Brands and retailers around the world posted black squares on their Instagram feeds in response to "Blackout Tuesday," to show support for protests against a police officer's killing of George Floyd on May 25 in Minneapolis. By Wednesday morning, there were 28.6 million posts on the #blackouttuesday Instagram page launched by music executives Jamila Thomas and Briana Agyemang.

I'm a member of what is likely a reasonably sizable informal group of people who trained to be a CEO but declined the job -- in my case, several times. So I don't envy the position that Twitter CEO Jack Dorsey is in as he tries to figure out a way to do the right thing concerning the spread of false information and defend his company against an attack by the designated leader of the free world.

These are extraordinary times, in case you haven't noticed. One of my contentions these days is that CRM is penetrating society to a point that it is taking on an outsized role -- the "CRMification" of society. In economics we often see a disruptive innovation climb a ladder as it becomes something that society needs, as well as wants, until it becomes essential.

One of the exciting things that came out of Microsoft Build was that the company has been working to create virtual court solutions. If done right, a virtual system could fix a lot of court-related problems. It would allow judges to work around their schedules better and give attorneys improved access to online resources. It also might provide a way for jurors to improve their understanding.

CRMification is the process by which the culture absorbs CRM technology, processes and techniques to achieve some kind of new utility for getting things done better, faster and cheaper. Today we should add safer too. Another way to state it is that CRM is a disruptive innovation in the culture. The next normal will have something to do with CRM.

Nvidia just held its GTC event, and of the virtual keynotes I've seen so far, CEO Jensen Huang's was the best. That's because the company made the decision to cut it into segments, mostly under 16 minutes, so viewers didn't have to watch things they weren't interested in. Also, Jensen mixed up the content between the speaker, videos and static images, so it was interesting to watch.

Category 2 adversaries are nothing to sneeze at, but their resources are finite. If you armor up enough, they will give up, and move onto an easier comparable target. In confronting the threat of category 3, everything you have learned ratchets up to a whole new level of paranoia. Category 3 adversaries have functionally unlimited resources for pursuing top targets.

Oracle appears to be undergoing a kind of resurgence during the coronavirus crisis. Financial analysts are saying nice things about its ability to pay dividends even in tough times. Its technology, which always has been good, is seeing an interesting uptick. All of this is buffing the company's image after years of, yes-but responses from the market.

IBM's outgoing CEO Ginni Rometty gave a compelling talk at IBM Think last week on how the company is fighting strategically for diversity. I know of only one other company, Cisco, that is taking a genuinely holistic, strategic view of the problem, resulting in a broad positive impact. The reason I can name only two companies is that most are taking a tactical approach.

Warren Buffet once said, "Only when the tide goes out do you discover who's been swimming naked." You can cover over a host of sins when times are good, but bad or unsafe practices will be exposed when times are rough. Time and experience have borne out the accuracy of this witticism in the financial arena -- and we're now seeing its applicability to the intersection of infosec and COVID-19.

The pandemic may force certain improvements but I'm not sure that it will, because political distractions are doing a rather good job of drawing our focus away from fixing things now. For instance, we should be ramping domestic manufacturing of PPEs and ventilators permanently to prepare for a likely huge fall spike in COVID-19 infections. Still, we aren't.

Like conventional criminals, criminal hackers choose easy, lucrative targets. One group in the crosshairs is made up of companies that have data on millions of users, such as private sector entities with a Web presence. Why go after one user at a time when data is collected in one place? Criminal hackers also like to hunt small organizations that have modest capital but weak information security.

You can reduce the story of CRM to a lot of things, especially its many component parts. Social networking, cloud computing and analytics are mentioned often. We don't need an exhaustive list, but if we stop there I think we miss a lot. To me CRM isn't about the parts, although like most people following the industry, I get a modicum of joy when a vendor adds something new to the toolbox.

Oracle and Zoom just entered a deal that for once is more about technological audacity than about dollars -- a partnership to host Zoom on Oracle Cloud Infrastructure. In just a few months -- basically since the beginning of the novel coronavirus pandemic -- Zoom has seen demand for its service grow from about 10 million daily meeting participants to more than 300 million.

Some of the troubling reports of corporate responses to COVID-19 include forced work in unsafe areas, not enough -- or any -- protection gear, massive layoffs and furloughs, and the sense that a critical mass of well-paid CEOs and politicians don't get that many people live paycheck to paycheck. There are exceptions though, and HP stands out, thanks to HR VP Tracy Keogh and CEO Enrique Lores.

