Business Performance (BPI) Network: Reports

Report

Id: 53
Date
Title: Startup Innovation Inspiring Business Transformation
Summary: Startups and new category contenders are spurring greater invention and business remodeling in enterprise incumbents seeking to compete with agile and intrusive market entrants. Big corporations are restructuring, renovating, re-directing and investing in new talent, technology, and alternative business models.
Author: BPI Network
Body: <div class="page" title="Page 5"> <div class="layoutArea"> <div class="column"> Many of world’s largest corporations are scrambling to transform and remodel their businesses, prompted to a significant degree by inventive new startups with vision, ambition and a willingness to take risks and disrupt traditional markets. Today’s challengers and disruptors are prompting corporate acquisitions, restructuring and a new focus on innovation among their larger brethren.  "Startup Innovation Inspiring Business Transformation" is research report is based on an online survey of more than 250 enterprise business leaders and innovators across North America, Europe and Asia. These survey findings are supplemented by perspectives from leading enterprise executives as well as category disruptors. The Q2 2015 study was undertaken by the BPI Network, with sponsorship from Tech Mahindra, and in association with the TiE. <img src="../../../img/start-up.jpg" alt="" width="100%" /></div> <a href="../../../startup-innovation-infographic">View full infographic»</a></div> </div>
Image: Start-up-Innovation_Report-Cover_235x308[6].jpg
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Created: 2015-05-08 14:32:55
Modified: 2024-10-16 20:41:50

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Id	Title	Subtitle	Description	Date	Created	Modified	Actions
13	Start-Up Innovation Inspiring Business Transformation	How Disruptive Entrepreneurship is Driving Corporate Renovation + Reinvention	Sponsored by Tech Mahindra, the BPI Network is undertaking a brand new study focused on how disruptive entrepreneurship is driving corporate renovation and reinvention. The formation of new venture starts is multiplying at an incredible rate worldwide aided by new sources of funding, a growing number of incubators and accelerators, as well as lower cost of business formation using outsourced infrastructures, off-shore development teams, and on-demand resources and mentoring. Many richly funded emerging growth companies have become disruptive forces in traditional markets, like insurance, hospitality, travel, healthcare, education, transportation, retailing, marketing, sales, advertising, payments, communications, entertainment, and investing. Their shared economy business models and new digital channels of engagement and market access are producing rapid growth, astounding valuations and stratospheric multiples when they go public. At the end of last year, the world had nearly 140,000 startup businesses, of which more than half were based outside America, according to World Startup Report. McKinsey Institute Research predicts that by 2025 more than 45 percent of the Fortune Global 500 will be based in dynamic, emerging markets compared to 17% in 2000. In 2025, it estimates 15,000 companies will have $1B-plus in annual revenues compared to 8,000 in 2010; and 40 percent of new large companies will be located in the emerging world. To what degree is this massive wealth creation and new crop of brand challengers and category contenders spurring greater invention and business remodeling in enterprise incumbents seeking to compete with agile and intrusive market entrants? What are the big corporates learning, emulating, acquiring and adapting? How are they restructuring, renovating, re-directing and investing in new talent, technology and alternative business models? “Start-Up Innovation: Inspiring Business Transformation” is a study that seeks to understand the degree to which disruptive entrepreneurship is driving corporate renovation and reinvention. The thought leadership initiative teams the Business Performance Innovation (BPI) Network with Tech Mahindra, a software company that specializes in digital transformation, consulting and business re-engineering solutions, and with TiE, a non-profit global entrepreneurs network of 14,000 participants across 61 chapters in 17 countries. The findings of this study will be exhibited at TiEcon-- the largest conference on entrepreneurship held annually in Silicon Valley with more than 4,000 attendees (May 15 and 16, 2015). View full infographic >>	2015-05-12	2015-03-12 10:50:55	2016-04-26 14:31:12	View Edit Delete

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Start-Up Innovation Inspiring Business Transformation

How Disruptive Entrepreneurship is Driving Corporate Renovation + Reinvention

Sponsored by Tech Mahindra, the BPI Network is undertaking a brand new study focused on how disruptive entrepreneurship is driving corporate renovation and reinvention.

The formation of new venture starts is multiplying at an incredible rate worldwide aided by new sources of funding, a growing number of incubators and accelerators, as well as lower cost of business formation using outsourced infrastructures, off-shore development teams, and on-demand resources and mentoring.

Many richly funded emerging growth companies have become disruptive forces in traditional markets, like insurance, hospitality, travel, healthcare, education, transportation, retailing, marketing, sales, advertising, payments, communications, entertainment, and investing. Their shared economy business models and new digital channels of engagement and market access are producing rapid growth, astounding valuations and stratospheric multiples when they go public.

