Business Performance (BPI) Network: InnovatorProfiles

Innovator Profile

Id: 57
Summary Bio: Robert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network. Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute. He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit. Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.” In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”
Answer 1: BT has established an operational model for some of our key, complex, globally-managed services customers, where we have separated the Information Technology Infrastructure Library (ITIL) functions that are primarily proactive, such as capacity planning, RCA/problem management and inventory management from the more traditional day-to-day functions like maintenance and incident management. The latter functions are supported by the network operations (NOC) team, while the team that supports the proactive functions as well as the network management tools is referred to as TCAP (Tools, Capacity, Availability, Performance, Problem). Under this model, I lead the global TCAP team that is part of a managed services contract for a multi-national, Fortune 200 insurance company with hundreds of sites and tens of thousands of network elements. Because of this distributed operational model, BT is in a better position to engage in strategic planning discussions with our managed services customers; understanding their business plans and forecasts and their impact on the network. The team is better positioned to translate these business plans and forecasts into new requirements for analysis, reporting updates, and network monitoring and management tool features/capabilities.
Answer 2: One of the biggest impediments to innovation is inertia. While the objective of any innovation in the long run is a positive impact to the business, whether in savings or revenue, most innovations will require an upfront effort and investment to define a problem statement, hypothesize, test the hypothesis, measure the benefit and implement the solution. In particular, if it is an operational innovation, those who will use it will need to be trained and alter their daily working model to embrace it. It is an easy trap to focus solely on meeting day-to-day deliverables and obligations, thereby losing sight of the “big picture” and not dedicating enough time for problem analysis and planning of innovations. The challenge is in establishing a balance, and investing enough time in the short term for defining and analyzing key problems and subsequently planning and developing innovations to address them. The risk of organizational inertia emphasizes the need for effective and cascaded goal setting, both at the personal and organizational level; i.e., establishing, tracking and validating completion of relevant and SMART objectives yearly, monthly, weekly and in certain cases even daily, and ensuring appropriate targets for innovation are included in those goals.
Answer 3: The first part of the question is an interesting one. I would say that innovation has not become engrained in our organization’s culture, because it has been there all along. We have been thought leaders since 1846 when the Electric Telegraph Company was first formed in The United Kingdom. The founders were excited by the business applications of innovation, excited by the commercial potential of electricity and magnetism could offer for communications. And since 1984, we have become truly global, extending our presence with locations and customers all over the world. As a company, BT has a portfolio of approximately 5000 patents, and files over 100 new applications every year. Over the last five years, we have invested over £2.5B in R&D. We leverage substantial academic engagements with more than 30 elite universities around the world, including MIT, Cambridge University and Tshinghua University. Locally and more specifically to everyone on my team, innovation is essential to our day-to-day jobs. We optimize innovations through the goal and objective-setting process (see above) both on a team as well as on an individual basis, and we measure the impact of any potential innovations against the overall benefits to the business.
Answer 4: From a networking technology perspective, security is an ongoing concern where growth and change continue to happen. Unfortunately, it’s not just the “good guys” who are innovating. The threat landscape is rapidly changing. Every day we are hearing about new and creative ways people and companies are being put at risk, such as DDoS attacks, data theft and breaches and viruses, malware and ransomware. Hackers, with the backing of deep-pocketed organizations that provide endless resources are getting more and more sophisticated in their attacks. The industry has to constantly innovate by adapting its technologies and approach to stay ahead of the game in light of all these new cyber threats, designing services that are highly available and robust, and networks that are more resilient and making data more secure. From the point of view of process engineering, I expect automation to be the key game changer. As enterprises digitally transform further, automation will enable them to be more efficient, increasing agility and reducing costs. IoT, M2M and machine learning will be further catalysts for this automation.
Answer 5: I think that the best innovations occur in collaborative environments; when you are part of a wider ecosystem. Our research and innovation center in Adastral Park, near Ipswich, used to be a BT-only facility. However, it is now a collaborative, open community of close to 100 leading edge technology companies and 4000 employees between BT and its partners. Our strong track record of collaborating with many institutions, including our customers and partners, has led to many examples of mutual business benefits derived from the innovations that were jointly created.
Leader: Robert Novo

