Business Performance (BPI) Network: InnovatorProfiles

Innovator Profile

Id: 49
Summary Bio: In the UK’s world of IT, Martin Summerhayes is known as “The Billion Dollar Man,” having once innovated a billion dollar business for HP while also working as a field engineer. His expertise in customer experience and service needs derive from innumerable physical visits from his field engineer days, which have enabled him to create enhanced service models with a customer-friendly but up-front extended warranty. This innovation became a huge new revenue stream for Fujitsu, and a model emulated by many companies since its inception. His service ideas stem from customer-centric realizations like this: Why should a customer have to deal with the complexity of choosing between hardware, software or warranty departments in seeking solutions from their provider? Surely the provider should be able to take their problem – or, better still, already know or anticipate the problem – and refer them to the right channels to solve it. Summerhayes is now Head of Delivery Strategy and Service Improvement for Fujitsu – one of the world’s top five IT service providers, with products and services available in more than 100 countries. The company’s “human-centric” tech innovation is far-reaching, ranging from farming sensors for better harvests to software for the hearing impaired, and augmented reality systems to reduce truck rolls for field engineers. Its slew of recent awards includes the Citrix Award for Partners, in which Fujitsu managed to get a key agency of the New Zealand government back online within days of the country’s 7.8 magnitude earthquake, with a cloud-based desktop-as-a-service solution. Rather than seeing their tech portfolios managed in a series of add-ons and piecemeal updates in response to changing needs and improved software, enterprise customers routinely hail the fact that Fujitsu IT services are continuously up-to-date thereby enhancing personalization for the client’s needs. One of Fujitsu’s most famous clients in the UK is McDonald’s. At a recent Fujitsu Forum event, Doug Baker, head of IT for McDonald's UK, said the partnership had gone beyond the traditional “break-fix” contracts of the past, and toward a flexible service which enabled a personalized, optimized customer experience for its 1260 restaurants. The partnership, including the new CARE program, is enabling kiosk-driven table service – and the remarkable recognition that “the biggest focus for technology innovation in restaurants is leveraging a customer’s own device,” – as well as a very human kind of load-balancing, where drive-thrus take simultaneous orders in two lanes and deliver efficiently in one. Having learned some high traffic retail customers do not like the disruption of even rapid response site visits by predictive IT engineers, Fujitsu responded with “invisible service provision.” Martin Smithen, head of Fujitsu’s TMS Offering Development, notes to ensure the success of the remote, invisible support, the service requires customers are kept fully informed. Despite the benefits of optimized engineering support, the role of human intelligence remained on a par with technology in formulating business strategy, Doug Baker, head of IT for McDonald's UK, says, “The most powerful data we have had comes from CARE engineers who go to sites, talk to the stores, and brief us on how the systems are being used.” No one knows the value of both human intelligence and technology better than Summerhayes, who remarks, “The consumer is driving changes like the opportunity for prediction, the cost of IT, and the spread of the Internet of Things. Thirty years ago, we could monitor container ship’s location. Twenty years ago, we could monitor the containers. Ten years ago, we could monitor the pallets in the containers. Now, we are talking about tracking products throughout their entire journey, through lower cost RFID tags on value-based consumer items. Lower levels of granularity present huge opportunities for customers.”
Answer 1: Fujitsu is an organization that manufactures everything from telephony systems to PCs, mobile phones, enterprise servers, mainframes - and much more. It operates in a software development space and provides solutions for customers. In Fujitsu, we hope to bring intelligence, big data, analytics, predictability, and predictive tools together to answer big questions: How can we better track trends and anomalies? How can we predict failure before failure occurs? How can we drive preventative programs? How can we use our engineering workforce, our partner workforce, and our repair workforce to ensure our customers do not experience downtime? My team is leveraging software tools and partners, plus the knowledge we have developed to be able to look at that space. A new type of service model called CARE uses intelligent engineering to drive and support the customer’s changing requirements. One of our prominent customers, McDonald's, is leveraging our CARE service to allow customers to pre-order and select a time for pick up before the customer gets to the store via an app on their phone; the customer can use a connected kiosk; customers have a choice. Fujitsu ensures uptime and availability to those stores, which often operate 24/7. As a part of the outsourcing space within my team, I look in how Fujitsu provides managed services to customers who have either IT products or It services provided by another partner we can take over. From a game-changing perspective, ten years ago, there was IT outsourcing version 1.0 – where the company decided to move it to a partner who managed its IT provision on a holistic basis. Outsourcing moved through a tower model called IT managed services or outsourcing version 2.0, in which the IT provision breaks up into various towers. It is like an orchestra of independent companies playing together, or the company orchestrating it themselves. My team is looking at how we provision engineering-type services, provided either remotely or on customer sites. It is how we provision and make available those engineering services to customers that is a key game changer. We hope to provide a service before the customer realizes they have a problem. Fujitsu tries and pilots programs like an intelligent error engineering deployment for one of their customers in the UK. Their goal is to take it from white screen concepts to a working prototype within two weeks. We are looking at augmented reality from our engineering workforce perspective. The ability to use a smartphone, and point at another device for both visual and providing verbal instructions to the engineer in the terms of how best to resolve the problem. Fujitsu hopes to use virtual reality tools to train our engineers like "just in time training" - broadly scaling our engineering workforce in terms of a core set of skills.