At the end of last year, the world had nearly 140,000 startup businesses, of which more than half were based outside America, according to World Startup Report. McKinsey Institute Research predicts that by 2025 more than 45 percent of the Fortune Global 500 will be based in dynamic, emerging markets compared to 17% in 2000. In 2025, it estimates 15,000 companies will have $1B-plus in annual revenues compared to 8,000 in 2010; and 40 percent of new large companies will be located in the emerging world.

To what degree is this massive wealth creation and new crop of brand challengers and category contenders spurring greater invention and business remodeling in enterprise incumbents seeking to compete with agile and intrusive market entrants? What are the big corporates learning, emulating, acquiring and adapting? How are they restructuring, renovating, re-directing and investing in new talent, technology and alternative business models?

“Start-Up Innovation: Inspiring Business Transformation” is a study that seeks to understand the degree to which disruptive entrepreneurship is driving corporate renovation and reinvention. The thought leadership initiative teams the Business Performance Innovation (BPI) Network with Tech Mahindra, a software company that specializes in digital transformation, consulting and business re-engineering solutions, and with TiE, a non-profit global entrepreneurs network of 14,000 participants across 61 chapters in 17 countries.

The findings of this study will be exhibited at TiEcon-- the largest conference on entrepreneurship held annually in Silicon Valley with more than 4,000 attendees (May 15 and 16, 2015).

