Amazon announced this morning that it is launching Amazon One Enterprise, which it describes as “a palm-based identity service for comprehensive and easy-to-use authentication that improves organizational security and helps prevent costly security breaches. The new service enables organizations to provide a fast, convenient, and contactless experience for employees and other authorized users to gain access to physical locations (e.g., data centers, office and residential buildings, airports, hotels and resorts, and educational institutions), as well as digital assets such as restricted software resources (e.g., financial data and HR records).”
Using the technology – which has been deployed to enable payments in Amazon’s retail stores as well as at Whole Foods Markets – allows companies to eliminate “the need for multiple authentication methods, and employees can use their palm to access physical spaces and digital assets,” as well as the “operational overhead associated with the management of traditional enterprise authentication methods, like badges and PINs … Amazon One Enterprise combines palm and vein imagery for biometric matching and delivers an accuracy rate of 99.9999%, which exceeds the accuracy of other biometric alternatives—even more accurate than scanning two irises. The new service’s palm-recognition technology uses advanced artificial intelligence and machine learning to create a palm signature that is associated with identification credentials like a badge, employee ID, or PIN.”
The deployment and licensing of the technology is being managed by Amazon Web Services (AWS).
KC’s View:
As Amazon looks for new revenue streams – while at the same time searching its couch cushions for spare change – the licensing and marketing of its technological advances strikes me as something we’re going to see a lot more of, with things like biometric payments systems, smart carts, and checkout-free technology right at the top of the list.
While leadership says that physical grocery retailing remains an important priority for the company, I think this has limits – a fast buck from licensing may be seen as a lot more attractive than a slow buck from owning stores with proprietary technology.
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