A common but false perception persists about the level and type of personalization in the offerings of contemporary software, information systems, and services, known as Personalization Myopia: this involves a tendency for researchers to think that there are many more personalized services than there genuinely are, for the general audience to think that they are offered personalized services when they really are not, and for practitioners to have a mistaken idea of what makes a service personalized. And yet in an era, which mashes up large amounts of data, business analytics, deep learning, and persuasive systems, true personalization is a most promising approach for innovating and developing new types of systems and services-including support for behavior change. The potential of true personalization is elaborated in this article, especially with regards to persuasive software features and the oft-neglected fact that users change over time.
Keywords: change management; customization; personalization; persuasive systems; tailoring.
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