View full infographic >>

2015-05-12

2015-03-12 10:50:55

2016-04-26 14:31:12

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 titleStart-Up Innovation Inspiring Business Transformation
 subtitleHow Disruptive Entrepreneurship is Driving Corporate Renovation + Reinvention
 summaryIntroducing a new study that seeks to understand the degree to which disruptive entrepreneurship is driving corporate renovation and reinvention. The study investigates how this new crop of brand challengers and category contenders are spurring greater invention and business remodeling in enterprise incumbents. 
 descriptionSponsored by <a href="http://www.techmahindra.com/pages/default.aspx">Tech Mahindra</a>, the BPI Network is undertaking a brand new study focused on how disruptive entrepreneurship is driving corporate renovation and reinvention. The formation of new venture starts is multiplying at an incredible rate worldwide aided by new sources of funding, a growing number of incubators and accelerators, as well as lower cost of business formation using outsourced infrastructures, off-shore development teams, and on-demand resources and mentoring. <a class="wistia-popover[height=360,playerColor=7b796a,width=640]" href="//fast.wistia.net/embed/iframe/a2m1s566c6?popover=true"><img style="float: right; padding: 0 0 20px 20px;" src="../../../img/transform-tech-tv.jpg" alt="" /></a> <script src="http://www.google-analytics.com/ga.js" async="" type="text/javascript"></script> <script src="//fast.wistia.com/assets/external/popover-v1.js" charset="ISO-8859-1"></script> Many richly funded emerging growth companies have become disruptive forces in traditional markets, like insurance, hospitality, travel, healthcare, education, transportation, retailing, marketing, sales, advertising, payments, communications, entertainment, and investing. Their shared economy business models and new digital channels of engagement and market access are producing rapid growth, astounding valuations and stratospheric multiples when they go public. At the end of last year, the world had nearly 140,000 startup businesses, of which more than half were based outside America, according to <a href="http://www.worldstartupwiki.org/">World Startup Report</a>. McKinsey Institute Research predicts that by 2025 more than 45 percent of the Fortune Global 500 will be based in dynamic, emerging markets compared to 17% in 2000. In 2025, it estimates 15,000 companies will have B-plus in annual revenues compared to 8,000 in 2010; and 40 percent of new large companies will be located in the emerging world. To what degree is this massive wealth creation and new crop of brand challengers and category contenders spurring greater invention and business remodeling in enterprise incumbents seeking to compete with agile and intrusive market entrants? What are the big corporates learning, emulating, acquiring and adapting? How are they restructuring, renovating, re-directing and investing in new talent, technology and alternative business models? “Start-Up Innovation: Inspiring Business Transformation” is a study that seeks to understand the degree to which disruptive entrepreneurship is driving corporate renovation and reinvention. The thought leadership initiative teams the Business Performance Innovation (BPI) Network with Tech Mahindra, a software company that specializes in digital transformation, consulting and business re-engineering solutions, and with TiE, a non-profit global entrepreneurs network of 14,000 participants across 61 chapters in 17 countries. The findings of this study will be exhibited at TiEcon-- the largest conference on entrepreneurship held annually in Silicon Valley with more than 4,000 attendees (May 15 and 16, 2015). <a title="Start-Up Innovation Report" href="../../../startup-innovation-infographic"><img src="../../../img/start-up.jpg" alt="" width="100%" /></a> <a title="Start-Up Innovation Report" href="../../../startup-innovation-infographic">View full infographic >></a>
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 titleNew Disruption Study: How Entrepreneurship is Driving Corporate Reinvention
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 summaryWith the inevitable rise of entrepreneurship and startups driving customer innovation, incumbent companies have begun adopting some of their techniques to either catch up or really stimulate transformation within the enterprise. A recent report by BPI Network called “<a href="../../start-up-innovation" target="_blank">Start-Up Innovation: Inspiring Business Transformation</a>,” examines the impact of digital disruption on global enterprises and markets.
 publisherGame Changer
 urlhttp://www.game-changer.net/2015/05/15/how-entrepreneurship-is-driving-corporate-reinvention/
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 summary<a href="http://tiecon.org/" target="_blank" rel="nofollow">TiEcon 2015</a>, the world’s largest gathering of entrepreneurs, will become ground zero for “disruptive entrepreneurship” on May 15-16 at Silicon Valley’sSanta Clara Convention Center. This year’s conference will present, for the first time, findings of a new global study examining how start-ups are impacting market transformation and corporate innovation.
 publisherLioness Magazine
 urlhttp://lionessmagazine.com/impact-of-disruptive-technology-startups-on-global-business-takes-center-stage-at-tiecon-2015/
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 titleLove Not War Wins for Small Businesses and Large Companies
 authorThe Associated Press
 summaryImagine a world where David and Goliath are best buds. Well it's becoming reality more frequently in the business world.Boston Beer Co., maker of Sam Adams, mentors and lends money to small craft brewers. It hopes their sales will grow and take grocery store shelf space from brands like Budweiser, Miller and Coors. "The best way for us to grow at Sam Adams is by having more craft beers out there," Boston Beer Chairman Jim Koch says.
 publisherNew York Times
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 issueSummer 2015
 ednote_titleThis Summer- It's All About Community!
