Divided we fall, distributed we stand the professional accountant’s guide to distributed ledgers and blockchain

Divided we fall,
distributed
we stand
The professional accountant’s
guide to distributed ledgers
and blockchain

This report examines
distributed ledgers and
blockchain. It introduces
the concept and relates
it to the needs of
professional accountants.
© The Association of Chartered Certified Accountants
April 2017
About ACCA
ACCA (the Association of Chartered Certified Accountants)
is the global body for professional accountants. It offers
business relevant, first-choice qualifications to people of
application, ability and ambition around the world who seek
a rewarding career in accountancy, finance and management.
ACCA supports its 188,000 members and 480,000 students
in 178 countries, helping them to develop successful careers
in accounting and business, with the skills required by
employers. ACCA works through a network of 100 offices
and centres and more than 7,110 Approved Employers
worldwide, who provide high standards of employee learning
and development. Through its public interest remit, ACCA
promotes appropriate regulation of accounting and conducts
relevant research to ensure accountancy continues to grow in
reputation and influence.
Founded in 1904, ACCA has consistently held unique core
values: opportunity, diversity, innovation, integrity and
accountability. It believes that accountants bring value to
economies in all stages of development and seek to develop
capacity in the profession and encourage the adoption of
global standards. ACCA’s core values are aligned to the
needs of employers in all sectors and it ensures that, through
its range of qualifications, it prepares accountants for
business. ACCA seeks to open up the profession to people
of all backgrounds and remove artificial barriers, innovating
its qualifications and delivery to meet the diverse needs of
trainee professionals and their employers.
In June 2016 ACCA formed a strategic alliance with
Chartered Accountants Australia and New Zealand (CA ANZ).
The alliance represents the voice of 788,000 members and
future professional accountants around the world, who share
the commitment to uphold the highest ethical, professional
and technical standards.
More information is available at: www.accaglobal.com
ABOUT THE AUTHOR
Narayanan Vaidyanathan is head of
technology insight. He has a global remit
and leads research initiatives across a range
of areas. He represents ACCA on various
government, industry and academic forums.

Contents
Foreword...................................................................................................... 4
Executive summary....................................................................................... 5
Report structure........................................................................................... 7
1. Introduction to concept........................................................................... 8
1.1 The basics – the clue is in the name...............................................................8
1.2 The network effect.........................................................................................11
1.3 Quick reality check.........................................................................................11
1.4 Things we want to know but don’t ask.........................................................12
1.5 Cooperating to drive win-win outcomes......................................................17
2. Commercial applications for distributed ledgers................................... 19
2.1 Solving the right problem.............................................................................19
2.2 Distributed ledgers in action.........................................................................19
3. Distributed ledgers and professional accountants.................................. 23
3.1 Starting with the present...............................................................................23
3.2 Looking ahead................................................................................................25
3.3 So where does all this leave the accountant?..............................................31
Conclusion.................................................................................................. 33
Appendices................................................................................................. 34
Glossary...................................................................................................... 36
Acknowledgments...................................................................................... 37

Technology has a profound impact on
how we live, and a key aspect of this
impact has been an increase in the level
of connectedness within society. This
connectedness stems from being able to
share information in real-time, an ability
created by the internet.
There now appears to be the possibility
for another step-change in the impact of
technology as a result of what has been
called the ‘internet of value’. The ability
to track and transfer value (such as money
or assets) in a secure real-time way, similar
to information transfer today, could
fundamentally alter the way we live and
transact with one another.
The underlying technology to enable this
– referred to as distributed ledgers or
blockchain – is at the heart of these
developments. It could change not just
individual organisations, but entire
industries and their supply chains. And in
doing so, it offers the potential to transform
existing business models and the skills
relevant to delivering them. It is therefore
important that professional accountants
understand these developments and the
nature of the impact on their roles.
ACCA is committed to developing
professional accountants the world needs.
This refers not just to the needs of today,
but also to anticipating and planning for
the profession of the future. Accordingly,
our approach is to look ahead and engage
pro-actively with key trends that could shape
tomorrow’s world. This report on distributed
ledgers has been produced in this spirit.
We are delighted to add to the
understanding in this area, and to
complement the work of others like our
strategic alliance partner, Chartered
Accountants Australia and New Zealand,
who are also striving to improve awareness
of this important topic across our profession.
Helen Brand OBE
Chief executive
ACCA
Foreword 4

This report explores the concept of
distributed ledgers, also often referred to as
blockchain. The primary target audience for
this report is the community of professional
accountants, but anyone seeking an
introduction to this topic (particularly if
they are not a technology professional)
may find it relevant to their needs.
A distributed or shared ledger is a digital
database of records. These records contain
information relevant to a group of
participants within a network. For example,
the value of assets they hold, details of
ownership, information about transactions
between participants or anything else that
can be represented within a digital register.
In a distributed ledger all participants are
looking at a common view of the records.
This is in contrast to a typical situation
currently where participants (for example,
in different organisations) are looking at
different databases that are independently
managed and updated.
When a change or update to any
participant’s record is confirmed, the
technology ensures that the view seen by
each participant in the network
synchronises to reflect the latest update.
This is a peer-to-peer network where the
participants are themselves responsible for
the validation of records – without the use
of a central authority for this purpose. So if
the majority of participants agree that an
update has been correctly validated, that
becomes the basis for the updated entry
to be added to the ledger.
The network itself may be public or
private. A public network offers an open
permissionless invitation for anyone to
join. This provides a mechanism by which
complete strangers can trust the shared
information they see in the ledger.
On the other hand, a private or closed
permissioned network enforces a
membership process for participants.
Executive summary 5
This report explores the concept
of distributed ledgers, also
often referred to as blockchain.

If the dominant requirement in the
network is speed or more effective
regulatory compliance, then the cost
and effort of establishing trust between
strangers is not relevant, and private
network technologies may be preferred.
Bitcoin blockchain is a public network
ledger where transactions are grouped into
blocks and validated through mathematical
techniques (such as encryption and
hashing). The underlying governance is
handled by a consensus algorithm that
verifies and confirms that a block contains
valid transaction information and can be
added to the existing chain of blocks. A
linear chain of blocks containing
transactions creates a single view of the
truth, capturing the details and sequence
of transactions as they occur.
Distributed ledger technology (DLT) refers
to technologies built primarily to suit the
needs of private permissioned networks. It
shares the characteristics of a digital record
without a central validator, and where the
ledger is replicated across different
participants. These participants have been
selected to enter the group and share the
ledger: for example, a network of banks
that have all agreed to common terms and
conditions for using the shared ledger.
Also, some participants may have been
appointed to hold specific pre-agreed
roles (such as validation) within the
network. DLTs are typically designed to be
faster than public network shared ledgers.
The Hyperledger project is working on
creating a collaborative, open source
platform for DLT to support business
transactions and create enterprise-relevant
ledger solutions.
As DLT matures, the shared ledger’s
common view of records and transparency
of transaction history could reduce
reconciliation across different databases
and drive significant efficiencies. Business
processes that are characterised by
inefficiencies (eg trade finance), or exist
because of a lack of trust (eg Know Your
Customer requirements in financial services)
or poor supply chain visibility (eg for global
garment supply chains) are all key areas for
distributed ledger applications.
It will take time to gauge the impact of
distributed ledgers on overall revenues for
accountancy firms. But the most likely effects
on the revenue mix may be clear sooner.
There may be a gradual move away from
low-margin activities (for example,
transaction checking) towards a greater
emphasis on higher-margin work (for
example, interpreting technical accounting
policy to a given situation). Over time, this
may affect the revenue model, with greater
emphasis on paying for expertise and
advice (outputs-based rate card) rather than
for time (inputs-based, per hour billing).
Whether this evolution in revenue mix
occurs or not depends on the ability of
distributed ledgers to achieve large scale
and mainstream adoption. Views on this
vary but, one way or another, it is
anticipated that over the course of the
next five years the answer will become
clear. If it looks likely that the revenue mix
will evolve, then accountancy firms may
want to evaluate their structure and
organise themselves differently to prepare
for the future.
This might involve providing those
offerings with potential to be standardised
and automated (eg data collection, records
checking, bookkeeping or exceptions
reporting) via a platform interface such as
an accounting-as-a-service offer.
In addition, the professional accountant of
the future will need a forward-looking
outlook and skills and abilities that are well
rounded, resilient and adaptable to changes
in the business environment. For example,
there may well be new areas of knowledge
that need to be better understood, such as
how to measure and account for value as
assets transfer via a distributed ledger from
one owner to another.
Blockchain presents new areas for analysis
and consideration, and the sooner
professional accountants increase their
awareness, the better prepared they will be
to engage with it.
6Divided we fall, distributed we stand
The professional accountant’s guide
to distributed ledgers and blockchain
Executive summary
Blockchain presents
new areas for analysis
and consideration, and
the sooner professional
accountants increase
their awareness, the
better prepared they will
be to engage with it.

This report comprises three main sections:
1. Introduction to concept
2. Commercial applications for distributed ledgers
3. Distributed ledgers and professional accountants
The report complements a recent report from ACCA’s strategic alliance partner,
Chartered Accountants Australia and New Zealand (The Future of Blockchain:
Applications and Implications of Distributed Ledger Technology).
The aim of this report is to illuminate this area by exploring what a distributed ledger
is, where it might have commercial applications and how it relates to accountancy
and finance professionals.
Report structure
The aim of this report is
to illuminate this area by
exploring what a distributed
ledger is, where it might have
commercial applications and
how it relates to accountancy
and finance professionals.
7

New technologies are allowing us to
reimagine the way we live and interact with
one another. In doing so, they have
brought several new ideas to the fore, each
claiming to be the ‘next big thing’. But
some of these technologies are
establishing themselves as having the
ability to drive significant changes.
One of these is the distributed ledger, also
commonly referred to as ‘blockchain’. This
has the potential to transform the way an
entire ‘eco-system’ of organisations, such
as within a particular industry, is set up. It
challenges assumptions about the ways in
which organisations can share information
and trust each other, while still generating
sustainable economic returns. And in doing
so, the distributed ledger is crossing over
from a topic of discussion among
technologists to one that is familiar to a
generalist or business audience.
Around the world, governments,
technology providers and businesses are
evaluating what distributed ledgers might
mean for them. As part of this, the
accountancy profession will also need to
understand fully the implications of this
technology, and many are on the journey
to doing so.
1.1 THE BASICS – THE CLUE IS IN
THE NAME
The headline words, namely ledger and
distributed, are a good place to start.
1.1.1 Ledger
Unsurprisingly, a distributed ledger is in
fact what a ledger normally is: a database
of records which, in this case, is held in a
digitised format. Participants can view
records and contribute information to
update these records.
1. Introduction to concept 8
Around the world, governments,
technology providers and
businesses are evaluating what
distributed ledgers might mean
for them. As part of this, the
accountancy profession will also
need to understand fully the
implications of this technology,
and many are on the journey
to doing so.