Answer 2: Speed is the biggest hurdle to overcome when it comes to IT services, as our customers expect rapid deployment and zero downtime. The complications of adopting speed of change with the challenge of demonstrating return on investment limit innovation. It becomes difficult to clearly articulate the value of innovation without taking the C-suite on a customer experience journey, where they can clearly articulate those savings.
Answer 3: Fujitsu’s innovation depends on the speed of adoption versus the speed of change. Most companies, whether banks, retail institutions, or manufacturers, have a legacy environment plus a small element of new code, and its service models vary dependent on those factors. Amazon is a disruptor in retailing and supermarkets. In the UK, Amazon states they are the online supermarket. Consumers can even order fresh produce from Amazon. Many companies are seeing disruption within their industry by new competitors. There is little to consider as first generation, innovative. Small pocket organizations create an innovative idea, it develops, and then it is realized as a blue ocean market opportunity or a disruptive market opportunity. That is how innovation happens, and how innovation gets inculcated in an organization. I see innovation in Fujitsu and in many of its competitors. Fujitsu implements an encouraging culture for innovation. The challenge is in demonstrating the business case and the return on investment.
Answer 4: Within IT services, the Internet of Things, the connectivity of many devices, and the integration of big data through analytics will be the major industry disruptors. Augmented reality and virtual reality will have an impact, although AR will be more prevalent. It is how companies bring those various elements together around industry vertical solutions. How vertical solutions are brought together to offer a solution to the customer is key.
Answer 5: Google’s innovations are highly compelling. When traveling, Google gives online recommendations through Google Maps in terms of products and services nearby the user. A consumer can submit photographs and narratives of places they have visited via social media channels, and contribute to shared information.
Leader: Martin Summerhayes

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 id49
 linkedin_urlhttps://www.linkedin.com/in/martinsummerhayes/
 summary_bioIn the UK’s world of IT, Martin Summerhayes is known as “The Billion Dollar Man,” having once innovated a billion dollar business for HP while also working as a field engineer. His expertise in customer experience and service needs derive from innumerable physical visits from his field engineer days, which have enabled him to create enhanced service models with a customer-friendly but up-front extended warranty. This innovation became a huge new revenue stream for Fujitsu, and a model emulated by many companies since its inception. His service ideas stem from customer-centric realizations like this: Why should a customer have to deal with the complexity of choosing between hardware, software or warranty departments in seeking solutions from their provider? Surely the provider should be able to take their problem – or, better still, already know or anticipate the problem – and refer them to the right channels to solve it. Summerhayes is now Head of Delivery Strategy and Service Improvement for Fujitsu – one of the world’s top five IT service providers, with products and services available in more than 100 countries. The company’s “human-centric” tech innovation is far-reaching, ranging from farming sensors for better harvests to software for the hearing impaired, and augmented reality systems to reduce truck rolls for field engineers. Its slew of recent awards includes the Citrix Award for Partners, in which Fujitsu managed to get a key agency of the New Zealand government back online within days of the country’s 7.8 magnitude earthquake, with a cloud-based desktop-as-a-service solution. Rather than seeing their tech portfolios managed in a series of add-ons and piecemeal updates in response to changing needs and improved software, enterprise customers routinely hail the fact that Fujitsu IT services are continuously up-to-date thereby enhancing personalization for the client’s needs. One of Fujitsu’s most famous clients in the UK is McDonald’s. At a recent Fujitsu Forum event, Doug Baker, head of IT for McDonald's UK, said the partnership had gone beyond the traditional “break-fix” contracts of the past, and toward a flexible service which enabled a personalized, optimized customer experience for its 1260 restaurants. The partnership, including the new CARE program, is enabling kiosk-driven table service – and the remarkable recognition that “the biggest focus for technology innovation in restaurants is leveraging a customer’s own device,” – as well as a very human kind of load-balancing, where drive-thrus take simultaneous orders in two lanes and deliver efficiently in one. Having learned some high traffic retail customers do not like the disruption of even rapid response site visits by predictive IT engineers, Fujitsu responded with “invisible service provision.” Martin Smithen, head of Fujitsu’s TMS Offering Development, notes to ensure the success of the remote, invisible support, the service requires customers are kept fully informed. Despite the benefits of optimized engineering support, the role of human intelligence remained on a par with technology in formulating business strategy, Doug Baker, head of IT for McDonald's UK, says, “The most powerful data we have had comes from CARE engineers who go to sites, talk to the stores, and brief us on how the systems are being used.” No one knows the value of both human intelligence and technology better than Summerhayes, who remarks, “The consumer is driving changes like the opportunity for prediction, the cost of IT, and the spread of the Internet of Things. Thirty years ago, we could monitor container ship’s location. Twenty years ago, we could monitor the containers. Ten years ago, we could monitor the pallets in the containers. Now, we are talking about tracking products throughout their entire journey, through lower cost RFID tags on value-based consumer items. Lower levels of granularity present huge opportunities for customers.”