 ednote_contentThe BPI Network is dedicated to the power of the community. We believe an informed and connected network can achieve much greater impact than single disparate actors. This summer, community is more important than ever here at BPI. Whether you are an enterprise, a startup, an innovator, or a mentor, we can only achieve so much on our own. So how can we all come together to build upon each other's successes and knowledge to move forward? Check out our latest <a href="http://bit.ly/1T1iziQ">initiatives</a> and get involved. Let's grow together! Crowdsourced Ideation through CauseTech Through <a href="http://bit.ly/1djGdX9">CauseTech</a>, we are building a community of innovators, technologists, impact investors, and entrepreneurs to crowdsource Innovations Overcoming Limitations. This initiative, in partnership with UNICEF Global Innovation Centre, will bring together both the private and the public sector in order to succeed where there's a need. Have an amazing idea? Our first contest is open! The <a href="Have%20an%20amazing%20idea%20that%20can%20address%20a%20global%20challenge%3F">Burundi Renewable Energy Challenge</a> focuses on developing alternative energy solutions for the most energy-poor country in the world. Can your idea address this challenge? We want to hear from you! Global Knowledge Transfer through Transform to Better Perform BPI Network has just launched one of its most ambitious initiatives yet, <a href="http://bit.ly/1KRStJ6">Transform to Better Perform</a>. Our goal is to initiate a global conversation on IT transformation. We’re reaching out to business and IT leaders around the world to explore the business drivers, imperatives and priorities for IT in a digitally dependent age and map a new model for IT. Register to join in this ongoing global dialogue. We've already launched our first report on the topic, "<a href="http://bit.ly/1KOcm3P">Accelerate how you Innovate</a>" and are researching for our next report. To help us undertake this research, we need your insights! Please take our quick survey: <a href="http://bit.ly/1EEGI40">Where Can IT Innovation Accelerate Business Transformation</a>? and help us ignite the conversation! As a part of this campaign, we are conducting ongoing interviews to get the perspectives from enterprises and data center professionals alike. See our <a href="#interview">feature interview</a> to get a peak at one of these incredible perspectives. Find additional perspectives <a href="http://bit.ly/1E2z4Qw">here</a>. We'll also be hosting our first roundtable event July 30th in San Francisco. Email Tamara at tvyncke@bpinetwork.org to reserve your spot! Empowering the Community Bank For community banks and credit unions, it’s a whole new world. The economy is finally growing again, but so are the risks and challenges. Competition from larger financial services companies has forced community institutions to think and act differently, particularly about how they cost-effectively use technology to engage and retain customers. Economies of scale are ever more important, making mergers and acquisitions a hot topic of discussion for everyone in the industry. If you are in this field, we're looking to hear from you! Provide your insights in this <a href="http://bit.ly/1AKEcy6">Grow Smart From the Start Survey</a> and receive an exclusive report! Building the BPI Network We recognize that our successes are due to our incredible community members, advisory board, and network of partners. A huge Thank You for your continued support in helping us grow! Find us in the News! New York Times: <a href="http://nyti.ms/1KN8vaI">Love Not War Wins for Small Businesses and Large Companies</a> FierceCIO: <a href="http://bit.ly/1IidkrO">Will CIO Survival Depend on Disruptive Innovation? </a> Inc.: <a href="http://www.inc.com/minda-zetlin/why-big-corporations-suddenly-care-about-small-companies-and-what-you-should-do-.html">Why Big Corporations Suddenly Care About Small Companies and What You Should Do About It</a> Ventureburn: <a href="http://bit.ly/1eRkYNk">New UNICEF-Backed Platform Looking to Crowdsource Innovation </a> Disrupt Africa: <a href="http://bit.ly/1BdNRxn">CauseTech Crowdsourcing Startup Ideas for Burundi Renewable Energy</a> Cloud Computing Intelligence: <a href="http://bit.ly/1McptfL">BPI Campaign Aims to Change the Future Data Centre </a>
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 feature_titleHow One African Misruptive Innovation Company is Storming a Key US Market
 feature_subtitle
 feature_contentA South African start-up is rapidly defining a new kind of business disruption in the US tech sector. Call it “mis-ruptive” innovation: breaking into a major new market by accident – and then storming that market by sticking to the same, humble business model devised for the original market. In 2012, the founders of <a href="http://www.snapt.net/">Snapt</a> not only didn’t know what their own product could do; they weren’t even sure there was a market for it. And so they generated a hyper-generous pricing and business model for their open source load balancing and web accelerator solutions, hoping that small local start-ups might be interested. Then, founding CEO Dave Blakey got a strange call from the Chief Technology Officer for a major US company, who said “Could you, um, please drastically increase the price on your product for us?” With alternate load balancing solutions costing tens of thousands of dollars, the CTO was worried that his company board simply would not believe that Snapt’s 0 product could solve one of their most critical needs: secure and reliable web operations. <img style="float: right; margin-left: 10px;" src="http://sablenetwork.com/images/snapbalancer.png" alt="" /> Even more remarkable: the solution would work as the company scaled up to networks of servers, or migrated to the cloud. The disbelieving CTO was told he could keep the working product forever, even if they chose not to renew that 0 annual license. Then Blakey discovered that one of their early customers was none other than NASA, who stumbled on its breakthrough products online, and quietly paid what was surely one of the organization’s smallest-ever IT invoices. Now, this Johannesburg-based application delivery controller (ADC) start-up has 10,000 customers in 50 countries, including Intel and euroVPS. But what makes Snapt successfully misruptive is that – despite stumbling upon the lucrative new market of large enterprises – they have kept their misdirected, freakishly generous pricing and business model. “We doing this because it's working – we’re disrupting the space, we’re cash positive and we’re growing nicely, without spending any money on marketing,” says Blakey. “Where we thought we could play has changed dramatically - we didn’t think we’d have these types of clients; then all of a sudden these huge enterprises came to us. People say – ‘Now that your market has changed, why don’t you just charge 80% of what your competitors charge?’