The concept is that of a shared system of
records that the participants can see, and
where the technology ensures that all
copies are kept updated and synchronised.
In this type of ledger, doing a transaction
and recording it are combined into a single
view of an event.
In current systems this is not the case.
When selling shares, for example, one
database records the transaction details
as the transaction occurs. These details
are then manually re-entered into a
second database that is responsible for
‘settlement’. Settlement is the process
by which transaction details are checked,
after which shares are transferred and
monies exchanged.
The above involves manually re-entering
the same information, checking between
multiple databases and, where there
are differences due to human error or
delays in updating a database, a
reconciliation process. When scaled up,
these factors introduce material amounts
of inefficiency. In the case of shares this
can mean several days of delay before
transactions are settled.
By combining the actual transaction with
the record of the transaction, distributed
ledgers bring significant efficiencies.
1.1.2 Distributed
‘Distributed’ (or ‘shared’) is another way
of saying that all the participants in the
network can see the same set of ledger
records at any given time. So if thousands
of people are looking at the records in a
distributed ledger from their individual
personal computers, they will all see exactly
the same account balances and positions.
Now, if one of them makes any change to
this distributed ledger, say by selling some
assets to another participant in this
network, that change gets updated in
everyone’s view of the ledger. The common
view that they all see is preserved. This
common view is distributed across the
thousands of people sharing the ledger, ie
they are looking at a localised copy of the
common view on their machine.
To examine this a bit more, let’s assume a
simple world with only two banks and two
customers, with transactions between
them as shown in Figure 1.1.
By combining the actual
transaction with the
record of the transaction,
distributed ledgers bring
significant efficiencies.
Figure 1.1: A simple world with two banks and two customers
Bank 1 (B1)
Bank 2 (B2)
B1borrows
£1mfromB2
B1 lends £250k to C1
B2 receives deposit of £500k from C2
B2 lends £150k to C1B1 receives deposit
of £750k from
C2
Customer 1 (C1)
Customer 2 (C2)
Borrowing or lending relationship between the two counterparties

The existing method for representing this
system would be for each organisation to
record the transactions, from its
perspective, within its database as shown in
Figure 1.2. This creates a total of 10 records
across the system. The multiple records for
the same transaction held in different
databases need to be agreed upon, and
reconciled where there are differences,
before further transactions can occur.
Let’s assume now that, instead of each
participant using its own database, all
participants use a common database. This
would involve the creation of a common
record that captures all the transactions
within the system; a representation of this
is shown in Figure 1.3. This would mean
that a change or update for any
participant’s transaction would be reflected
in this one common record and the view of
the ledger seen by all participants would
be synchronised to reflect this update.
In the current approach participants in
different organisations (or, indeed,
different departments in the same
organisation) may use different systems,
often resulting in reconciliation breaks
between them. These could be due to a
time lag in recording information between
the systems or just human error linked to
multiple data entry points.
On the other hand, if a participant makes
an update in a distributed ledger, the new
information is validated using the
technology and then added to the ledger,
with everyone’s localised copy of the
record getting updated at that point.
If a participant
makes an update in
a distributed ledger,
the new information
is validated using the
technology and then
added to the ledger, with
everyone’s localised copy
of the record getting
updated at that point.
Figure 1.2: Separate records in each of the organisations
Figure 1.3: A common view of transactions
Ledger: Bank 1
Counterparty: B2 C1 C2
I am owed (I owe): (£1m) £250k (£750k)
Ledger: Bank 2
Counterparty: B1 C1 C2
I am owed (I owe): (£1m) £150k (£500k)
Ledger: Customer 1
Counterparty: B1 B2 C2
I am owed (I owe): (£250k) (£150k)
Ledger: Customer 2
Counterparty: B1 B2 C1
I am owed (I owe): £750k £500k
3 records
2 records
3 records
2 records
10 records across
the system
Distributed ledger
Debtor Creditor Amount
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
5 records across
the system
Distributed ledger
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
5 records across
the system
Distributed ledger
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
Distributed ledger
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
Distributed ledger
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
Distributed ledger
B1 B2 £1m
C1 B1 £250k
C2 B1 £750k
C1 B2 £150k
B2 C2 £500k
Bank 1 Bank 2
Customer 1 Customer 2

1.2 THE NETWORK EFFECT
At its heart, a distributed ledger is about
connecting participants, via a network, to
transact more effectively. There are in
principle, two options1
for this network.
1.2.1 Public network
A ‘public’ network offers an open,
permissionless invitation for anyone to join.
If the dominant requirement is a trust
mechanism between strangers who know
nothing about each other, then a public
network may be the way to go. For digital
or crypto-currencies such as bitcoin this as
an enabler for driving greater adoption
globally, with more people being able to
make purchases with these currencies.
1.2.2 Private network
A ‘private’ network, also sometimes called
‘closed’ or ‘permissioned’, enforces a
membership process for participants. If
participants are pre-selected, and the
dominant requirement is speed or more
effective regulatory compliance, then the
cost and effort of establishing trust
between strangers may not be as relevant.
For example, a group of banks that have
extensive contracts in place may not need
to vet each other before each transaction
as if they were total strangers. But these
banks may benefit from being on a network
that allows them to agree balances and
transact faster. They may also be governed
by a common regulator, who may use a
distributed ledger to monitor, for example,
the concentration of risk across banks and
its potential systemic impact.
1.2.3 Majority consensus
Whichever type of network is chosen, a
common feature is the ‘peer-to-peer’
checking of records. The agreement of the
majority of network participants is required
before a record can be added or changed.
The consensus mechanism also defines the
governance, performance and security of
the blockchain, replacing the role of a
single designated central authority (such as
the clearing houses that perform checks
before shares are transferred and monies
paid) for validating transactions.
A traditional double-entry system ensures
internal consistency within an organisation,
so that if its books balance (eg an increase
in loan liabilities is matched by increase
in cash assets) it has confidence in the
entries. But as transactions occur it is
easy for the view of the transactions
across organisations to become out of
sync with each other.
Distributed ledgers allow external
consistency across organisations. If an entry
is validated on the ledger, the view of all
participants in the network synchronises to
reflect this entry. So rather than just an
individual organisation having confidence
in the entry, all users of the distributed
ledger have confidence. This is a so-called
‘triple-entry’ system.
1.3 QUICK REALITY CHECK
1.3.1 Data privacy
In the earlier example (Figures 1.1, 1.2
and 1.3), Bank 1 would typically face legal
restrictions on allowing Customer 1 to see
the bank’s transactions with Customer 2,
and vice-versa. The permissioned
distributed ledger has mechanisms in place
to ensure that users can only see data that
they are authorised to see, or that
transactions can be viewed without the
identities of the participants being shown,
providing extra assurance. So a common
shared ledger doesn’t necessarily mean
that everyone can see every detail; controls
can be put in place if needed.
1.3.2 Human error and fraud
Distributed ledgers can significantly
reduce, but not completely remove, human
error or fraud: the technological
architecture of the ledger makes fraud and
error difficult.
The consensus mechanism has
safeguards to prevent either collusion
between participants or the acquisition of
too much influence by a single participant
within the network.2
The validation of
transactions by majority consensus makes
it difficult for a rogue actor to single-
handedly disrupt the network.
At its heart,
a distributed ledger
is about connecting
participants, via a
network, to transact
more effectively.
1 Hybrids of public and private distributed ledgers are also being explored by the industry.
2 Proof of Stake consensus is based on economic investment, the consensus also limits too much economic power from building in up in one node (see section 1.5.1 below
for more on nodes). Byzantine Fault Tolerance is a parallel consensus for detecting participants (nodes) misbehaving.

The use of encryption, a mathematical
technique that allows for a secure digital
signature, checks that a transaction was in
fact between the stated buyer and seller
and for the amounts involved.
1.3.3 Accountability
Records are shared among network
participants and co-owned by them; this is
similar to a model of mutual ownership.
Since these mutual distributed ledgers are
owned by all participants, questions can
arise about accountability in the case of
fraud or human error.3
There is a certain level of accountability
inherent to the concept of a distributed
ledger. For example, changes to a
consensus mechanism in any ledger would
need to be voted upon. Parties cannot
enforce changes to the underlying source
code. They cannot secretly add a new
version without everyone’s knowledge and
agreement. Consensus is therefore a pillar
that supports governance, assurance,
privacy, security and performance.
Therefore any regulation from
governments needs to consider the
balance of priorities carefully. On the one
hand is the priority of legal certainty and
protection in an area where issues are not
well understood by all. On the other, there
is the additional regulatory burden that
could affect innovation at a time when
appetite for adoption is increasing.
1.4 THINGS WE WANT TO KNOW BUT
DON’T ASK
1.4.1 Bitcoin, blockchain and distributed
ledgers: what’s the connection?
Bitcoin is a cryptocurrency, so unlike a
traditional (‘fiat’) currency, its supply is not
controlled by a national government. It
operates on a digital peer-to-peer basis.
Encryption tools are used to ensure that
the bitcoin transfer occurs between the
designated source and recipient address.
Also, when bitcoin transfers occur they use
balances from individual transactions, and
do not net-off balances across transactions
into a single balance.
Suppose A has five bitcoins (5 BTC)
obtained from C in a previous transaction.
A needs to send 4 BTC to B. Rather than
splitting its balance obtained from C, the
transaction occurs in two parts: A’s balance
of 5BTC is sent across the network
(retaining its link to the 5 BTC obtained
from C), and of this 4 BTC are credited as a
transaction from A to B while 1 BTC is
re-credited back to A.
The bitcoin blockchain is the underlying
technology that provides a transparent
view of bitcoin transactions as they pass
from one network participant to another.
Hence bitcoin has become a well-known
example of a ledger record that provides a
reliable permanent view of transactions –
characteristics that are the basis of all
distributed ledgers.
Bitcoin is a
cryptocurrency,
so unlike a traditional
(‘fiat’) currency,
its supply is not
controlled by a
national government
3 M. Mainelli and S. Mills, The Missing Links In The Chains?, November 2016.
ENCRYPTION IN THE BITCOIN BLOCKCHAIN
This is based on an idea called public key cryptography. A user in the bitcoin
network has an address with associated public and private keys. As the names
suggest, the public key is visible to everyone, while the private key is known only to
that user. The public key is used for encryption while the private key is used for
decryption. Let’s assume user 1 wishes to pay (ie transfer) bitcoins to user 2.
User 1 generates a coded message with user 2‘s public key and sends this to user 2
to inform them that bitcoins are to be transferred. User 2 uses their private key to
decrypt this coded message. User 2 can check that it was indeed user 1 that sent the
message with the help of user 1’s public key. In effect, the public keys ensure that
the transfer happened from the correct source and went to the correct destination.
The private keys ensure that only the authorised person (user 1) associated with
that source address can spend the money, and the authorised recipient (user 2)
associated with that destination address can access (‘receive’) the money.

This technology checks that transactions
are genuine by referencing previous
transactions and grouping them into
‘blocks’. These blocks then get added to a
‘chain’ of successive events to create the
single, accurate view of the full list and
sequence of transactions for all network
participants to date.
A block contains a summary of the
transactions, including time stamps
showing when they occurred, a link to the
block immediately preceding it and proof
of the validation that was used to create
the block. This creates the ‘chain of blocks’
that has given rise to the term blockchain.
So, a distributed ledger is a mechanism for
reliably recording and tracking
transactions, assets or other information in
a digitised format in a way that is shared
between participants. Distributed ledger
technology (DLT) generally refers to the
application of this technology to suit the
needs of private permissioned networks.
Blockchain is a technology used to create a
distributed ledger (using chains of blocks),
though the two terms are often used
interchangeably in common usage. Bitcoin
is a cryptocurrency that uses a distributed
ledger, in this case the bitcoin blockchain,
to record bitcoin transactions in an open
and transparent way, using chains of blocks.
1.4.2 Do transactions stay on the
blockchain for ever?
‘Immutability’ refers to the inability to
remove or amend transactions once they’ve
gone through the process of validation,
achieved majority consensus, and been
added to a block that is part of the chain of
blocks that constitute the shared ledger.
Once an entry has been created in the
ledger, it cannot be removed or changed in
any way. This means that the ledger provides
an uncorrupted view of all entries recorded
by participants from when the ledger was
first created – a perfect audit trail.
As a corollary, if a transaction is incorrect,
it cannot be amended; instead a new
reversing transaction in the opposite
direction must be entered to cancel it out.
Immutability is indispensable in the public
network environment, where the lack of
trust means it is highly valuable for records
to be absolutely unchangeable. Trust is
achieved in an environment where
participants have separate economic
interests yet want to ensure that the value
and integrity of the blockchain is protected.
Against this, it does bring into question the
practicality of storing infinitely increasing
amounts of data that cannot be removed. In
the bitcoin blockchain, for example, there is
a 1MB block size that can house about 1500
A block contains
a summary of the
transactions, including
time stamps showing
when they occurred,
a link to the block
immediately preceding
it and proof of the
validation that was used
to create the block.