 answer_1Fujitsu is an organization that manufactures everything from telephony systems to PCs, mobile phones, enterprise servers, mainframes - and much more. It operates in a software development space and provides solutions for customers. In Fujitsu, we hope to bring intelligence, big data, analytics, predictability, and predictive tools together to answer big questions: How can we better track trends and anomalies? How can we predict failure before failure occurs? How can we drive preventative programs? How can we use our engineering workforce, our partner workforce, and our repair workforce to ensure our customers do not experience downtime? My team is leveraging software tools and partners, plus the knowledge we have developed to be able to look at that space. A new type of service model called CARE uses intelligent engineering to drive and support the customer’s changing requirements. One of our prominent customers, McDonald's, is leveraging our CARE service to allow customers to pre-order and select a time for pick up before the customer gets to the store via an app on their phone; the customer can use a connected kiosk; customers have a choice. Fujitsu ensures uptime and availability to those stores, which often operate 24/7. As a part of the outsourcing space within my team, I look in how Fujitsu provides managed services to customers who have either IT products or It services provided by another partner we can take over. From a game-changing perspective, ten years ago, there was IT outsourcing version 1.0 – where the company decided to move it to a partner who managed its IT provision on a holistic basis. Outsourcing moved through a tower model called IT managed services or outsourcing version 2.0, in which the IT provision breaks up into various towers. It is like an orchestra of independent companies playing together, or the company orchestrating it themselves. My team is looking at how we provision engineering-type services, provided either remotely or on customer sites. It is how we provision and make available those engineering services to customers that is a key game changer. We hope to provide a service before the customer realizes they have a problem. Fujitsu tries and pilots programs like an intelligent error engineering deployment for one of their customers in the UK. Their goal is to take it from white screen concepts to a working prototype within two weeks. We are looking at augmented reality from our engineering workforce perspective. The ability to use a smartphone, and point at another device for both visual and providing verbal instructions to the engineer in the terms of how best to resolve the problem. Fujitsu hopes to use virtual reality tools to train our engineers like "just in time training" - broadly scaling our engineering workforce in terms of a core set of skills.
 answer_2Speed is the biggest hurdle to overcome when it comes to IT services, as our customers expect rapid deployment and zero downtime. The complications of adopting speed of change with the challenge of demonstrating return on investment limit innovation. It becomes difficult to clearly articulate the value of innovation without taking the C-suite on a customer experience journey, where they can clearly articulate those savings.
 answer_3Fujitsu’s innovation depends on the speed of adoption versus the speed of change. Most companies, whether banks, retail institutions, or manufacturers, have a legacy environment plus a small element of new code, and its service models vary dependent on those factors. Amazon is a disruptor in retailing and supermarkets. In the UK, Amazon states they are the online supermarket. Consumers can even order fresh produce from Amazon. Many companies are seeing disruption within their industry by new competitors. There is little to consider as first generation, innovative. Small pocket organizations create an innovative idea, it develops, and then it is realized as a blue ocean market opportunity or a disruptive market opportunity. That is how innovation happens, and how innovation gets inculcated in an organization. I see innovation in Fujitsu and in many of its competitors. Fujitsu implements an encouraging culture for innovation. The challenge is in demonstrating the business case and the return on investment.
 answer_4Within IT services, the Internet of Things, the connectivity of many devices, and the integration of big data through analytics will be the major industry disruptors. Augmented reality and virtual reality will have an impact, although AR will be more prevalent. It is how companies bring those various elements together around industry vertical solutions. How vertical solutions are brought together to offer a solution to the customer is key.
 answer_5Google’s innovations are highly compelling. When traveling, Google gives online recommendations through Google Maps in terms of products and services nearby the user. A consumer can submit photographs and narratives of places they have visited via social media channels, and contribute to shared information.