. There was a time just two years ago when our most expensive product was 0 per year. Several times, we’ve had to respond to requests from customers to increase our price for them – and we still have ridiculous situations where we are 3% of a competitor’s quote. But we are sticking to our guns.” One US expert in the ADC industry, Scott Ryan – Asankya – says Snapt’s innovations would “define the future of the global ADC market.” Delays of webpage loading of even fractions of a second – often, through the problem of “latency” – can cost millions for companies in fields like e-commerce. Blakey cites Amazon’s estimate that a 0.1 second delay could cost the company .6 billion. Yet Snapt’s inexpensive web acceleration tools – scaled to the client’s needs – are keeping sites for enterprises of all sizes “up-and-running-faster” around the globe. It has surely lost out on many other major clients in its 3 years of existence, due to its too-good-to-be-true offering – and the fact it that it has boasted a sales and marketing force of zero staff. <img style="float: right; margin-left: 10px;" src="http://sablenetwork.com/images/snaptcache.png" alt="" /> And yet this Johannesburg-based start-up grew 400% in revenue last year, and has grown 1000% to date in 2015. Last week – May 2015 – Georgia’s top tech incubator, Advanced Technology Development Center, included the startup in its elite ATDC "Select" membership. Blakey says: "We're honored to have been included. It's a big deal for us chiefly because of their Industry Connect program, which links top start-ups with Global 1000 companies. ATDC is important for us as we are not headquartered in the US, and breaking into larger enterprises in the US – especially those who care about web reliability – is crucial for us.” Blakey also opened a sales and marketing arm in Atlanta in May, called Snapt Global. Snapt’s outlandish pricing is rooted in its fundamental disruption: replacing traditional hardware solutions with open source software solutions for load balancing, web acceleration, and smart firewall products. It can also be traced to the company’s strikingly low overhead costs, including a total staff of only 15 people. Of course, price is of little concern to Snapt’s fast-growing ranks of large enterprise customers. Instead, those tiny invoices act as a mindset jolt for C-suite executives; a clear herald that there is a better, newer way of powering reliable delivery to business-critical applications. For them, the real disruptive value-adds from Snapt lie in the versatility of the technology and the quality of its customer support. Todd Reagor, CEO of web hosting solutions firm RivalHost, admits the products he bought from Snapt were “downright cheap” – and that they had also saved his company 0 000 so far, and counting. But more important for him was the adaptability of the software: "The secret behind Snapt's solutions is that they are adaptable and customizable. Snapt transformed those disparate third-party solutions into a beautiful, user-friendly GUI/interface. We were able to leverage reverse proxy and let attack traffic run through our hosting center rather than through our clients." One Snapt launch innovation which has 'survived' its unexpected success is a guarantee which the market never thought to demand: a promise to publish its customer response times. Snapt remains the only provider in the billion ADC industry to broadcast its own support report card (this week, the average response to customer queries was 1 minute, with the longest response taking 4 minutes). Ian Barnes, CTO of BetTech Gaming, calls the service "unbelievably amazing support," and Reagor calls it "a game changer." Rather than entrepreneurial ambition, Snapt was conceived through pure innovative curiosity. The son of a Johannesburg IT innovator, Blakey began his education in computer software when he was only four. By age 11, he was the world’s youngest A+ certified computer technician. Having skipped formal tertiary education, Blakey was experimenting with various software platforms in his early twenties. One of the challenges that struck him was the outsized cost of quality load balancing solutions. <img style="float: right; margin-left: 10px;" src="http://sablenetwork.com/images/snaptaccelerator.png" alt="" /> “There was just no way a small start-up which needed reliable web operations could afford hundreds of thousands of dollars to ensure their sites remained online,” he says. “We weren’t even sure we were going to go into ADC space. We grew organically; adapted on a day-to-day basis - we saw what was important to clients, and kept asking: How we can add more value?” As a techie, Blakey also commonly found himself irritated when calling IT customer service lines, and finding that the support had been outsourced to technicians will little direct knowledge of the product. “When you log a call with someone who knows less about the technology than you do, that’s annoying,” he says. “Especially when the problem affects a critical part of your business, its not good enough to have someone on the phone ask you to turn it off and on again; to look at the blinking lights.” Blakey vowed never to outsource IT support from his new company – and has somehow, miruptively, kept that promise, even as it has grown to 10,000 customers. Blakey knows that, now, US competitors are asking: how on earth can Snapt provide direct customer support for thousands of customers with only 15 staff – and respond to those calls at an average of one minute? He’s happy to provide the answer: “It's because our number of (support) tickets received is very low – and that’s because the product runs well; its easy to understand; and it doesn’t break. In the lifetime of the business we’ve had only a few thousand support requests.” Blakey says the company’s past growth is based on thjs remarkable statistic: 80% of customers that test-drive the system on the free trial become paying customers. The company is not actively seeking new funding. Instead, it simply needs more companies with critical web reliability needs to do the free trial. “In 3 to 5 years, we want to have a much bigger piece of virtualized ADC market,” he says. Snapt poses a fascinating case for business academics, because it’s virtually the opposite of the “minimum viable product” lean start-ups model. Their