The number of subscribers accessing MLS data matters to the MLS, its owners and vendors, but has little impact on consumers, most brokers or the housing market. Expanding the reach and the range of services that an MLS can deliver could enhance the operation of markets and the relationship of subscribers with partners and consumers. But the goal of current MLS data sharing initiatives is to achieve marginal improvements in the efficiencies of the old order, not to create the next platform for confronting new business realities.

Large scale MLS systems "consolidation" could be a useful means to a compelling end. Increasingly, however, highly publicized projects result not in "consolidations" that could improve a subscriber's value proposition, but in the creation of more databases and overhead. These "accommodations" that provide the appearance of progress are just adding another layer onto the cracking foundation of an outdated model. They may also be postponing the structural reforms that many believe (mistakenly) would lead to local job losses and owner revenue reductions. As my sainted mother would say, "This kind of change isn't an optical illusion, it just looks like it."

What do MLS subscribers need to meet the expectations of the Web 2.0 consumer, be better informed, have deeper insights and be easier to do business? Will the brokerage business or the consumer transaction experience be materially improved because of cost savings accruing in a few states from the half measures of MLS reconfigurations?

The industry is facing a technology driven blitzkrieg, and bigger listings databases (containing the same old stuff) don't help very much. Competition is building a national real property repository, securing networks that integrate business partners, adopting paperless transaction systems, engaging consumers in deeper electronic dialogues, perfecting vertical search, expanding electronic registries and directories and integrating everything for delivery to … your next customer's cell phone.

Local leaders, volunteers and staff could be investing their precious attention, energy, and capital in cooperative ventures to address the $60 Billion questions, such as:

• Why are consumers flocking to third parties trying to become the first choice for trusted real estate information and services? (don't blame Realtor.com)

• How can subscribers and owners use technology to improve their perceived value and attendant profitability? (higher revenues, lower costs, greater share)

• What new systems are needed to improve the performance of the broader housing industry? (and make consumers and markets safer)

• How do other information intensive industries accomplish digital integration? (they don't body slam local data sets together)

• What is the next source of sustainable competitive advantage for MLS subscribers and owners? (supporting the local data utility isn't enough )

The MLS "System" has been the pacemaker of an industry at the heart of our national economic and social welfare. Brokers and owners should have a seat on a real "Exchange" that is connected, compatible, consistent and comprehensive. This means evolving to a new System that makes MLS subscribers more valuable to consumers, and supports the growing needs of policy makers and financial markets. Today's System could be extended to address business requirements far beyond the scope and scale of any current MLS. The first phase of the plan for a "New Century Infrastructure" could:

Step 1: Connect all brokers, agents, transaction partners, associations, MLSs and their members into a network (non-disruptive consolidation) using accepted data, transport, and identity verification standards.

Step 2: Create a New Century Utility (NCU) with data, applications and shared functions generally not found in MLS or broker systems, such as security, directories, registries, digital signatures, analytics, search engines, policy and rights management, social networking tools and mobile delivery.

Step 3: Migrate local listings systems into NCU(s) as contracts expire and enable the current staffs and their vendors to provide, training, compliance, technical support and other services tailored to local market needs. (Closing MLS organizations is throwing the baby of high value services out with the bath water of low value computing)

Step 4: Fund the transition and the local contributors by syndicating the rich repository of market analytics with companies and institutions that spent over $16B last year on interactive advertising.

This is neither a radical nor innovative idea. The technology comes in a box and is easily assembled without complex instructions. The business model doesn't rely on new science. This approach simply follows the template already drawn by other industries.

The barrier to transforming any System is not concept, technology or resources, it is past success. Local MLS systems built a great brand and enabled the orderly growth of markets. They also created a powerful culture of local independence that protects the past, fosters incompatibility and inconsistency, slows innovation and erodes the ability of subscribers and owners to compete for the trust of tomorrow's homeowners.

MLS data accommodations risk paving old paths that lead to nowhere. Large scale MLS consolidation and reinvention could be the cornerstone of a New Century Infrastructure for the housing industry. But, as my sainted mother used to say, "If you don't know where you are going, any road will take you there."