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 bio_fullIn the UK’s world of IT, Martin Summerhayes is known as “The Billion Dollar Man,” having once innovated a billion dollar business for HP while also working as a field engineer. His expertise in customer experience and service needs derive from innumerable physical visits from his field engineer days, which have enabled him to create enhanced service models with a customer-friendly but up-front extended warranty. This innovation became a huge new revenue stream for Fujitsu, and a model emulated by many companies since its inception. His service ideas stem from customer-centric realizations like this: Why should a customer have to deal with the complexity of choosing between hardware, software or warranty departments in seeking solutions from their provider? Surely the provider should be able to take their problem – or, better still, already know or anticipate the problem – and refer them to the right channels to solve it. Summerhayes is now Head of Delivery Strategy and Service Improvement for Fujitsu – one of the world’s top five IT service providers, with products and services available in more than 100 countries. The company’s “human-centric” tech innovation is far-reaching, ranging from farming sensors for better harvests to software for the hearing impaired, and augmented reality systems to reduce truck rolls for field engineers. Its slew of recent awards includes the Citrix Award for Partners, in which Fujitsu managed to get a key agency of the New Zealand government back online within days of the country’s 7.8 magnitude earthquake, with a cloud-based desktop-as-a-service solution. Rather than seeing their tech portfolios managed in a series of add-ons and piecemeal updates in response to changing needs and improved software, enterprise customers routinely hail the fact that Fujitsu IT services are continuously up-to-date thereby enhancing personalization for the client’s needs. One of Fujitsu’s most famous clients in the UK is McDonald’s. At a recent Fujitsu Forum event, Doug Baker, head of IT for McDonald's UK, said the partnership had gone beyond the traditional “break-fix” contracts of the past, and toward a flexible service which enabled a personalized, optimized customer experience for its 1260 restaurants. The partnership, including the new CARE program, is enabling kiosk-driven table service – and the remarkable recognition that “the biggest focus for technology innovation in restaurants is leveraging a customer’s own device,” – as well as a very human kind of load-balancing, where drive-thrus take simultaneous orders in two lanes and deliver efficiently in one. Having learned some high traffic retail customers do not like the disruption of even rapid response site visits by predictive IT engineers, Fujitsu responded with “invisible service provision.” Martin Smithen, head of Fujitsu’s TMS Offering Development, notes to ensure the success of the remote, invisible support, the service requires customers are kept fully informed. Despite the benefits of optimized engineering support, the role of human intelligence remained on a par with technology in formulating business strategy, Doug Baker, head of IT for McDonald's UK, says, “The most powerful data we have had comes from CARE engineers who go to sites, talk to the stores, and brief us on how the systems are being used.” No one knows the value of both human intelligence and technology better than Summerhayes, who remarks, “The consumer is driving changes like the opportunity for prediction, the cost of IT, and the spread of the Internet of Things. Thirty years ago, we could monitor container ship’s location. Twenty years ago, we could monitor the containers. Ten years ago, we could monitor the pallets in the containers. Now, we are talking about tracking products throughout their entire journey, through lower cost RFID tags on value-based consumer items. Lower levels of granularity present huge opportunities for customers.”
 summaryMartin Summerhayes is known as “The Billion Dollar Man,” having once innovated a billion dollar business for HP while also working as a field engineer. His expertise in customer experience and service needs derive from innumerable physical visits from his field engineer days, which have enabled him to create enhanced service models with a customer-friendly but up-front extended warranty. This innovation became a huge new revenue stream for Fujitsu, and a model emulated by many companies since its inception.
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Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value. The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world. Background The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments. Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences. Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially. According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015. In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy. In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds. Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats. It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge. The Data Logistics Mandate In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs. Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements. Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data. For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity. For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality. Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world. To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. 
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Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value. The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world. Background The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments. Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences. Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially. According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015. In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy. In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds. Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats. It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge. The Data Logistics Mandate In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs. Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements. Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data. For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity. For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality. Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world. To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. 