product had more features than most established competitors at the outset – but, in terms of risk, it echoes the “no cost prototype” model of lean innovation in its choice of open source software. The CEO of one leading Silicon Valley tech incubator told BPI and SABLE that the key value behind Snapt’s stubbornly low pricing to big customers was that it “tells a unique and memorable story, which is priceless in terms of branding.” <img style="float: left; margin-right: 10px;" src="http://www.sablenetwork.com/images/dave-blakey.jpg" alt="" /> Dave Blakey founded Snapt in 2012 and currently serves as the company's CEO. Under Dave's leadership, Snapt achieved a 400% annual growth rate in 2014. Snapt now provides load balancing and acceleration to more than 10,000 clients in 50 countries. High profile clients include NASA, Intel, and various other forward-thinking companies. A self-made, serial entrepreneur from Johannesburg, South Africa, at 11 years old Dave was the youngest certified computer technician globally. At 13, he was certified as a Microsoft Certified Solutions Expert, the youngest person certified at the time in the southern hemisphere. Today, Dave has evolved into a leading open-source software-defined networking thought leader, with deep domain expertise in high performance network systems, management, and security solutions. He is a passionate advocate for advancing South Africa's start-up ecosystem and expanding the global presence of the country's tech hub. 
 interview_headshotAntoine-de-Kerviler140x140[3].jpg
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 interview_logo_urlhttp://www.eurostar.com/
 interview_titleEurostar: The Fast Train to Data Center Transformation
 interview_subtitleAntoine de Kerviler Shares his Perspectives
 interview_contentAt a time when many CIOs struggle to keep the business side satisfied, Eurostar CIO Antoine de Kerviler, boasts that his team no longer has that problem. “We are completely aligned on the vision, the strategy and the objectives,” he says. “We co-manage roadmaps and budgets. Operating in the cloud has allowed us to be extremely fast and reactive, faster than our business colleagues expected us to be, and to innovate with new services for our customers.” The secret to his success may stem from Eurostar’s new approach to managing the flood of data that keeps the trains running on time. Instead of relying only on the company’s three traditional data centers, Eurostar has added cloud services to support its customer-oriented data, including passenger identities, tickets orders, train schedules and much more. The system includes using Salesforce.com to manage customer relationships and Amazon’s Redshift to store and analyze other data. Eurostar is still using its datacenters to run certain business processes, but things have gone so well that de Kerviler hopes to modernize the entire system. “When we can, we will all be in the cloud. Everything will be in the cloud,” he says. “We are a train company. Our job is to run and operate trains, it's not to run and operate computers. And there are people out there that are doing it in a much more efficient, greener, faster and more professional way than we can or we'll ever be able to.” Knowing the Passengers The rosy future is a contrast with data challenges that are now being resolved. For example, most companies now are collecting more and more information about their customers. But Eurostar sells many tickets through travel agents who don’t like to give out the names or contacts for their clients. Without that information, Eurostar can’t contact the customer to let them know of service delays or other problems. “There are about 40 percent of our clients for whom we don’t know the name, we don’t know the address, we don’t know the phone number, we don’t know much about them,” says de Kerviler. That can be a problem in a number of ways. For one thing, not knowing who is on the train is a security issue. If there is a wedding party, Eurostar doesn’t even know the name of the bride or groom. In the near future, Eurostar will start requiring passengers to provide a phone number or an email, which will help identify and contact specific passengers, in particular, in case of operational disruption. “In a way, we’re going to try to behave like an airline and improve the quality of data we have so that we’re in a position to improve the quality of services,” says de Kerviler. As part of that, Eurostar will ask passengers for their preference in communication channels, whether it’s a direct message on Twitter, email, phone, text or another channel. Cloud Support “All the customer intelligence is in the process of being transferred into Redshift. It’s all in the cloud,” he says. “And then we’re collecting a lot of data for the customers about travelling – whether your train is late, whether your train is on time, which train, when and so on. We’re cleaning up all that data and putting it in Redshift.” All this is focused on providing the best possible customer service, he notes. “One of the things we’ve done is to tell people in IS that there’s no such thing as an internal client,” he says. “There’s only one client – the person who sits aboard the train. And we’ve done a number of things to align in this way.”
 contributed_titleThe New Era of Global Supply Chain Ecosystems- Complex But Strategic
 contributed_subtitleA Perspective from Mark Millar from his New Book 'Global Supply Chain Ecosystems'
 contributed_contentSupply Chains are the arteries of today’s globalised economy – they enable the international trade flows that empower global commerce. Today’s Supply Chains are evolving to reflect the increased complexity of world trade – a highly competitive, super connected, fast changing and increasingly volatile global environment, which is progressively more difficult to predict. Supply Chain Management has now become an essential topic across all spheres of management and a strategic agenda item in every boardroom. <img style="float: left; margin-right: 10px; margin-bottom: 10px;" src="../../../img/global-supply-chain-ecosystems.png" alt="Global Chain Ecosystems | BPI Network - Brainwaves" width="150" />Twenty-first-century supply chains have evolved into world-wide inter-connected supply-and-demand networks with profound interdependencies - comprising vastly more complex operations and with greater exposure to the vulnerabilities of our uncertain world. This is leading to greater use of collaborative