transactions, with signatures taking a large
amount of space. Therefore distributed
archiving solutions are being developed
which may mean that all the data doesn’t
need to be held in the primary storage area.
While the above storage issues relate more
to public networks, some question whether,
within private permissioned networks,
there are some circumstances where
immutability may need to be suspended.
This might occur in regulated industries
such as banking, where there may be a
need to amend transaction errors rather
than leaving them permanently on the
network. This may involve a mechanism for
amending records, albeit one that leaves
permanent evidence (a record) of this
action. Like many things in this area, these
are ideas being tested and refined, and in
time the situation will become clearer.
1.4.3 What’s the barrier to tampering
with transactions on the blockchain?
The answer depends to some extent on the
architecture of a given distributed ledger.
For the sake of specificity, the account below
is based on the bitcoin blockchain, though
other ledgers will have similar protections.
For a block of transactions to be
successfully added to the chain it needs to
be validated by solving a computationally
intensive mathematical puzzle (hashing
algorithm). The level of processing power
needed makes it an investment in time and
considerable amounts of electricity to
power the computers needed for the task.
Also the answer to the puzzle changes if
the contents of the block are altered. The
difficulty of the hashing process serves as
an effective deterrence to tampering.
After the puzzle is solved,4
the participant
who achieved this presents evidence of this
to the network, and the majority of
participants must agree through a process
of network voting that it was correctly
solved. At this point, the block joins as a
validated part of the chain.
Now, suppose someone wanted to go
back and change the transactions inside
one of the blocks in the chain. Since the
contents of the block have changed, the
answer to the puzzle has also changed. So
they need to expend computation power
to solve the puzzle all over again. There are
mechanisms5
for detecting suspect
behaviour and warning the network.
Furthermore, as mentioned earlier (1.4.1),
each block contains a reference to the
previous block. This means that the next
block following the tampered block
contains a reference to the tampered
block. This in turn means that the contents
of this next block have also now changed.
For a block of
transactions to be
successfully added to
the chain it needs to
be validated by solving
a computationally
intensive mathematical
puzzle.
4 Referred to as ‘Proof-of-Work’.
5 Known as ‘Byzantine Fault Tolerance’.
VALIDATING BLOCKS IN THE BITCOIN BLOCKCHAIN
The process, called proof-of-work, is based on a ‘hash’, which is an algorithm (ie a
computer program) that can convert any sequence of characters (bitcoin
transactions, land title, share certificates, or indeed anything else) into a string of 64
letters or numbers. Any change, however small, in the details of any of the inputs
will cause the algorithm to create a completely different string after hashing.
The hash of previously validated blocks is publicly visible on the blockchain. The
hashing algorithm is now applied to a sequence of characters comprising three
elements: the hash of the immediately previous block in the chain, the transactions
in the current block and a randomly chosen number. This results in a string that is
the hash of the current block and which is then visible to the network. Validation
happens when a participant in the network called a ‘miner’ solves the puzzle of
guessing what that random number is.
Strange as this process may seem, there is a rationale for it. The probability of
guessing the correct random number is very low owing to the large number of
permutations. The only way is to use brute computing power, to repeatedly try
numbers through trial and error. This need for computing power forces the miner to
do some ‘work’ before they are allowed to validate a block; and it acts as a
deterrent for those wanting to interfere with the network.

Therefore the puzzle solution used for
validating the next block has changed
– and the rogue actor must expend more
computing power to also re-solve the
puzzle for the next block.
In fact this logic applies for all blocks
following the tampered block. So to
tamper with a block a rogue actor would
need enough computing power not just to
resolve the puzzle for the tampered block,
but for all blocks that followed it as well.
1.4.4 If it is like a database, am I viewing
the underlying data?
It was mentioned (section 1.3) that controls
can be put in place so that one can view a
record only if one is authorised to do so.
But what does ‘viewing a record’ actually
refer to?
The blockchain technology might allow
participants to record and track the
movement of assets, for example the title
deed for a property as it gets bought and
sold. But the deed itself is not held on the
blockchain. Rather, the ledger holds a
string of characters.
This string is a mix of alphabets and
numbers that is created by applying a
piece of code to a set of information that
includes the contents of the deed. This
string is now linked to that particular title
deed as of that point in time.
At a future point in time, one might check
the authenticity of a deed by presenting it
to the ledger and checking that the
generated string is the same as the original
string associated with the title deed when
it was added to the ledger.
The Swedish land registry has been
working towards putting all its real estate
transactions on a distributed ledger. Once
a contract is made between buyer and
seller, it could be put in a shared ledger
and viewed by all concerned parties, such
as the buyer, seller, government and estate
agents, depending on their level of access.
It is important to note here that there is
nothing in the code creation process to
allow access to the contents of the title
deed itself. This validation occurs
independently of being able to look at the
underlying document. This is valuable in
business scenarios where third parties need
to assess risk without breaching data privacy.
1.4.5 Is it possible to mount a
cyberattack on a blockchain?
Yes, as mentioned (1.3.2) fraud is possible; in
addition, a cyberattack cannot be ruled out.
Like any technology, distributed ledgers
have a design – and that design will have
points of weakness which unscrupulous
attackers could try to exploit. Sybil attacks
(identity theft) and distributed denial of
service (DDoS), which can overwhelm a
network and disrupt genuine transactions,
are all threats to be considered.
The precise way in which this happens will
depend on the design, and to build on
observations to prevent tampering (1.4.3)
let’s look further at the example of the
bitcoin blockchain.
Block validation depends on expending
computing power to solve a puzzle, an
exercise carried out by participants in the
network called ‘miners’. To tamper with
blocks, the amount of computing power
required to change a block and all blocks
following it is a barrier for an individual
rogue actor. But what if lots of actors join
together to pool their computing power?
There are safeguards in the system to make
this difficult, with the consensus
mechanism that sits on the nodes (see
1.5.1 below) being designed to prevent
this, by detecting nodes that may collude
or work against the wider interests
Historically this was not a great a risk but, as
bitcoin has increased in use, it has become
financially viable for participants to pool
together and invest in large data centres to
increase their joint computation power.
To tamper with blocks,
the amount of computing
power required to change
a block and all blocks
following it is a barrier for
an individual rogue actor.

The impact of this has been to subvert
the decentralised ethos of the bitcoin
network. The system involved an implicit
assumption that the majority of
participants corresponded to the majority
of computing power. But with pooling,
a numerical minority acting in concert
could control the majority of computing
power, and hence control which blocks
get added to the blockchain.
As shown in Figure 1.4, four such groups
controlled over half of the computation
power in the bitcoin blockchain in January
2017. They could collude to introduce fake
transactions into the blockchain since their
joint computing power means they could
overwhelm any opposition. It remains to be
seen whether this would be economically
attractive to them in the longer term as it
could erode value from the network – most
miners hold large values of bitcoins
themselves so it may not be in their best
interests. In any event, so far this risk has not
materialised, but it is theoretically feasible.
1.4.6 What is a smart contract and is it
code or ‘contract’?
A smart contract automatically fulfils
obligations from one party to another
when trigger conditions are met, using a
piece of self-executing code. If both
concerned parties are to trust this code, it
must be accessible to both of them in a
transparent way, with changes made
through procedures agreed between them.
Clearly, this will not be possible if the two
parties hold the information in their
respective databases, each under its
owner’s sole control. This is why smart
contracts have come into prominence now
that the option of a shared ledger view
exists. Generally, different DLTs have their
own version of smart contracts.
The obvious question that arises is: in what
situation would this be useful?
A typical scenario is when there is a trigger
to set off a particular set of actions as part
of a pre-agreed obligation. In the title
deed example previously mentioned, the
distributed ledger allows the authenticity
of the title to be validated, while enabling
access to underlying title documents only
to authorised persons.
This provides a snapshot view, ie who owns
the title to which property as at a given
point in time. Naturally, transactions occur,
and titles change hands. This is where
smart contracts come in. They can use the
distributed ledger infrastructure to assess
veracity of the title, buyer and seller.
Subject to a list of pre-agreed trigger
conditions (eg buyer funds approved,
identification checks), such a contract can
effect a transfer of title from seller to buyer.6
A smart contract
automatically fulfils
obligations from one
party to another when
trigger conditions are
met, using a piece of
self-executing code.
Figure 1.4: Market share of largest mining pools
Source: Blockchain (2017) accessed 25/01/2017. Percentage in the pie chart refers to the proportion of total
computation power that is controlled by a given mining pool.
6 Referred to as ‘Proof-of-Work’.
20%
18%
8%
8%
45%
AntPool, 20%
F2Pool, 18%
BTCC Pool, 8%
BitFury, 8%
Other, 45%

Smart contracts are still at a relatively early
stage, and are being explored across a
spectrum of possibilities. This ranges from
using a piece of code within a contract
purely for effecting payments at
appropriate times, to writing a full contract
entirely in code.
The latter would be what is commonly
understood as a ‘contract’ backed by law.
There are questions to be answered about
the legal enforceability of these proposed
contracts, and this is a tricky aspect that
may take time to be resolved.
In the near-term it may be more feasible to
envisage a situation where the contract
exists within traditional legal jurisdictional
frameworks, with the ‘smart’ element being
restricted to providing payment triggers for
fulfilling the contract at a pre-agreed time.
Therefore as things stand, it may be more
accurate to think of ‘smart contracts’ as
self-executing code rather than contracts in
the legal sense of the word.
1.5 COOPERATING TO DRIVE WIN-WIN
OUTCOMES
Traditional management thinking over
most of the second half of the last century
has focused on what is needed for
organisations to compete effectively in
their markets. Ideas such as garnering
market share and out-performing the
competition, through lower prices or
greater product differentiation, focus on
how an organisation can increase the
percentage of the market that it can
capture for itself.
Technology has shifted this mindset by
increasing the emphasis on enlarging the
market, rather than fighting for a bigger
share of static, or in some industries
declining, sales. Nowhere is this mindset
more in evidence than in the area of
distributed ledgers. The entire concept
of this technology rests on transforming
an eco-system, rather than just an
individual organisation.
This is the network effect discussed in
section 1.2 above. A distributed ledger
can be effective for serving the needs of
an individual organisation (if it is large
and complex enough). But it is likely to
be truly transformative if that organisation
also transacts with other stakeholders –
such as suppliers, customers or maybe
even competitors – on the same shared
ledger. Some take an extreme view:
the whole world could, in theory, be on
one blockchain!
In practice the more likely scenario is that
pools of participants will join together to
form their own distributed ledger on the
basis of shared or complementary interests.
This leads to a world with multiple
distributed ledgers covering different
industries or parties that are linked by a
common set of transactional activities.
Various technologies are being developed
and tested that allow for participants in
one blockchain to be able to transact or
obtain information from participants in a
different one.7
This may be an important
requirement for scalable use, with ideas
such as ‘sidechains’ being developed to
explore this.
Also, to collaborate in a world with multiple
distributed ledgers, it will be important to
establish some level of interoperability, ie
a way of ensuring that these ledgers are
based on common principles so that
developers can build functionality using
the same set of ground rules to enable
scalability. Some examples include Z/Yen’s
software suite, ChainZy, which provides the
base architecture for a range of
applications, and the Hyperledger project
(discussed below).
1.5.1 The Hyperledger project
The Hyperledger project brings together
experts from different organisations and is
attempting to establish a framework for
interoperability and thereby bring a degree
of standardisation to the underlying
architecture of distributed ledgers.8
The entire concept
of this technology
rests on transforming
an eco-system,
rather than just an
individual organisation.
7 Transaction format, block size and token values are different between different chains – all part of the challenge in this area.
8 The standardisation of the underlying architecture will help in the case of permissioned DLTs. Integration of various permissioned and public blockchains will need
meta-chains, for example as suggested by Kwan and Buchman in their paper on Cosmos (2017) and Wood in his paper on Polkadot, 2016 or 2017.

Founded from the open source Linux
community, Hyperledger offers blockchain
options with an integrated tool set called
‘Hyperledger Fabric’ to connect with the
legacy world and create and build a
business network.
As a membership based permissioned
blockchain, the emphasis on the
Hyperledger implementation is the
business transaction, delivering a hierarchy
of roles and actors that support ledger
updates, consensus, events, systems
management, wallet integration and smart
contracts. Tokens can be added or used.
Members have different levels of
participation, but all have access to their
own transactions and keep a copy that is
synchronised by the network, ensuring that
privacy is maintained and identity (which
can remain private) assured. It is a
community-based collaborative
environment that provides industries with
an effective way of working together to
solve industry issues, with certain aspects
of governance exercised through a
centralised authority that certificates
actions, decisions and transaction types.
Hyperledger is a shared system of records
that helps member organisations to
integrate their legacy operations with the
blockchain and start using it; the various
participants may have different roles,
known as nodes, on the blockchain. For
example, a peer node monitors ledger
state, an endorsing peer verifies and
validates transactions and an ordering peer
organises transactions into blocks for entry
to the ledger and communicates with other
nodes. Unlike many other blockchains,
Hyperledger can handle transactions and
messages through different channels, so
improving overall performance.
Hyperledger is also developing a
‘blockchain-as-a-service’ approach which
can help customers create, deploy and
manage blockchain networks, all enabled
through a cloud-based system. This may
over time make blockchain a much more
accessible proposition for a range of
organisations that would find it difficult to
create a blockchain on their own.
Hyperledger is
also developing a
‘blockchain-as-a-service’
approach which can
help customers create,
deploy and manage
blockchain networks,
all enabled through a
cloud-based system.