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 summary_bioRobert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network. Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute. He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit. Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.” In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”
 answer_1BT has established an operational model for some of our key, complex, globally-managed services customers, where we have separated the Information Technology Infrastructure Library (ITIL) functions that are primarily proactive, such as capacity planning, RCA/problem management and inventory management from the more traditional day-to-day functions like maintenance and incident management. The latter functions are supported by the network operations (NOC) team, while the team that supports the proactive functions as well as the network management tools is referred to as TCAP (Tools, Capacity, Availability, Performance, Problem). Under this model, I lead the global TCAP team that is part of a managed services contract for a multi-national, Fortune 200 insurance company with hundreds of sites and tens of thousands of network elements. Because of this distributed operational model, BT is in a better position to engage in strategic planning discussions with our managed services customers; understanding their business plans and forecasts and their impact on the network. The team is better positioned to translate these business plans and forecasts into new requirements for analysis, reporting updates, and network monitoring and management tool features/capabilities.
 answer_2One of the biggest impediments to innovation is inertia. While the objective of any innovation in the long run is a positive impact to the business, whether in savings or revenue, most innovations will require an upfront effort and investment to define a problem statement, hypothesize, test the hypothesis, measure the benefit and implement the solution. In particular, if it is an operational innovation, those who will use it will need to be trained and alter their daily working model to embrace it. It is an easy trap to focus solely on meeting day-to-day deliverables and obligations, thereby losing sight of the “big picture” and not dedicating enough time for problem analysis and planning of innovations. The challenge is in establishing a balance, and investing enough time in the short term for defining and analyzing key problems and subsequently planning and developing innovations to address them. The risk of organizational inertia emphasizes the need for effective and cascaded goal setting, both at the personal and organizational level; i.e., establishing, tracking and validating completion of relevant and SMART objectives yearly, monthly, weekly and in certain cases even daily, and ensuring appropriate targets for innovation are included in those goals.
 answer_3The first part of the question is an interesting one. I would say that innovation has not become engrained in our organization’s culture, because it has been there all along. We have been thought leaders since 1846 when the Electric Telegraph Company was first formed in The United Kingdom. The founders were excited by the business applications of innovation, excited by the commercial potential of electricity and magnetism could offer for communications. And since 1984, we have become truly global, extending our presence with locations and customers all over the world. As a company, BT has a portfolio of approximately 5000 patents, and files over 100 new applications every year. Over the last five years, we have invested over £2.5B in R&D. We leverage substantial academic engagements with more than 30 elite universities around the world, including MIT, Cambridge University and Tshinghua University. Locally and more specifically to everyone on my team, innovation is essential to our day-to-day jobs. We optimize innovations through the goal and objective-setting process (see above) both on a team as well as on an individual basis, and we measure the impact of any potential innovations against the overall benefits to the business.
 answer_4From a networking technology perspective, security is an ongoing concern where growth and change continue to happen. Unfortunately, it’s not just the “good guys” who are innovating. The threat landscape is rapidly changing. Every day we are hearing about new and creative ways people and companies are being put at risk, such as DDoS attacks, data theft and breaches and viruses, malware and ransomware. Hackers, with the backing of deep-pocketed organizations that provide endless resources are getting more and more sophisticated in their attacks. The industry has to constantly innovate by adapting its technologies and approach to stay ahead of the game in light of all these new cyber threats, designing services that are highly available and robust, and networks that are more resilient and making data more secure. From the point of view of process engineering, I expect automation to be the key game changer. As enterprises digitally transform further, automation will enable them to be more efficient, increasing agility and reducing costs. IoT, M2M and machine learning will be further catalysts for this automation.
 answer_5I think that the best innovations occur in collaborative environments; when you are part of a wider ecosystem. Our research and innovation center in Adastral Park, near Ipswich, used to be a BT-only facility. However, it is now a collaborative, open community of close to 100 leading edge technology companies and 4000 employees between BT and its partners. Our strong track record of collaborating with many institutions, including our customers and partners, has led to many examples of mutual business benefits derived from the innovations that were jointly created.
 leader_id232
 modifier1469
 Leader
 id232
 nameRobert Novo
 job_titleGlobal Director of TCAP
 companyBT Global Services
 headshotRobert-Novo-headshot-140x140.jpg
 company_logoBT-logo-140x60.jpg
 bio_fullRobert Novo is a director in the global services division of BT (British Telecom) where he leads a department responsible for various proactive ITIL functions that are an integral part of a managed services contract for a multi-national, Fortune 200 insurance company. He and his team are responsible for a network with tens of thousands of devices, serving hundreds of sites worldwide. The team provides management and planning of various functions including capacity, inventory, change, problem, release, and knowledge as well as managing and supporting the tools used in the day to day monitoring and operations of the network. Robert has 30+ years of experience in the industry, having worked with customers all over the world, published papers/articles, and presented at conferences on leading-edge technologies in both Spanish and English. Prior to joining BT, Robert has held a variety of senior leadership positions in the telecommunications networking industry, in areas including business strategy consulting, research and development, product/service management, complex data analysis and forecasting, and software tool support. Robert holds a Master of Engineering degree in electrical engineering from Cornell University and a Bachelor of Science in computer and systems engineering from Rensselaer Polytechnic Institute. He has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions. “Every day, we face complex problems that we are challenged to boil down to the right black and white, dollars and cents, decision point. Not enough depth in the analysis increases the risk of a sub-optimal decision. Too much can result in wasted effort and time or ‘paralysis by analysis.’ Understanding the problem statement and determining that sweet spot is essential.” He advocates innovation as early as possible in the problem definition process to maximize the potential benefit. Robert has developed telecommunications traffic projections for many customers worldwide, with forecasts ranging anywhere from 6 months to 15 years. “The level of detail in the analysis has to be tailored to the forecast window. Near term projections are more driven by trends in existing customers and applications. Longer term, we need to look more into industry disruptors and social, business, and technology trends. Fifteen years ago, Twitter, Instagram, and Snapchat weren’t around and Facebook was nascent. Fifteen years from now, the Internet may be dominated by a new generation of apps, but a constant will always be the people, companies, and machines behind them creating the traffic.” In his current position, Robert leads a team of experts located throughout Hungary, India, The United Kingdom, and The United States. Two areas he considers essential to keep his team thinking ahead of the curve are collaboration in the decision making process and customer centricity. “Innovation should not only be a personal objective. We should always look at ways to encourage and nurture it in others.”
 summaryRobert has spent almost his entire career in customer facing roles because of the satisfaction he gets of seeing innovations being put into practice, particularly when making strategic decisions.
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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. 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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Business Performance (BPI) Network

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