partnerships, frequently involving outsourcing and off-shoring, creating elongated networks of organisations comprising multiple stakeholders, which require more sophisticated management, control and communication than ever before. Consequently modern supply chains have become complex, multi-layered and inter-connected distribution systems that enable companies and countries to trade more effectively and efficiently. Developed by innovative, competitive and ambitious practitioners and business managers, these ecosystems have become the essential enablers of international cargo flows around the world, bringing economic and social benefits, and leading to a steady improvement in the standard of living for millions. Confirming how these networks enable business in an increasingly connected world, the Financial Times’ (FT) lexicon describes how “businesses operate in a broader network of related businesses offering particular products or services - this is known as a business ecosystem”. They further define this business ecosystem as “a network of interlinked companies, such as suppliers and distributors, who interact with each other, primarily complementing or supplying key components of the value propositions within their products or services”. From the supply chain perspective, Cranfield’s Dr Martin Christopher adopts an end-to-end perspective of the flows of product and accompanying information from the source of raw materials to delivery to the end customer - and sometimes beyond - to develop a definition of supply chain as: “the network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer”. This notion of networks is particularly important, with Christopher reinforcing the key message that modern supply chains are no longer simply linear chains or processes, “they are complex networks - the products and information flows travel within and between nodes in a variety of networks that link organisations, industries and economies”. Supporting the concept that your supply chain drives competitive advantage for your business, the FT lexicon explains how “Ecosystems also create strong barriers to entry for new competition, as potential entrants not only have to duplicate or better the core product, but they also have to compete against the entire system of independent complementors and suppliers that form the network”. The linear concept of a chain is therefore no longer adequate to describe today’s complex international networks of suppliers, partners, regulators and customers – together collaborating to ensure the efficient, effective and competitive movement of products, services, information and funds around the world. These extended multi stakeholder networks have continued to evolve as supply chains have become increasingly strategic, complex and global - we are firmly in the era of Global Supply Chain Ecosystems. <img style="display: block; margin: auto;" src="../../../img/global-supply-chain-ecosystem-model.png" alt="Global Chain Ecosystems | BPI Network - Brainwaves" width="60%" /> Supply Chain has become Strategic Leading companies are increasingly considering their supply chains to be strategic - as a business enabler, as a revenue driver and as a differentiator. In several sectors, companies compete on the basis of their supply chains, as much as on their actual products. For many businesses – particularly those in high tech and consumer electronics - time to market and effective distribution channels are critical success factors, and therefore supply chain management capabilities become a source of competitive advantage. The supply chain embraces every single activity that enables getting products to customers and consequently touches the vast majority of functions within and across a company. World class organisations no longer perceive the supply chain as merely tactical support for business as usual, but take a holistic position that their supply chain is what drives the business. The latest thinking is that the supply chain is the business. Supply Chain in the Boardroom A growing trend in recent years is the presence of supply chain managers serving on the board of directors with the role and title of Chief Supply Chain Officer (CSCO). Standing agenda items for senior executives now include supply chain strategy, supply chain execution and supply chain risk. Research led by Professor Alan Waller OBE of Solving Efeso, in collaboration with Cranfield School of Management, found that - in stark contrast to just ten years ago – amongst well over half of the companies surveyed, the most senior supply chain person now sits on the Board of the business unit. The research report surmised that this trend is accelerating and concluded that ‘the supply chain is an intrinsic element of the enterprise; its ability to adapt quickly to changes in the commercial environment is critical to the financial and market performance of the business’. A high profile example of supply chain in the boardroom is Apple. Prior to becoming chief executive, Tim Cook was an acknowledged expert in the often low profile but absolutely critical world of supply chain management. His level of operational expertise and experience is essential for Apple’s continued leadership across global markets with global products amongst global competition, where the supply chain drives competitive advantage through time to market, finely tuned global operations, economically efficient logistics networks and simultaneous worldwide product releases. Having an increasing presence at-the-table in the executive suite means that supply chain leaders have to learn to speak the language of the boardroom in order to operate effectively and succeed. Supply Chain and the Chief Financial Officer Even with many companies having supply chain representation in the boardroom, in reality there is still some way to go before the whole board considers supply chain to be a substantial driving force for the business, in which case there is a real risk of sub-optimising from a strategic planning perspective. In terms of meaningful engagement with the Chief Financial Officer (CFO), in reality the supply chain has significant material impact on multiple aspects of the balance sheet and profit and loss statements. Supply chain managers can therefore readily translate their activities, influence and results into the business language most suitable for the CFO and the rest of the boardroom – where inevitably money talks! From the profit and loss