2.1 SOLVING THE RIGHT PROBLEM
When considering commercial
applications, the starting point is a critical,
unbiased analysis of what the problem is
that needs to be solved and why
distributed ledgers might help. This is
essential to avoid the risk of meddling with
a business process that is already ‘good
enough’ for what is required.
To manage this risk, it is worth considering
the following concerns.
• Fear of missing out: are distributed
ledgers being experimented with
because they are a shiny new tool that
needs to be tried out?
• Fitting the question to the answer:
are distributed ledgers intended to
solve this sort of problem or are they
being force-fitted to do something for
which they were not designed?
• Using a sledgehammer to kill an ant:
it’s the right type of problem but does it
involve enough complexity or scale to
justify use of distributed ledgers or
would a traditional database do the job?
Many potential commercial applications
have been suggested and, in general,
three problem areas are consistently
emerging as the most suitable, as shown in
Figure 2.1: those where there is a deficit in
efficiency, visibility and/or trust, which we
will consider in more detail in section 2.2
below. These areas are not mutually
exclusive, of course, and, in reality, a given
use will overlap across multiple or all
problem areas, even if it is primarily
targeted on one.
2.2 DISTRIBUTED LEDGERS IN ACTION
2.2.1 Efficiency deficit
Industries that involve a large amount of
manual processing, ‘legacy’ systems or have
heavy reliance on outdated and/or offline
modes of working could benefit. One
example is in dealing with trade finance
transactions, as shown in Figure 2.2.
This is a mature area with long-standing
practices. These practices have evolved so
that importers and exporters do not have
to deal with banks in a foreign country and
can therefore avoid the complications of
foreign regulations and of establishing
credit worthiness overseas. The process is
2. Commercial applications for
distributed ledgers
19
When considering commercial
applications, the starting point
is a critical, unbiased analysis
of what the problem is that
needs to be solved and why
distributed ledgers might help.
Figure 2.1: What problem are we trying to solve?
Use
case
Visibility
deficit
Trust deficit
Efficiency
deficit

paper heavy with original documents, even
in today’s digital world, often sent as hard
copy by courier and needing a manual
counter-signature.
It can take one to three weeks for a
transaction to be completed. When scaling
this to the many thousands of importers
and exporters operating in hundreds of
jurisdictions around the world, the result is
a trade finance industry that is incredibly
inefficient for banks.
The industry has evolved in this way to
solve a trust deficit problem between
importers, exporters and overseas banks.
In solving this problem, however, a massive
efficiency deficit problem has been created.
Distributed ledgers allow banks to improve
efficiency levels without compromising
trust. The ledger would contain the contract
between importer and exporter, letter of
credit, shipping receipt and a range of
more detailed paperwork not mentioned in
the simplified example above, such as
regulatory documentation (eg for customs)
and insurance. Multiple parties, such as the
importer, exporter, their banks, shipping
company, regulatory bodies, shipping/port
authorities and other relevant stakeholders,
would be able to access the ledger.
Encryption restricts access to authorised
parties for relevant parts or ‘events’ of the
transaction. For example the event
between the importer and their bank in
creating the letter of credit would not be
visible to the exporter. The latter’s view
would be restricted to the events
pertaining to its receipt of the letter of
credit from its own (ie the exporter’s) bank.
Parties on the ledger achieve consensus
on the digital record of a transaction event
before it gets legitimately added to the
ledger. At the end, in order to fulfil the
transaction (ie make payment to exporter) a
smart contract would trigger the instructions
once certain pre-conditions, such as receipt
of goods by importer, had been met.
Ultimately, banks deal with documents
rather than the underlying goods, and
trustworthy digitised copies of these
documents provide them with the
material they need to establish trust via
shared ledgers.
Distributed ledgers
allow banks to improve
efficiency levels without
compromising trust.
Figure 2.2: Simplified outline of a trade finance transaction
5b. Shipping of goods
Shipping
company
ExporterImporter
Exporter
Bank
Importer
Bank
1. Agree contract
3. LoC
7. All documents
8. Documents check
and payment
2. Apply for Letter
of Credit (LoC)
5a. Document
confirming
goods receipt
4. LoC 9. Payment6. All documents

2.2.2 Visibility deficit
Supply chain visibility refers to the ability to
track goods as they transit through the
various stages of their creation, distribution
and sale. The increasingly global nature of
supply chains means that seeing who is
involved is not always straightforward,
particularly if the supply chain is in a
foreign jurisdiction. Also, with frequent use
of outsourcing and many processes now
handled outside the systems and
processes of a company, it difficult to have
clear evidence of the product’s journey
through the supply chain.
The garment supply chain is a typical
example. In general terms a supply chain
can be expected to involve certain
common actors, namely producers,
suppliers, manufacturers, wholesalers,
retailers and end customers. Taking the
example of a shirt, this could translate to:
the farmer growing the cotton, the cotton
mill that converts raw cotton into thread,
the weaving factory that makes the fabric,
the shirt-making factory that stiches the
fabric into shirts, the garment warehouse
that buys shirts in bulk and the shop that
sells shirts to the general public. It is very
possible, indeed likely, that these
stakeholders will be in different parts of the
world, often with the factory in a low-cost
location, but retailers elsewhere.
A typical mechanism may involve the
integration of shared ledgers with other
technologies such as mobile systems and
the Internet of Things (IoT) in order to
achieve a solution that is user friendly and
practical. As a starting point, in the above
example, cotton farmers might have been
certified by an independent body to confirm
their credentials. This provides the starting
point for involving mobile technology.
Mobile phones are accessible to users in
many parts of the world, including in
low-income9
countries where penetration is
60 mobile subscriptions per 100 people.
So farmers could use mobile devices to
send a text message, which would be used
to generate an entry in the shared ledger.
This could confirm, for example, that a given
numbered consignment of cotton bales
was produced on a given date and sent to
an identified mill for further processing.
These consignments, now logged in the
ledger, would be sent to the cotton mill. As
is always the case with distributed ledgers,
these transaction events are also logged so
there is a record of which mills received
which consignments on which dates.
There is also the potential for an interface
with IoT technology, for example in the
form of smart tags that can be attached to
consignments. As a result, when the cloth
was made from the cotton, it would remain
possible to see which consignments and
farmers it originated from, and where it
had travelled when it left the factory.
Smartphone applications can be used to
scan these smart tags; this gives visibility
of the full supply chain history as stored in
the distributed ledger. This aspect
becomes particularly important as one
goes further down the chain, with various
consignments being sent to different
manufacturing units for the production of
shirts. It is likely that a given shirt will have
cotton contributed from various originating
sources and the smart tag offers a window
into a robust distributed ledger record of
all the events leading up that point.
This immutable record is a valuable
resource and its utility spans the full range
of involved stakeholders, who may value
it for differing reasons. The end customers
may want comfort that the shirt they
purchase is ethically sourced without the
use of child labour. Or a regulatory authority
may want data tracking the cross-border
movement of materials so as to check
taxes or customs payment schedules.
Provenance is a key benefit here. For
perishables, the visibility of supply chain –
sometimes called ‘field to fork’ or ‘field
to shelf’ – is evidence not just of shipping
but also of freedom from tampering.
One global issue concerns counterfeit
products, where governments lose tax
revenue and brands are damaged by
faking, and people are dying because of
dangerous products. Distributed ledgers
may be a useful part of the solution.
Supply chain visibility
refers to the ability to
track goods as they
transit through the
various stages of their
creation, distribution
and sale.
9 World Bank, Mobile Cellular Subscriptions (per 100 People), 2015.

2.2.3 Trust deficit
This goes to the heart of distributed
ledgers as a ‘trust engine’ that can allow
network participants to have confidence in
the information contained in the ledger.
Another example concerns know-your-
customer (KYC) documentation, required
by many regulators. The KYC process exists
because one doesn’t know enough about
the counterparty one is transacting with
and requires further information to
establish trust that it is safe to proceed.
Let’s consider how this works in a simplified
situation within the insurance industry. To
ensure that customers can get advice
about a range of options available in the
market, the industry structure is based on
broker intermediation. So the broker would
request documentation from the customer
to cover the information required (ID
checks, for example) for the KYC process.
The broker then proposes the case to the
underwriter. Because it is the latter that will
take the risk onto its books, it will conduct
its own KYC on same customer. This will be
based on the same information already
obtained by the broker for the same
purpose. In addition, underwriters often use
a reinsurer to transfer risk, and the reinsurer
will then redo the whole KYC process.
Essentially brokers, insurers, and reinsurers
all have to perform KYC on all their
counterparties, both legal entities and
individuals, including third parties who are
due payments under claims.10
This means their each re-doing the same
process, on the same source information,
for the same reason. Clearly, this creates
an inefficient cycle of repeats – all linked
to a regulatory requirement to obtain
the same information. This is a source
of costs and delays, for no real additional
insight into the customer or reduction in
their risk profile.
If all the participants could look at a
secure encrypted common view via a
distributed ledger, as shown in Figure 2.3,
it could potentially reduce the duplication
significantly, reduce costs and free time
for other activities.
The distributed ledger could be used
to record all the customer’s personal
documents and evidence of validation
held by the organisation or by an
outsource service provider. All documents
on the ledger would be encrypted, with
only the customer having the keys, thus
resolving a set of regulatory issues around
privacy and data protection.
The customer could then present the
ledger with an appropriate subset of keys
to the next institution with which they want
to do business. This institution would then
be able to rely on the validation done
initially, eliminating delays, reducing costs
and time spent on KYC procedures overall.
If all the participants
could look at a
secure encrypted
common view via a
distributed ledger, it could
potentially reduce the
duplication significantly,
reduce costs and free
time for other activities.
Figure 2.3: Placing KYC documents in a secure distributed ledger
10 Michael Mainelli and Bernard Manson, Chain Reaction: How Blockchain Might Transform Wholesale Insurance, July 2016.
KYC
documentation
Broker
Insurer
Reinsurer
Customer

3.1 STARTING WITH THE PRESENT
There is an inherently futuristic element to
any discussion about distributed ledgers.
There is, however, also a reality that defines
the current working life of professional
accountants and will be used here as a
starting point when assessing what
distributed ledgers could ‘mean’ to them.
This situation is fast changing and evolving.
So rather than final answers, the aim of the
account below is to provide food for
thought and a more granular understanding.
3.1.1 The auditor11
Completeness The distributed ledger
removes multiple, disjointed internal and
external databases of records that need
reconciling – and should reduce the risk of
inadvertently missing transactions through
timing mismatches or booking errors.
Auditors conduct testing on the basis
that the organisation may not always have
the best intentions. Could a rogue employee
intentionally leave certain entries outside
the ledger to understate liabilities? How
would a distributed ledger remove the need
for the auditor to exercise judgement in
knowing what to look for and how to test for
it, such as by examining related accounts?
Occurrence Use of public and private
encryption keys in the shared ledger
validates both source and destination in a
transaction. Also, new transactions may only
be added if validated by the majority of
users, which may neutralise a rogue actor.
It appears to be relatively difficult,
expensive or otherwise impractical to
unilaterally introduce false transactions
into the network.
Valuation Asset valuations may depend on
a variety of factors, including business and
operating conditions, future expectations
and technology. Valuation is not an exact
science and distributed ledgers do not
appear to be designed to help the auditor
with this sort of analysis. It is not the sort of
calculation that can be trivially derived
from the ledger record of transactions.
Classification and understandability
It may be helpful – from an understandability
point of view – for transaction information
or account balances to be aggregated (to
avoid missing the bigger picture) or
dis-aggregated (to see major risks that
might otherwise get netted off). It is
difficult to specify a way in the code that
allows for this flexibility.
Accuracy Transactions booked in a
transparent manner and without involving
intermediaries could help maintain accuracy,
although human error remains a factor. But
the transparency safeguards should ensure
that everyone can see when there has been
an inaccuracy, and if immutability is
respected the audit trail will be preserved;
a correcting entry is added rather than
removing or changing historical entries.
Nonetheless, the auditor needs to
combine the ledger information with
3. Distributed ledgers and
professional accountants
23
There is an inherently futuristic
element to any discussion about
distributed ledgers. There is,
however, also a reality that
defines the current working
life of professional accountants
and will be used here as a
starting point when assessing
what distributed ledgers could
‘mean’ to them.
Table 3.1: Using distributed ledgers to test audit assertions
11 Refers to the external auditor in the context of conducting a statutory audit.
AUDIT ASSERTION DESCRIPTION POTENTIAL FOR DIRECT BENEFIT FROM
DISTRIBUTED LEDGERS (INDICATIVE VIEW)*
1 Completeness All transactions are recorded in the financial statements √√
2 Occurrence The transactions in the financial statements actually happened √√√
3 Valuation Items in the financial statements have been included at
appropriate amounts
√
4 Classification and
understandability
Financial information is correctly categorised and disclosures are
clearly communicated
√
5 Accuracy Data is recorded at the correct amounts, which are verifiable in
source documents
√√
6 Rights and
obligations
Correctly establishing right to use or dispose of assets as well as
obligations to pay off liabilities
√
7 Cut-off Recording of transactions for the correct accounting period √√√
* More √ indicates greater potential for direct benefit. Excludes indirect benefit where DL might improve data quality in general terms which creates knock-on benefits