More than any other factor, it is our asset that determines our adversary. For most of us, our asset is the corpus of sensitive personal details used for online transactions. This all comes down to how much data an adversary can glean from you, and how thoroughly it can analyze it. If your data passes through some software or hardware, its developer or maintainer enjoys some measure of control.

Contact tracing is a big job, like trying to drain an ocean with a teaspoon. It involves finding people who have been exposed to the coronavirus and testing them to determine if they are infected or are carriers. Public health officials then can take necessary steps to prevent the virus' spread. It's a perfect fit for CRM, and Salesforce's core technology is coming to the forefront.

The reason governments had to shut down economies is that in the face of a pandemic, we could not tell who was sick and who was not. While widespread testing followed by a vaccine eventually will curb this virus, what about the next one? As we have seen, it takes months to develop tests and remedies for a new disease and more than a year to develop a vaccine.

At this point, remarking that people now are more concerned about online privacy than ever before is not a novel observation. What's fascinating, though, is that interest in personal digital security has remained high since the issue exploded about seven years ago. In other words, instead of experiencing a short-lived spike, digital privacy awareness has been sustained. This is encouraging.

The U.S. Postal Service recently has been battered by a decline in the number of packages it delivers, partly caused by the coronavirus situation. It reportedly is losing $2 billion each month and will be "illiquid" by Sept. 30. The USPS is chartered to do the hard and often unprofitable work no one else wants to do, but the White House has rejected talk of a bailout for the service.

Some states defaulted to mail-in ballots some time ago, and their elections are unconstrained by the pandemic. However, in many parts of the U.S. the prevailing attitude is that the Web lacks enough security for elections. That seems odd, given that we now use the Internet to manage our finances, our healthcare, our businesses, our travel -- and now our shopping, including for food.

The Samsung Galaxy Chromebook is now available to buy -- but the $999 price tag for its one-of-a-kind configuration may cause an internal struggle between want and need. Samsung introduced the high-end Chromebook early this year, positioning it as the flagship Chromebook to meet potential demand for a more useful and powerful multipurpose premium mobile device.

Life as we knew it before the coronavirus is gone forever, and many changes will manifest in the pandemic's aftermath. How will it impact privacy laws around the globe? No one knows for sure, and we will not know until after the coronavirus is behind us. Cybercriminals long have been taking advantage of the Internet, and now the spread of COVID-19 has sped up their evil work.

People don't trust their governments for a good reason. Governments lie to them regularly. In the ongoing COVID-19 event, we in the U.S. initially were told that there was little risk. The first 15 people who came to the U.S. with the virus soon would get well. We were advised to go about our day -- and many people did. They got on planes, departed for cruises, and went about their lives.

Adobe just announced what it calls the first digital economy index. It seems like it's modeled after other indices usually kept by the federal government to measure economic output and consumption. The Adobe index captures only consumer consumption behavior though. Some of its insights include new shopping behavior, such as which products have become hot items or decreased in popularity over time.

While stuck at home, many of us are burning through online content very rapidly. One of the things that's become painfully apparent is that TV shows that typically have live audiences suddenly have become almost unwatchable. In the context of the COVID-19 virus and our sudden need to view events remotely, coming up with ways to make audiences feel engaged has never been more critical.

These days are either the most trying time for encouraging employee engagement or the best we could expect. With so many people working remotely, many businesses need extra ways to communicate with the rank and file, and this might present a prime opportunity to try new things. We make a big deal of engaging the customer, and in most CRM circles engagement outranks simple customer experience.

Steps can be taken to mitigate the threat of spreading the coronavirus to folks who are sheltering at home. In many cases delivery drivers don't seem to have any protection, and if it's necessary to sign for something, customers are expected to touch a stylus or a screen that has been used by others. Drivers should be practicing social distancing, setting down packages at least six feet away.

Life goes on, though I keep thinking about the coronavirus and its impact on business, which is substantial. I am wondering if it's time to count our blessings even as we remain vigilant. At this point the number of active cases in the U.S. is still small, relative to the population, though the bug has an annoying ability to do math in the form of exponential spread.

We are up to our armpits in COVID-19, also known as "coronavirus," concerns. While the technology market could be devastated by it, there are several things tech players could do to mitigate the damage. Aside from having people work from home and stand six feet apart, the industry could take several innovative steps to mitigate the first manageable pandemic in the world's history.