perspective, the supply chain function will have a material impact as follows on the business’ income statement: <table style="margin: auto;" width="70%" frame="box"> <tbody> <tr><th style="padding: 10px;" align="left">Profit and Loss</th><th style="padding: 10px;" align="left">Supply Chain Impact</th></tr> <tr> <td style="padding: 10px;">Revenue:</td> <td style="padding: 10px;">Customer Service</td> </tr> <tr> <td style="padding: 10px;">Cost of Goods:</td> <td style="padding: 10px;">Sourcing & Procurement</td> </tr> <tr> <td style="padding: 10px;"> </td> <td style="padding: 10px;">Capacity Utilisation</td> </tr> <tr> <td style="padding: 10px;"> </td> <td style="padding: 10px;">Operational Efficiencies</td> </tr> <tr> <td> </td> <td style="padding: 10px;">Inventory Management</td> </tr> <tr> <td style="padding: 10px;"> </td> <td style="padding: 10px;">Warehousing and Transport</td> </tr> <tr> <td style="padding: 10px;">Admin Expense:</td> <td style="padding: 10px;">Order Processing</td> </tr> <tr> <td style="padding: 10px;">Interest Expense:</td> <td style="padding: 10px;">Inventory Financing</td> </tr> </tbody> </table> Likewise, supply chain activities will impact throughout the Balance Sheet. Accounts receivable and cash assets will be impacted by order fill rates, invoice accuracy and order lead times; whilst balance sheet inventory will be influenced by supplier relationships, supplier management strategies and inventory policies. The fixed asset categories of property, plant & equipment will directly reflect a combination of the company’s warehouse network, insourcing-outsourcing strategies and build-buy-lease decisions. Order quantities will affect current liabilities whilst the financing arrangements for inventory, plant and equipment will influence long-term debt and shareholder equity. We still have to question whether supply chain is taken seriously in the board room, maybe the complexity of today’s supply chain ecosystems in fact makes the board of directors bored? However, when things go wrong, supply chain definitely becomes front and centre on the senior executives’ radar! Somewhat ironically, when in fact perhaps more director level attention to - and participation in - supply chain strategy, supply chain execution and supply chain risk discussions would help to avoid some of the disruptions that impact supply chain performance. Furthermore, when CFO’s recognise that their company’s supply chain is responsible for between 63 and 90 per cent of a company’s total spend, depending on type of business (according to research by the Supply Chain Council) surely they will then engage more actively in dialogue with supply chain management. Supply Chain as Competitive Advantage In our world that is complex, connected and changing fast, the supply chain is more and more being recognised as a key source of competitive advantage and differentiation. Companies strive to build powerful supply chains that will enable them to get their products to market faster, more efficiently and more economically than their competition. Businesses are now competing on the basis of their supply chain management capabilities almost as much as their product or their brand. Any chain is only as strong as its weakest link – and it’s the same with a supply chain, except that within a supply chain ecosystem the linkages are not consecutive and not linear; there are numerous multi-dimensional connections with profound inter dependencies. Nevertheless, the strategy of achieving continuous improvement through consistently and persistently working on strengthening the weakest link(s) still applies, and companies adopting such an approach will leverage their global supply chain ecosystem for competitive advantage in our complex, connected world. <img style="float: left; margin-right: 10px; margin-bottom: 10px;" src="../../../img/global-supply-chain-ecosystem-mark-miller.jpg" alt="Mark Miller - Global Chain Ecosystems | BPI Network - Brainwaves" width="220" />Mark Millar is the author of <a href="http://www.koganpage.com/globalsupplychain">Global Supply Chain Ecosystems</a> - commissioned and published by Kogan Page of London - in which he presents detailed and practical insights that help companies capitalise on market opportunities, overcome supply chain challenges and make better informed business decisions. Acknowledged as an engaging presenter who delivers a memorable impact, Mark has completed over 350 speaking engagements at corporate events, client functions and industry conferences across 23 countries. A Visiting Lecturer at Hong Kong Polytechnic University, Mark is recognised in the 'China Supply Chain Top 20', as one of ‘Asia’s Top 50 Influencers in Supply Chain and Logistics’ and in the 2014 USA listing of 'Top Pros-to-Know in Supply Chain'. Learn more at <a href="http://www.markmillar.com/">www.markmillar.com</a>
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 summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
 descriptionOverview The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity. While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. 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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 titleBringing Simplicity To Multi-Cloud Complexity
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 summaryThis initiative aims to explore the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world.
 descriptionOverview The Business Performance Innovation (BPI) Network, in partnership with DBM Cloud Systems and the CMO Council, is undertaking research into the forces, factors, challenges and requirements driving the need for improved data logistics in today’s multi-cloud world. Global enterprises are seeking to integrate vast repositories of data across multiple public and private clouds and on-premise systems to extract more value, use and return on these assets. In particular, this relates to decision-support analytics, product and service delivery, customer intelligence and personalized engagement, operational improvement, business compliance, and continuity. While multi-cloud and hybrid cloud environments provide major advantages, they also increase the complexity of managing, translating, processing and moving data. 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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Total Time: 0 ms Total Queries: 28 queries

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Total Queries: 28 queries