policies and generally accepted
accounting principles, such as when testing
accuracy of depreciation amounts.
Rights and obligations The distributed
ledger provides a robust view of ownership,
but it may be less straightforward to
establish the rights and obligations
linked to it.
With third-party warehousing, the inventory
may be flagged as owned, but the
organisation may not have unimpeded
access to the warehouse where it is stored.
On the other hand, with consignment
inventory, the assets may be available for
use by the retailer, but the ownership may
still be with the supplier. Distributed
ledgers do not seem suited for capturing
this type of nuance and interpretation.
Cut-off In the distributed ledger, the digital
record of the transaction is firmly linked to
the transaction itself. In other words, the
record of the transaction and transaction
event itself are triggered simultaneously.
This makes it difficult to envisage a
situation where a transaction that does not
belong to one accounting period can be
included within the records for that period.
3.1.2 The accountant working within
the organisation
Management accounting Distributed
ledgers help transaction-level data to
be compiled, checked or reconciled but
their role in non-financial information
(as required for integrated reporting) or
qualitative commentary on performance
is less clear.
Finance business partnering This requires
the auditor to be the gatekeeper who
views the business from a risk perspective,
but also a business unit staff member who
can contribute insights to help increase
divisional revenues. Building trust in this
context requires superior communication
skills and a high emotional quotient. These
skills are not connected with the type of
transaction management that distributed
ledgers improve.
Regulatory compliance The emerging
area of ‘RegTech’, combining regulation
and technology, may change the current
operating environment, since proof of
compliance requires data from transactions
to be readily available and trustworthy.
Distributed ledgers may give the
regulator a more transparent view of an
organisation’s ability to meet requirements.
Strategy and performance This work is
unlikely to be directly affected but those
involved in it will need to understand
distributed ledgers as they could affect the
business case for certain activities
conducted by the finance function.
Technologies like this, in combination with
others – such as robotic process automation
– may have a significant impact on the
return on investment of the finance function.
3.1.3 The picture so far
These initial explorations suggest that
distributed ledgers increase trust in
transaction data, but that the accountant’s
role involves certain aspects of financial
and organisational performance that are
not solely linked to superior transaction
management and therefore will not be
directly affected by this technology.
Nonetheless, the auditor
needs to combine the
ledger information with
policies and generally
accepted accounting
principles, such as when
testing accuracy of
depreciation amounts.
Table 3.2: Distributed ledgers and the roles of accountants working within an organisation
EXAMPLE ROLE DESCRIPTION POTENTIAL FOR DIRECT BENEFIT FROM
DISTRIBUTED LEDGERS (INDICATIVE VIEW)*
1 Management accounting Preparation and use of financial and non-financial
information
√√
2 Finance business partnering Supporting divisions or business units to deliver
organisational outcomes
√
3 Regulatory compliance Policy and implementation level adherence to regulations
relevant to the organisation’s activities
√√√
4 Strategy and performance Direction setting, and driving organisational performance
to deliver strategy
√
* More √ indicates greater potential for direct benefit. Excludes indirect benefit where DL might improve data quality in general terms which creates knock-on benefits

3.2 LOOKING AHEAD
3.2.1 Why might things be any different?
Volume of data In a world of big data and
the Internet of Things (IoT), the volume of
data that is expected to be generated in
the years ahead is enormous. It represents
a step-change rather than a steady
increase, as is evident from the fivefold
increase in the number of devices
forecasted to be transmitting data in the 10
years from 2015 to 2025 (Figure 3.1).
This increased data will translate into
quadrillions of transactions creating
greater complexity and volume for systems
and databases to handle. This level of
scaling also has the effect of magnifying
inefficiencies. Inefficient processes or
reconciliation requirements are painful
even at current levels of volume – at this
future level of scale it is unclear if current
ways of doing things (even adjusting for
steady improvements in processing power)
would be practical.
Tokenisation A token is a digital
representation of an underlying entity, such
as an asset. It may be used to establish one’s
claim to that asset, and to transfer ownership
of the asset, via the distributed ledger, to a
new owner. Smart contracts could determine
the conditions for the transfer to occur.
Tokens can also be used to associate
fractional ownership of assets such as art,
commodities, financial instruments,
copyright, profit sharing and dividends and
work with several decimal places,12
allowing
value to be syndicated in new ways, and
creating new tradable instruments.
3.2.2. Can distributed ledgers help
with audit?
Immutability Key to audit is the immutable
record of the full list of transactions from
the time they first entered the ledger. The
potential for a comprehensive audit trail
that cannot be tampered with by malicious
actors is appealing. This may reduce the
costs of fraud detection if there is no, or
significantly reduced, need for further
checks on the transaction data.
Sampling This immutable record is likely to
have implications for sampling. The current
process of selecting a representative
sample from within the population of
transactions is necessitated by human
limitations on the time and cost of
reviewing transactions.
With a distributed ledger it is possible to
generate an exceptions report that reviews
all transactions rather than just a selected
sample of them. From a probabilistic point
of view, this is more robust and results in
less uncertainty about the audit conclusions.
Timing In addition, the current audit
process, again because of the time and
effort invested in it, is typically an annual
exercise. Distributed ledgers may make it
possible to conduct more frequent audits
on a quarterly or monthly basis. Taken to
its logical extreme, even a real-time audit
is conceivable.
This could make it practically impossible
for transactions to be adjusted in advance
of audit scrutiny and could present auditors
with exceptions reporting on a continuous
With a distributed ledger
it is possible to generate
an exceptions report that
reviews all transactions
rather than just a
selected sample of them.
Figure 3.1: Internet of Things (IoT) installed number of devices, in billions
12 Bitcoin has eight decimal places, others vary.
Source: IHS *Compounded Average Growth Rate
2015 2020 2025
15.4
30.7
75.4
CAGR* = 17%

year-round basis. This improves the
auditor’s understanding of the business, as
the engagement is no longer based on a
snapshot at a given time of the year. This
can facilitate the ability to spot trends or
future risks proactively.
True and fair view This greater contextual
understanding will increase confidence that
auditors are getting a true and fair picture.
It will also provide time to deepen
understanding of the overall business
model, rather than reducing the audit to a
tick-box compliance exercise. Initiatives
such as the extended audit report are
already laying emphasis on developing this
deeper understanding of the business, and
distributed ledgers might have arrived at
the right time to advance this priority.
3.2.3 Considerations for the
accountancy firm
Any possible future model for the
accountancy firm will depend, at a
minimum, on the business model for
generating revenues, and on the operating
model that determines the processes and
people to realise the business model.
The current business model Audit
revenues are linked to the hours required,
with charge-out rates being calibrated to
reflect experience and skills. This is so
because an audit job involves an identifiable
volume of work based on a well-defined
set of tasks, usually linked to statutory
requirements. This rigorous and defined
set of input activities, as captured in the
audit work papers for that engagement, is
designed to build trust in the output – which
is the view expressed in the audit report.
Since the fee is linked closely to input
activities it has historically made sense to
charge on a time basis with a per-hour
billing rate.
The aim is to reduce risks from unknown-
unknowns within the transaction data. If
auditors know of a risk, they can test for it
and decide whether it is material or not. If
they do not know of it, there is nothing
they can do about it. The rigorous set of
input activities governing the audit process
acts as a mechanism for sweeping up all
possible areas that need to be considered,
and reducing the likelihood of an
unknown-unknown.
The future business model If a distributed
ledger can give a definitive view of the
entire transaction data set rather than a
selected sample, it might be possible to
reduce the risk from unknown-unknowns.
The auditor role may pivot towards non
transaction-management elements requiring
human judgement, business context and
knowledge of technical accounting policy
and of the outputs created by the
application of these elements to specific
questions within the audit, for example the
fair value of assets (Figure 3.2).
The aim is to reduce
risks from unknown-
unknowns within the
transaction data.
Figure 3.2: Business model for accountancy firms: possible direction of travel?
Increasing margin
Basisforrevenue
Outputs
Inputs
Per hour billing
Outputs based
rate card
Future
Current

For the auditor, revenues generated may
be increasingly tied to providing a view in
response to specific questions, which may
vary from assignment to assignment. The
auditor’s role may now be less standardised
and prescriptive across assignments, and
pivot away from checking transaction data.
The auditor may still need to be able to
interrogate or provide some form of
assurance that the outputs of the
technology can be trusted. While the
details will differ, this may not be hugely
different in approach to systems assurance
as currently conducted.
The revenue generated by audit firms
may become increasingly de-linked from
a standardised prescriptive list of input
activities and the time and effort they
take. And move towards a more outputs
based approach.
Over time, this might increase the
proportion of revenues linked to an outputs
rate card, rather than a per-hour billing rate.
The outputs might be achieved in a range
of situations – anything from a technical
accounting policy opinion, an audit view on
materiality for a difficult-to-quantify value,
mergers and acquisitions implications, to
forensic accounting, etc. But they are all
likely to share the common attribute of not
being a standardised and repeatable
answer to a generic question.
It will take time to gauge the impact of this
shift on overall revenues for audit. But what
could become clear sooner is a likely
change in the revenue mix. The catalyst for
this may be a gradual move away from low
margin activities, towards a greater
emphasis on paying for expertise and
advice rather than for time required.
The Operating model – platform-based
operations? If the revenue mix does
evolve, some firms might choose to
explore the role of platform-based
operating models for certain services, such
as data collection, records checking,
bookkeeping or exceptions reporting.
These might be performed through
platforms jointly held by a firm and its
platform partner, with the client getting an
‘accounting-as-a-service’ offer for certain
standardised tasks.
It is useful to examine what is already being
explored at present. Accounting software
providers are a group to be understood
more closely in this context and they may
play a key role in future events.
The auditor’s role may
now be less standardised
and prescriptive across
assignments, and pivot
away from checking
transaction data.

