertising.

This post represents a rough sketch-up of the future of DP and DP business models. It’s not quite the “sharing data between facebook and Myspace” that seems to be all the rage today. But I believe this is a realistic direction in which to head, and I think it makes a lot of sense to develop models that maintain customer privacy while sharing data in every aspect of their lives, not just on and over the Web. Furthermore, these models will help businesses employ next generation advertising that allow them to serve customers to the highest potential of the business.

The core idea of vendor relationship management (VRM) is simple: the more empowered individuals are when it comes to managing and using personal data – including the ability to manage their relationships with vendors – the greater the benefits to both sides.

Meanwhile, new technologies such as infocards (which create a secure “pipeline” for two parties that want to share information online) make it possible for customers to “co-manage” customer databases. Addresses and contact details can be updated in advance, so that organisations do not discover that the change has taken place too late.

Brett McDowell, executive director of Liberty Alliance, expects a high percentage of member companies to seek certification for the VPI standard. “If these programmes are put in place, there is no way this won’t change the way markets work,” he says.

As you might know I attended the London DataPortability Lunch last week and met cool people like Chris Saad, Julian Bond, John Breslin, Tom Morris and others. Among other things we have been discussing the maybe first use case to tackle for Data Portability which is Discovery. As you also might know there was some discussion about how to approach the DataPortability problem space and one of the ideas which came out of that was my idea of dividing it into fields and levels. Now this general discovery use case nevertheless makes much sense because it seems to be a general starting point for every field we might address. So how does it work?

My last column discussed the brand utility supported entertainment model in which content providers and marketers work upstream to create customized complimentary experiences. One option would be to align this model with the open standard objectives of DataPortability.org. Their mission: to gather "existing open standards into a blueprint for a social, open, remixable Web where your online identity, media, contacts and content can follow you wherever you go."

For brands and content creators, that means conversation would truly have to be initiated by the user. The user would own the data, and the brand content offering would have to be valuable enough to warrant an exchange. In essence, brand content would be bought with "data currency."

There are brand enthusiasts who participate in campaigns on an ongoing basis. Yet each time they return, these fans must register and sign-up for the full experience. If the brand were to embrace technologies such as OpenID, not only would it provide their fans access to cross-promotional properties around that campaign, it would also provide easy access to all future campaigns. And with future potential of data portability, people could take those experiences with them, introducing content to friends and hopefully igniting passionate new fans.

Caring is sharing, people, especially when it comes to your personal data. Leading developers from important social-network sites joining a "data-portability" advocacy group doesn't represent history in the making. It's a marketing campaign to make everyone feel sickly sweet, knowing that these websites are so concerned about our information. Like the Care Bears, by signing on to the DataPortability Working Group, top coders like Brad Fitzpatrick, Dave Recordon, and Ben Ling have joined forces to form a group which we can only call by one name. Presenting: The Share Bears!

However, the overall value of these companies is still largely based on growth potential, which now seems shaky. Microsoft's investment in Facebook valued the company at a massive $15 billion. But in November, Twitter refused to be bought by Facebook for a reported $500 million of its stocks plus some cash.

Chris Alden, chairman and CEO of Six Apart, says that there simply isn't enough capital in the current market to sustain so many social-networking companies. "You'll see more consolidation in the next year or two," he predicts.

In October, the third most popular social-networking site, Hi5, announced that it would cut between 10 and 15 percent of its staff. And in November, the business-focused networking sites LinkedIn and Jive said that they would slash their workforces by 10 and 40 percent, respectively.