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Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value. The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world. Background The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments. Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences. Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially. According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015. In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy. In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds. Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats. It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge. The Data Logistics Mandate In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs. Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements. Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data. For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity. For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality. Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world. 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Chief Data Officers, infrastructure IT executives and others in the enterprise are now seeking new and innovative ways to gain greater control, visibility, performance and efficiency in the way they manage data to optimize its value. The program will engage data and IT executives from major companies, as well as leading system integrators, consulting firms and solution providers to understand needs, requirements and best practices in optimizing data economics, protection and logistics in today’s multi-cloud, mega-data world. Background The growing importance of the Chief Data Officer underscores widespread recognition of the essential role and value of data and analytics in the modern, agile customer-centric enterprise. This is further compounded by the significant cost, challenge and complexity of unifying, migrating, replicating, protecting, storing and governing data “ponds, lakes and dams” in today’s multi-cloud and hybrid cloud computing environments. Data has become one of the chief engines of value creation. Its role in improving analytical decision making, enhancing our ability to understand, reach and engage customers, and increasing the value of both existing and new products and services has made data a highly valued currency and asset base for enterprises operating digitally across data borders, ramparts and fences. Fueled by an explosive proliferation of new data sources—from mobile computing, social media and rich media applications and services, to the advent of the Internet of Things, which will generate some 50 million connected sensors by the end of 2020—the amount and variety of data being stored is growing exponentially. According Seagate Technology, the amount of data generated worldwide will increase to 163 zettabytes by 2025 from 12 zettabytes in 2015. In today’s multi-cloud, mega-data world, better Data Logistics and Performance Management (DLPM) has become essential to competing in the Data Economy. According to 451 Research, some 80 percent of companies are now utilizing two or more clouds. Three-quarters of companies say they are pursuing a hybrid/multi-cloud strategy. In this highly distributed compute environment, the requirements to understand where data resides across multiple public clouds and on-premise systems and cost-effectively store, protect and move data to its optimal location becomes critical. With the coming rise of edge computing and micro-data centers designed to bring data and applications closer to users to reduce latency and thereby improve application and workload performance, data management and logistics become even more complex. The edge is creating even more data, with increased data volumes having to be transmitted across networks and between clouds. Object-based data storage is now the dominant storage architecture globally, particularly in the cloud, and will be used to store 85 percent of the world’s data by 2025. Developed initially to handle the explosive growth of unstructured data, such as video, images, web pages, log files and IoT data, object storage saves data along with associated metadata in blocks as objects that can contain multiple information formats. It has a variety of advantages over file and block storage, including massive scalability, greater flexibility via metadata for analytics, better governance, faster retrieval, and improved cost efficiencies. In addition, continued technical advances are improving both the performance and the applicability of object storage for new use cases. A major challenge, however, is that the object-based storage systems used my various cloud providers are all different, making data synchronization and translation a challenge. The Data Logistics Mandate In this new world, Chief Data Officers and CIOs must optimize how they manage vast volumes of data across multiple clouds and data environments through better data logistics. There are more data silos, greater distribution of data, vast increases in volume, and a growing demand to understand, protect and exploit data for business growth and optimization while holding down costs. Among those logistical challenges are the need to keep track of where data resides, and cost-effectively synchronize, replicate and move data to optimize value, efficiency, security and governance based on cost differences, processing and analytics capabilities, performance advantages, and regulatory requirements. Organizations need to be able to be able to identify what data needs to be replicated and effectively transmitted and synchronized across different clouds and on-premise locations to improve the availability, security and value of data. For example, organizations increasingly need to move data to specific service providers to conduct analytics or take advantage of specific vendor technologies, lower processing and storage costs, or meet geographic requirements. Particularly when data replication and synchronization is a continuous activity, organizations need to automate this process based on established rules and policies to improve cost efficiency, eliminate errors and reduce management complexity. For object storage data, the capacity to fully utilize metadata to identify location, type and value is now a critical aspect of data logistics, as is the ability to transfer data with a minimum amount of performance degradation and data corruption. New solutions that can handle replication outside of the data path are delivering improved visibility, performance and data quality. Advancing data logistics is a major imperative for today’s data-driven organizations and their chief data officers. The mandate to improve data availability, performance, value and cost-efficiency will be a critical competitive differentiator in a multi-cloud, mega-data world. To get involved in this initiative, please reach out to <a href="mailto:dmurray@bpinetwork.org">Dave Murray</a>. 
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Business Performance (BPI) Network

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