One cloud accounting application is
exploring the sharing of API13
keys
between customers and suppliers. This
enables the direct passing of transaction
data to ledgers on each side of a
transaction without the need for
verification and manual rekeying of data.
If both parties use the software provided
for all messages, they are fully
synchronised. This creates a channel
between the two trading entities that can
speed up administrative processes,
improve transaction efficiency and enhance
accuracy of reporting.
This seems to be moving in the direction of
triple entry bookkeeping. Next steps might
be increasing scalability in a network
environment, with a large number of
simultaneous transactions and delivery of
encrypted receipts.14
The compliance sector is also exploring
the ‘as-a-service’ model, with platforms
emerging to provide risk and compliance
reports. While many of these relate to
bitcoins and public blockchains, it is not
inconceivable that bespoke platforms for
the needs of specific sectors will emerge
in due course.
The operating model – the skills outlook
Assuming the critical caveat that
distributed ledgers achieve significant
mainstream adoption, they could cause
the form and content of services to evolve.
And so the skills needed to deliver these
services may have to evolve as well.
The professional accountant of the future
will benefit hugely from an outlook that is
well rounded, resilient and adaptable to
changes in the business environment.
There may well be new areas of knowledge
that need to be better understood, such as
the emergence of new ways of syndicating
and transferring value, ownership and
rights using token-based cryptocurrencies.
This may require new ways of measuring
and accounting for value, as tokens pass
from one owner to another or indeed from
one blockchain to another. Implicit in all
this, before even getting to this level of
detail, is an assumed, at least high-level,
knowledge of how these mechanisms work.
But alongside acquiring this knowledge,
there is the need to recognise that learning
must be continuous and lifelong. The
professional accountant of the future must
be able to incorporate this and embody
the skills quotients15
outlined in Figure 3.3.
The professional
accountant of the
future will benefit hugely
from an outlook that is
well rounded, resilient
and adaptable
to changes in the
business environment.
13 Application Programming Interface: building blocks for creating application software.
14 Other industries are also exploring new ways of working via shared ledgers, eg legal services.
15 ACCA, Professional Accountants – the Future: Drivers of Change and Future Skills, 2016.
Figure 3.3: Professional quotients for success

Bringing it all together A big part of
achieving success, when there are really
big changes involved, is effective
leadership. While all can be leaders at their
own level, some have a particular
responsibility. Whether they are chief
financial officers (CFOs) in an organisation
or partners in an accountancy practice
working with client organisations, the
leadership skills of senior practitioners will
often be the single biggest determinant in
arriving at the right response strategy. It is
for them to take the first step and, as Table
3.3 outlines, this can be kept fairly simple
to begin with and gradually built up as
more information emerges.
Accounting firms that stay abreast of
developments may find they are better
prepared for future client retention and
increasing market share. Firms that can
drive the client relationship towards a more
output-based proposition, and keep the
door open for possible service platform
models if required, may be well placed for
future developments and resilient against
future threats.
3.2.4 Legal and regulatory framework
It seems less likely at this stage that the
fundamental regulation of business form
(partnership law, company formation
law, etc.) will change significantly in the
short term.
Statutes change slowly, and legislators will
take time to understand the features of any
new model before creating blockchain-
specific corporate bodies. Some are making
a start, with the European Union (EU)
considering inclusion of cryptocurrencies
as part of upgrading the Anti-Money
Laundering Directive – though this may
take some time to be fully analysed.
Time will show whether smart contracts can
replace a traditional natural language
contract, with all the complexity and
subtlety that contracts used in a court of
law involve. Investors will want to see a
defined and explicit linkage or alignment
to an established legal system before
engaging with such tools in any meaningful
way. There will also need to be evidence of
effective dispute resolution where these
smart contracts are involved, so that
confidence builds.
Accounting firms
that stay abreast of
developments may
find they are better
prepared for future
client retention and
increasing market share.
Table 3.3: Taking the first step
STAGE KEY CONSIDERATIONS
Establish baseline What is the current level of understanding in my organisation?
Do we need a designated lead to coordinate work in this area?
Is there a case for organising basic training or knowledge building?
Evaluate landscape Which of my organisation’s partners, clients or suppliers might be
considering a proof of concept application?
Which of my organisation’s clients are in an industry that is actively
exploring this (such as financial services)?
Are there lessons to be learned from industries or sectors other than
my own?
What is the regulator or government saying about this in our jurisdictions?
Which of our existing competitors is starting to explore this area?
What new types of organisation could become future competitors?
Estimate impact Can we identify any possible role for distributed ledgers in our main
revenue generating activities?
On the basis of the above, roughly how much of our revenue could be
‘at risk’ in 3 years?
If ‘at risk’ revenue seems nil at present, when should the next check-
point be to re-assess this?

RegTech is an area that is fast emerging as
a case example of what a partnership
between nimble start-ups and regulatory
bodies might look like. Regulatory ‘sand-
boxes’ provide start-ups with the
opportunity to test their ideas. This gives
regulators early visibility of potential
financial products/services and may enable
them to respond effectively.
It allows the regulator to think ahead about
the best regime for balancing innovation
and risk. This is much more powerful than
trying to retro-fit existing clunky regulation
to new areas that have quickly grown and
caught regulators unawares.
3.2.5 Implications for taxation
For some areas, such as value added
tax (VAT) and customs duties, the
implementation of Fiscal Till programmes
might prove helpful. Fiscal Tills are secure
transaction recording tools that retain a
tamper-proof record of cash transactions
to form the basis of a business’s tax
records, typically VAT/GST (goods and
services tax), but potentially profits-based
income taxes as well.
Currently, systems have a number of
potential cost and security shortcomings,
such as being based on specific hardware
that needs system-specific software.
Distributed ledgers based on software
rather than hardware may offer the benefits
of instant refund payments where due,
reduce scope for fraudulent transactions
and facilitate low-cost instant transmission
of verified tax information to facilitate
prompt repayments.
In practice, the ability of the government
machinery to understand and engage will
be a big part of incorporating distributed
ledgers and cryptocurrency arrangements
into the mainstream. There is no regulatory
framework for bitcoin. It isn’t owned by
anyone, and crosses borders and
jurisdictions. Like the transmission control
protocol/internet protocol (TCP/IP) on
which internet communication depends, it
cannot be controlled or regulated. The
network is independent, an ‘eco-system’ of
anonymous ‘miners’. This therefore will
require a different mindset from traditional
government approaches.
3.2.6 Future risks
Managing scale As distributed ledgers
move beyond proof-of-concept, and
projects such as Hyperledger become
more mature, it will become clearer
whether the architecture has sufficient
control and governance to ensure that all
actors work in the best interests of the
community and that the safeguards are
adequate to prevent collusion.16
In practice, the ability
of the government
machinery to understand
and engage will be a big
part of incorporating
distributed ledgers
and cryptocurrency
arrangements into the
mainstream.
A FINE BALANCE
Achieving the right balance between innovation and regulation is crucial to financial
regulators from the perspective of risk management and industry development.
The approach used by the Monetary Authority of Singapore (MAS) stresses that
regulation must not run ahead of innovation. Introducing regulation prematurely
may stifle innovation and potentially disrupt the adoption of useful technology.
Further, as technologies mitigate existing risks but may create new ones, MAS also
seeks to focus on the balance of risks and minimise these new risks.
To achieve this, two basic tests are applied to regulating blockchain and emerging
technologies more generally: materiality and proportionality.
Materiality refers to bringing in the regulation only when the risk posed by the new
technology becomes material or crosses a threshold. Once this has been established,
the weight of regulation must be proportionate to the risk posed. The regulatory
approach must encourage risk mitigation while restraining the new risks.
In other words, the regulator must run alongside innovation, rather than ahead of it,
if it is to promote safety, soundness and long-term sustainability in the provision of
financial services.
16 Particularly for Proof of Stake and permission chains, with owners. Users may be concerned the owners are not neutral and have adapted the code for gain.

Sovereign intervention Fiat currencies
may be open to manipulation by
governments; often the basis for an
argument that the current system of
Fractional Reserve Banking17
isn’t working.
Cryptocurrencies are based on libertarian
views, offering a permissionless, trusted,
‘level playing field’, particularly to the
unbanked in emerging markets. New
options may arise for issuing sovereign
debt using cryptocurrencies to create
stability, fungibility and liquidity.
But on the other hand, sovereign states
that have had a tough time economically
or a political agenda that is disruptive
might be attracted to cryptocurrencies for
the wrong reasons. This is, after all,
programmable money that an unscrupulous
government might try to manipulate,
exploiting the perception of an open, fair
and transparent distributed ledger.
The big hack As any new technology
matures it will be under constant attack
from cybercriminals and hackers testing
and probing for vulnerability. For a long
time, decentralised and distributed
computers were thought to be more
vulnerable than a centralised approach.
Whether it is a Sybil or distributed denial of
service (DDoS) attack,18
the blockchain has
so far proved especially resilient and has
not been successfully attacked.
Recent hacks have found vulnerabilities in
electronic wallets held on mobile phones
and desktops where the owners have not
kept their private keys safe. There is also
the example of the DAO19
hack where flaws
in the smart contracts code allowed
USD50m in value to be moved.20
In
addition, quantum computing may present
a key challenge to the ability to use current
encryption techniques to safeguard data.
It can complete operations while using less
computing power and with greater speed.
This may make it easier to perform more
intensive calculations and hack systems.
3.3 SO WHERE DOES ALL THIS LEAVE
THE ACCOUNTANT?
The importance of leadership skills in
formulating the organisational response
has been discussed. But there is also the
individual response. Individuals working
across an organisation have their own
views that might or might not agree with
that of their organisation.
3.3.1 The sceptic
Distributed ledgers are seen by sceptics
as a ‘solution looking for a problem’.
As with many other fads that came and
went before them, the belief is that they
will generate a lot of discussion but that
ultimately the status quo is unlikely to be
materially altered.
Cryptocurrencies
are based on libertarian
views, offering a
permissionless,
trusted, ‘level playing
field’, particularly to
the unbanked in
emerging markets.
17 Bank reserves are a fraction of deposits.
18 Sybil and Denial of Services attacks relate to decentralised computing where individual nodes can be probed for vulnerability and where nodes could collude and work
together for commercial gain. The Byzantine Fault Tolerance algorithm was specifically designed to identify actors operating against the interests of the network.
19 Decentralised Autonomous Organisation.
20 Source: O. Kharif, ‘A $50 million Heist Unleashes High-Stakes Showdown in Blockchain’, Bloomberg Technology, 23 June 2016.
Figure 3.4: Professional accountants – view on distributed ledgers
Maintaining
status quo
Sceptic
Pragmatist
Evangelist
Protecting
downside
Creating
upside

Whether this represents Luddite zeal or
foresight is of course something that time
will reveal. As has often been noted with
new technologies, there is the possibility
of over-estimating impact in the short-term
but under-estimating it in the long-term.
Sceptics will no doubt focus on the first
part of that claim.
There are, however, a few factors for them
to consider.
Firstly, in a digital age, it is easier to
‘fail fast’. The time it takes to concept
test ideas, launch them, fail, refine/change
and try again, may not be as much of a
barrier as in previous waves of technology.
This raises the likelihood of eventually
getting a solution that works.
In addition, there appears to be no
shortage of capital to fund innovation in
this area, whether it is from commercial
banks forming consortiums, central banks
willing to test blockchain solutions, or the
range of venture capital financiers seeking
the next successful technology. Again, this
raises the likelihood of eventually getting
a solution that works.
Finally, because these ledgers have impact
across the whole economy, even if one
works in an organisation that doesn’t
have much time for all this, the suppliers
or customers might use it and, in order to
transact cost-effectively with them, it may
become necessary to use this technology
in order to operate.
None of this guarantees large-scale
mainstream adoption, of course, as
sceptics will point out. But the bottom line
is that five years is viewed as a reasonable
time frame for the technology and its use
to mature – so one way or another it won’t
take for ever to find out.
3.3.2 The pragmatist
The pragmatist doesn’t have a particularly
strong view on distributed ledgers, but
would like to be prepared for any change
– just in case. The emphasis is on
protecting against the downside and is
generally accompanied by a relatively
neutral emotional response to these
ledgers; the pragmatist is neither
dismissive of the technology nor a
cheerleader for it.
In many ways, this approach ensures that
there is a connection with underlying skills
requirements despite evolving business and
operating models. As an analogy, being a
cab driver in the 19th century involved the
skill of controlling a horse. The same job in
the 20th century involved the skill of driving
a car. Looking ahead, with the prospect of
driverless cars, the job of a cab driver in the
21st century may well involve understanding
the software that controls the car.
Similarly, the auditor may no longer need
to understand sampling techniques or
query individual transactions. But in its
place the job of an audit may place a much
greater emphasis on the skill of querying
the technology, and knowing where and
how to look for potential issues in the
system or the use of data. A detailed
understanding of how the data was
generated may become more important
than checking the data itself.
So the pragmatist is likely to prioritise an
understanding of new skills requirements
that might stem from this technology as an
insurance policy covering unforeseen events.
3.3.3 The evangelist
These are the people who genuinely
believe in distributed ledgers, and who see
them as an opportunity rather than a
distraction, inconvenience or threat.
The mindset of these early adopters is
often shaped by the view that the upside
opportunity is exciting and important. It
allows professional accountants to increase
their value to the organisation, and spend
less time on tasks that the technology can
handle faster, with fewer errors and on a
much larger scale.
As the use of distributed ledgers, and
indeed of FinTech more generally, starts to
grow, the evangelists see a whole new
sector in which to get involved. Some
accountancy practices, for example, now
offer FinTech services within their sectorial
offerings, specifically with an eye to
increasing their size and their revenues
from this new base of clients.
Evangelists would argue that this is just
the start and a whole new set of
possibilities lie ahead.
A detailed understanding
of how the data was
generated may become
more important than
checking the data itself.

Whatever one’s opinion about distributed
ledgers, they look likely to be the focus of
sustained attention over the coming years.
Innovation, where it concerns new
technologies in particular, tends to be a
constant iterative process of improvement
by trial and error. And this distributed
ledger technology is very much in the early
to middle stages of that development.
Its attractiveness is as an idea that creates
more than a technology process
improvement. It aspires to create a
business model and eco-system-level
transformation. That’s a bold aspiration,
the evolution of which will be closely
watched in coming years.
And the answer as to whether it ultimately
succeeds or not might not be binary.
Just as online learning did not eliminate
the classroom teaching model, distributed
ledgers may prove to be at their best
when used alongside human experience
and judgement.
4. Conclusion 33
Whatever one’s opinion about
distributed ledgers, they
look likely to be the focus of
sustained attention over the
coming years.

Organisations involved in blockchain development
Appendix 1 34
• The first blockchain company to offer triple entry bookkeeping
was Balanc3 (part of the Consensys spoke model):
http://balanc3.net/
• Consensys is a leading Ethereum platform and valuable
blockchain vendor business creating solutions for accounting,
music, asset management and content management; it was
founded by Joe Lubin, also an Ethereum founder:
https://consensys.net/ventures/spokes/
• Chain Inc. is a blockchain business that supports the
digitisation of currency as tokens: https://chain.com/
• Abra is a next generation payments and remittance provider
using blockchain: https://www.goabra.com/
• Microsoft has committed to blockchain and offers a fully
integrated ‘blockchain as a service’ option linking to its
enterprise software called Bletchley:
https://azure.microsoft.com/en-gb/solutions/blockchain/
• cashaa is a blockchain remittance and payment company
working with unbanked people in Africa and using bitcoin
financial systems: https://cashaa.com/
• Cryptocompare is a blockchain comparison website offering
crypto economics/currencies comparisons:
https://www.cryptocompare.com/coins/#/btc
• Ethereum Live transaction dashboard is the home of Ethereum
markets: https://ethstats.net/
• Assembly is a blockchain business that allows collaborative
value creation and profit sharing using APPCoins:
www.assembly.com
• Ambisafe is a blockchain asset-management platform that
allows the tokenisation of any assets: www.ambisafe.com
• Nxt and Ardour is an alternative to bitcoin and Ethereum; it
provides a decentralised asset exchange: www.nxt.org
• Exscudo is a new blockchain exchange, four years in
production, providing the gateway between capital markets
and the cryptocurrency market 2.0 Platform:
http://exscudo.com/
• Banking 4.0 is the next generation of banking for the previously
unbanked, using BIO Identity software: www.humaniq.co
• Ethereum Foundation is a decentralised autonomous
organisation or DAO: https://www.ethereum.org/dao
• Tokenmarket exists for creating tokens, distribution,
and crowd-sale hosting for initial coin offerings:
https://tokenmarket.net/ico-calendar

Key data sources, references and further reading
Appendix 2 35
ACCA (2015), The Data Revolution. http://www.futuretoday.com/content/
dam/IMA/pdf/Technology/Data/data-revolution-report.pdf, accessed
5 April 2017.
ACCA (2016), Professional Accountants – the Future: Drivers of Change and
Future Skills. http://www.accaglobal.com/content/dam/members-beta/
images/campaigns/pa-tf/pi-professional-accountants-the-future.pdf,
accessed 5 April 2017.
Ace Cloud Hosting (n.d.) ‘Blockchain: All that it Has to Do with Your
Accounting’. http://www.acecloudhosting.com/blog/3581_blockchain-
technology-with-your-accounting/, accessed 5 April 2017.
Ali, R., Barrdear, J. et al. (2014), ‘Innovations in Payment Technologies
and the Emergence of Digital Currencies’, Bank of England Quarterly
Bulletin Q3. http://www.bankofengland.co.uk/publications/Documents/
quarterlybulletin/2014/qb14q3digitalcurrenciesbitcoin1.pdf, accessed
5 April 2017.
Allen Overy, Decentralized Autonomous Organizations.
http://www.allenovery.com/SiteCollectionDocuments/Article%20
Decentralized%20Autonomous%20Organizations.pdf, accessed 5
April 2017.
Blockchain (n.d.), ‘A view of global blockchain mining and transaction
activity’. https://blockchain.info/blocks accessed 5 April 2017.
Blockchain (2017), ‘Hashrate Distribution’. https://blockchain.info/pools,
Brown, R.G. https://gendal.me/2015/04/27/how-to-explain-the-value-of-
replicated-shared-ledgers-from-first-principles/.
BTC.com (live), ‘A bitcoin trading dashboard bitcoin network’.
https://btc.com, accessed 5 April 2017.
Del Castillo, M. (2016), ‘“Big Four” Accounting Firms Meet to Consider
Blockchain Consortium’, Coindesk, August. http://www.coindesk.com/
big-four-accounting-firms-meet-to-weigh-benefits-of-blockchain-
consortium/, accessed 5 April 2017.
EtherScan a Blockchain web explorer Ethereum Market Stats and Views.
https://etherscan.io/
Financial Reporting Council (2016), Key Facts and Trends in the
Accountancy Profession. https://www.frc.org.uk/Our-Work/Publications/
Professional-Oversight/Key-Facts-and-Trends-2016.pdf, accessed 5
April 2017.
Grigg, I. (2005), ‘Triple Entry Accounting’. http://iang.org/papers/triple_
entry.html, accessed 5 April 2017.
Hyperledger.org (2017), ‘About the Hyperledger project’. https://www.
hyperledger.org/about, accessed 4 April 2017.
IBS World (2017), ‘Accounting Auditing in the UK: Market Research
Report’. https://www.ibisworld.co.uk/market-research/accounting-
auditing.html, accessed 5 April 2017.
Kharif, O. (2016), ‘A $50 million Heist Unleashes High-Stakes Showdown in
Blockchain’, Bloomsberg Technology, 23 June. https://www.bloomberg.
com/news/articles/2016-06-23/a-50-million-heist-unleashes-high-stakes-
showdown-in-blockchain, accessed 5 April 2017.
Kwan, J. and Buchman, E. (2017) , ‘Cosmos: A Network of Distributed
Ledgers’. https://github.com/cosmos/cosmos/blob/master/
WHITEPAPER.md accessed 5 April 2017.
Mainelli, M. and Manson, B. (2016), Chain Reaction: How Blockchain Might
Transform Wholesale Insurance. http://www.zyen.com/Publications/
LongFinance_How_Blockchain_Technology_Might_Transform_Wholesale_
Insurance_July2016.pdf, accessed 6 April 2017.
Mainelli, M. and Mills, S. (2016), The Missing Links In The Chains?
http://www.zyen.com/PDF/The_Missing_Links_In_The_Chain_Mutual_
Distributed_Ledger_(aka_blockchain)_Standards_2016.11_v2.4.pdf,
Myers, R. (2017), ‘Betting on Blockchain’, CFO Magazine, March.
http://ww2.cfo.com/technology/2017/03/betting-blockchain/?utm_
content=bufferd5232utm_medium=socialutm_source=twitter.
comutm_campaign=buffer, accessed 5 April 2017.
Smith Crown, ‘ICOs, Token Sales, Crowd Sales’.
https://www.smithandcrown.com/icos/, accessed 5 April 2017.
The Shared Ledger (n.d.), ‘Blockchain for Auditing’.
https://sharetheledger.com/reading-list/blockchain-for-auditing/,
Wikipedia (n.d.), ‘Satoshi Nakamoto’. https://en.wikipedia.org/wiki/
Satoshi_Nakamoto, accessed 5 April 2017.
Willis, R. (2015), ‘Distributed Accounting Ledgers’, Medium.com, 20
January. https://medium.com/@3ntry/distributed-accounting-ledgers-
d527d31870fe#.51i0qb611, accessed 5 April 2017.
Wood, G. (2016 or 2017), ‘Polkadot: Vision for a Heterogeneous Multi-
Chain Framework’. http://www.the-blockchain.com/docs/Gavin%20
Wood%20-%20Polkadot%20-%20%20Vision%20For%20A%20
Heterogeneous%20Multi-chain%20Framework.pdf, accessed 5 April
World Bank (2015), ‘Mobile Cellular Subscriptions (per 100 People).
http://data.worldbank.org/indicator/IT.CEL.SETS.
P2?locations=XMname_desc=true, accessed 6 April 2017
xBRL (), ‘An Introduction to XBRL’. https://www.xbrl.org/the-standard/
what/an-introduction-to-xbrl/, accessed 5 April 2017.
Xero Business Help Centre (2014), ‘Send a Sales Invoice from Xero to
Xero’. https://help.xero.com/uk/SalesInvoiceX2X

Blockchain
A blockchain is a type of technology used to create a distributed
ledger. A blockchain records data blocks with each block
cryptographically ‘chained’ to the next in a linear chain of blocks,
each containing transactions that create an historic immutable,
tamper- and censorship-resistant record of historic truth that
cannot be changed or altered. Bitcoin, Ethereum, and NXT are
open permissionless architectures that anyone can use.
Cryptocurrency
A form of digital currency based on mathematical representations
of value (of trade) between one or more parties in a network, the
nodes of which create the digital currency as a reward for
processing transactions. Cryptocurrencies are a digital
representation of money or value and there are more than 900 in
circulation. Not all cryptocurrencies are used as money, some are
used for rewards and others are used to tokenise things/assets so
they can be traded across a peer-to-peer network.
Permissionless
Permissionless networks are open to any participant, and
transactions are verified against the consensus algorithm that
defines the underlying rules of the network. All participants can
view transactions on the blockchain ledger. Bitcoin, NXT and
Ethereum are examples of permissionless networks.
Permissioned
Permissioned networks nominate certain participants within what is
normally a ‘permission distributed ledger’. Participants are allowed
to see only the transactions relevant to them. The Hyperledger
Project is founded to support the development of permissioned
blockchains and is a successful example of this approach.
Consensus
Consensus is the pillar of any blockchain or distributed ledger; it
defines the governance of a blockchain and sets the underlying
parameters of performance, privacy, authentication, reward, fault
tolerance and structure. There an several types of consensus:
Proof of Work, Proof of Stake, Byzantine Fault Tolerance, Proof of
Elapsed Time, Stellar, DPoS, Paxos, Raft, Distributed
Concurrence and Practical Byzantine FT.
Distributed ledger technology (DLT)
DLT refers to shared, replicated databases that are synchronised
across geographies, locations and companies, and that generally
operate in a closed or permissioned network. They may not use a
token (cryptocoin) and are deployed within an industry or large
organisation as a community. Permissioned ledgers are generally
faster and perform better than permissionless ones. They can be
more energy efficient than bitcoin-style blockchains and
therefore more economically viable for large-scale enterprise
applications.
Smart Contract
Smart contract is software code that executes terms of an
agreement, better known as a smart transaction or object that
operates autonomously. Technically neither a contract nor very
smart, the software code is a reliable way of making sure terms of
an agreement are executed, monitored and completed without
human intervention. Different distributed ledgers have versions
of this – Hyperledger uses a concept called ChainCode and other
DLs have their own version of a smart contract that are great for
automating payments, moving title or ownership, and monitoring
and ensuring terms are complied with.
Glossary 36

Alasdair Blackwell
Alasdair is head of technology at Everledger.
Everledger is a permanent, global, digital
ledger that tracks and protects diamonds, fine
art and other valuable items as they are traded
over time. Using the technology database
network behind Bitcoin, Everledger provides
traders, insurance companies, financiers, consumers, claimants
and law enforcers with an immutable history of an item’s
authenticity, existence and ownership.
In 2011 Alasdair co-founded Decoded with the goal of teaching
the world to code. He helped oversee Decoded’s growth, scaling
the company to a team of over 100 people across London and
New York, and up-skilling teams from Google, Talk Talk, British
Gas, and the Cabinet Office (UK). He has also worked on The
Good Jobs Campaign, developing technology-focused learning
pathways for young people.
David Gorman
David has worked in IT for 28 years; he is
currently part of the IBM CTO Europe team,
specialising in blockchain, and is based at the
IBM Hursley Laboratory in Hampshire. The team
is the centre of blockchain client enablement
worldwide for IBM.
David works with customers across a broad spectrum of industries,
enabling their understanding of blockchain and of making best
use of the technology within their respective industries.
Dave Treat
Dave is a managing director and the global
head of Accenture’s Capital Markets
Blockchain practice.
He has 18 years of experience in financial
services, split between consulting and industry
roles, with the last decade being focused on capital markets.
Dave has expertise in running strategy functions, innovation,
strategic cost management, large-scale restructuring, customer
relationship management, MA, outsourcing and offshoring and
process excellence.
Dr Garrick Hileman
Garrick is a senior research associate at the
Cambridge Centre for Alternative Finance
and a researcher at the Centre for
Macroeconomics. He was recently ranked as
one of the 100 most influential economists in
the UK and Ireland and he is regularly asked to
share his research and perspective with the FT, BBC, CNBC, WSJ,
Sky News, and other media.
Garrick has been invited to present his research on monetary and
financial innovation to government organisations, including central
banks and military colleges, as well as private firms such as Visa,
BlackRock, and UBS. Garrick has 20 years’ private sector experience
with both start-ups and established companies such as Visa,
Lloyd’s of London, Bank of America, The Home Depot, and Allianz.
Garrick’s technology experience includes co-founding a
San Francisco-based tech incubator, IT strategy consulting
for multinationals, and founding MacroDigest, which employs
a proprietary algorithm to cluster trending economic analysis
and perspectives.
George Osborne
George is innovation director for the financial
institutions business within Barclays’ global
transaction banking. He is charged with
ensuring that the best of Barclays’ innovation
work is brought to bear for clients and works
closely with the innovation functions across
Barclays’ businesses. He has been a mentor on the accelerator
programme, and is leading on a number of areas in Barclays’
positioning for new sectors within FinTech.
Previously he managed banking relationships in FinTech at
Barclays, developing his interest in Strategic Innovation. Before
joining Barclays he served as an British Army Officer in various
roles, leading soldiers in the UK, Northern Ireland, Germany,
Cyprus, Kenya and Iraq. He holds an Executive MBA from
London Business School.
Acknowledgments 37

Greg Unsworth
Greg is PwC’s Digital Business Leader, based in
Singapore, and also leads the risk assurance
practice. He has significant experience advising
clients in the technology, media and
telecommunications sectors on the impacts of
technology, disruption and risk. Greg has broad
overseas and regional experience, having been based previously
in the London, Sydney and Tokyo offices. While in Tokyo, he was
responsible for the coordination and provision of services for IBM
throughout the Asia-Pacific region, as well as advising a number
of leading Japanese and multi-national telcoms companies on a
range of key business, risk and governance issues.
He has significant US GAAP and SEC reporting experience and
has worked with both large and emerging media companies. He
has also recently served as the technology and research and
development working committee for the Singapore
Government’s 2025 Infocomm Media Masterplan.
Greg is a member of a number of PwC’s global advisory and
editorial committees involved in the development of our industry
thought leadership around risk, digital disruption and emerging
technology, and regularly works with global and regional industry
networks and specialists.
Leon J. Perlman
Leon is a specialist consultant on digital financial
services, emerging payments, mHealth,
mAgriculture, big data, and cryptocurrencies,
concentrating on commercial, technical and
regulatory aspects of these ecosystems.
He is currently an affiliate research fellow at CITI at Columbia
University Business School in New York, exploring the regulatory,
disruptive and commercial aspects of DFS, emerging payments,
big data, and the crypto-economy.
Dr Mathias Bucher
Mathias is the founder and CEO of Diamond
Digital Inc., and of the consulting company
Blockchain-Innovation.com. Diamond Digital is
the company behind Diamond Coin, the first
digital currency globally to be fully
collateralised by high-grade diamonds.
He is the project Coordinator of ‘OTC Swiss Blockchain’,
globally one of the first OTC clearing and settlement platforms
on the blockchain that is currently being implemented by a large
Swiss consortium.
Mathias holds a PhD in finance from the University of Zurich,
and a Master in Economics from HEC Lausanne and Universidad
Carlos III Madrid. He lectures on blockchain technology at the
Lucerne University of Applied Sciences and Arts.
Professor Michael Mainelli FCCA FCSI
FBCS
Michael co-founded Z/Yen, the City of London’s
leading commercial think-tank and venture firm,
in 1994 to promote societal advance through
better finance and technology. A qualified
accountant, securities professional, computer
specialist and management consultant, educated at Harvard
University and Trinity College Dublin, Michael gained his PhD at
London School of Economics where he was also a visiting professor.
He has led Z/Yen from creating mutual distributed ledgers (aka
blockchain technology) through Taskforce 2000, the Financial
Laboratory, Long Finance, the Global Financial Centres Index and
the Global Intellectual Property Index.
Paul Warrunthorn Kittiwongsunthorn
Paul is the co-founder of OnePay and chief
operating officer of TenX (its parent
organisation). TenX is working on a cross-
blockchain interoperability technology allowing
any blockchain to send assets securely and
instantly across blockchains. The network
enables any blockchain to link to another, whether they are
open-blockchains such as bitcoin or Ethereum or a bank’s private
blockchain, with near-zero cost.
Paul has a background in design thinking and innovation and has
been trained at the Kyoto Institute of Technology and Stanford
University. He is fascinated with the world of finance and technology,
and views blockchain as the perfect intersection of these fields.
He is currently focused on making the future of money as
free and easy as sending text messages; with the help of
blockchain technology.
Dr Rajan Chadha
Rajan is director of IBN, where he patented a
disruptive digital infrastructure that assists
organisations to improve their processes for
risk, audit and compliance, as well as
facilitation of tools for accounting and
reporting, and to manage supply chains
automatically using blockchain technologies.
He has served in the United Nations, Barclays Bank/SWIFT
(inter-banking community), BP, Thames Water, Ford, and the fuel
and power industries, and attained a high level of expertise in
strategic planning, executing complex projects, and bridging
innovative technologies with business requirements. As a special
adviser to Barclays Bank/SWIFT (UK, Brussels, US) he managed
regulatory affairs, focusing on networks for digital banking and
payments, including mobile payments.
He holds a doctorate in physics from Imperial College, London.
Acknowledgments

Robert (Bob) Hayward
Bob is a digital business leader, advising senior
executives on technology innovation, trends
and their impact, strategic opportunities, and
driving transformation. In recent years, he has
focused primarily on distributed ledgers/
blockchain, intelligent automation (robotic
process automation (RPA), cognitive computing, machine
learning), FinTech, RegTech, IoT, Smart City, cloud transition,
platform/eco-system strategies, cloud transformation, digital
operating models and other emerging technology-related
strategic concepts.
Bob works closely with IT leaders in business to implement IT
operation model change and with the challenges of IT
governance, architecture, organisation, culture, skills, cyber-risk,
vendor management and other challenges that make up the
chief information officer’s agenda.
He has worked as an entrepreneur (co-founder of Qualix,
Omniscien Technology and inQbator); as a business leader
within Asia Pacific (vice president of the region for Gartner,
Candle Corporation and KPMG IT Services) and independent
board member (AIIA, Strategic Publishing Group, NSW
Government IT Advisory Board).
Roger Willis
Roger is the developer relations lead at R3, a
financial innovation firm that leads a consortium
partnership with over 75 of the world’s leading
financial institutions. R3 aims to design and
deliver advanced distributed ledger
technologies to the global financial markets.
As someone with formal computer science and accountancy
training, Roger is interested in the applications of distributed
ledger technology to automate audit and accounting. At R3, he
supports developers using Corda, R3’s distributed ledger platform.
He has previously worked at Ernst Young in audit and data
analytics, in bitcoin companies, as well as in his own start-up.
Dr Shantanu Godbole
Shantanu is a senior technical staff member at
IBM Research and a member of the IBM
Academy of Technology. He leads the newly
launched IBM Center for Blockchain Innovation
(ICBI) in Singapore. He has been with IBM
Research for over 10 years and has worked in
research and in development for global analytics offerings. He is
currently interested in topics at the intersection of technology
and business, such as blockchain and cognitive computing.
Shue Heng Yip
Shue Heng is director of services of the Sectoral
Innovation Group within Infocomm Media
Development Authority of Singapore (IMDA). In
his current role, he has helped shape numerous
trade finance innovation initiatives together with
the banking industry and the regulator. One of
the initiatives for an irrevocable distributable ledger, which he
forged together with Standard Chartered Bank and DBS Bank,
garnered the 2016 Global Finance award for product innovation
and process innovation.
Before joining IMDA, he was the regional chief architect of Citi
Transaction Services before assuming the role of regional
technology head of channels, information, client delivery,
liquidity management and the Innovation Lab at Citibank. Before
Citibank, he spent 10 years with Microsoft, where he assumed
various roles across technical consulting and solution sales.
As part of sectoral transformation within the services sector, Shue
Heng plans to co-create new business models for
implementation with industry partners in the accounting and
legal sectors, leveraging technologies in distributed ledgers and
cognitive computing.
Acknowledgments

Siân Jones
Siân is the founder of EDCAB European
Digital Currency Blockchain Technology
Forum, an independent Brussels-based public
policy platform. Siân heads COINsult, a
regulatory compliance consultancy focusing
on digital currencies and consensus-based
technologies. She also heads EDCAB, where she helps EU
policymakers and legislators shape sound policy and regulation
relating to virtual currencies and distributed ledger technology.
Siân is a founder member of the UK Digital Currency Association
and co-led its Regulation and Banking Group from 2014 to 2016.
She is an ambassador for the Emerging Payments Association
and also works with Credits, the first and only blockchain
platform provider awarded a UK government G-Cloud
framework agreement.
Dr Simon Rice
Simon is the group manager (technology) at
the Information Commissioner’s Office (ICO)
in the UK government. The technology team
advises on the technical aspects of complaints
received and data breach investigations. They
also monitor the technology environment to
identify the developments that may have an impact on
information rights.
Between 2005 and 2011, Simon was a database and software
developer at the Health and Safety Laboratory, the principal
source of scientific support for the Health and Safety Executive.
Before joining the Health and Safety Laboratory, Simon studied
for his PhD at the University of Manchester in the field of data
mining. His research used a range of machine-learning
techniques to extract information from large collections of
numeric and textual data.
Sopnendu Mohanty
Sopnendu is chief FinTech officer at the Monetary
Authority of Singapore. He is responsible for
creating development strategies and regulatory
policies for technology innovation to improve risk
management, enhance efficiency and strengthen
competitiveness in the financial sector.
Before joining MAS, Mohanty was global head of the Consumer
Lab Network and Programs at Citibank, where he drove
innovation programmes and managed innovation labs globally.
He played a significant role as a subject matter expert in driving
Citibank’s global smart banking programme, to transform the
bank’s physical network to a digital first, smart and innovative,
client-centric and highly effective customer engagement centre.
Mohanty is co-author of various patented works in area of retail
distribution in the financial sector. He is based in Singapore, loves
travelling, reads history and pursues culinary innovation as a
hobby. He was in the Institutional Investor list of Fintech’s Most
Powerful Dealmakers of 2016.
William Gee
William is a partner in the Risk Assurance (RA)
Practice at PricewaterhouseCoopers China.
William is one of the partners responsible
for FinTech in China, and is a member of the
PwC Think-tank on Innovations and Disruptions,
with responsibilities over innovations for RA
at a national level.
He is a chartered accountant, and has over 30 years’ experience
in providing a wide range of assurance and advisory services
relating to the assessment of, and response to, business and
technology risks, as well as the design, review and enhancement
of business and technology processes and controls.
Acknowledgments

PI-DISTRIBUTED-LEDGERS-BLOCKCHAIN
ACCA The Adelphi 1/11 John Adam Street London WC2N 6AU United Kingdom / +44 (0)20 7059 5000 / www.accaglobal.com

Divided we fall, distributed we stand the professional accountant’s guide to distributed ledgers and blockchain

More Related Content

What's hot

Similar to Divided we fall, distributed we stand the professional accountant’s guide to distributed ledgers and blockchain

More from Ian Beckett

Recently uploaded

Divided we fall, distributed we stand the professional accountant’s guide to distributed ledgers and blockchain