Big Data Comes of Age

By Dr. Barry Devlin, Shawn Rogers and John Myers An ENTERPRISE MANAGEMENT ASSOCIATES (EMA ) and 9sight Consulting Research Report November 2012 This research has been sponsored by: IT & DATA MANAGEMENT RESEARCH, INDUSTRY ANALYSIS & CONSULTING

Table of Contents 1 Executive Summary... 1 1.1 Key Findings... 2 2 Big Data Comes of Age... 3 2.1 Big Data the Technological Evolution... 3 2.2 Big Data the Emergence of Systemic Business Value... 5 2.3 Big Data the Holistic View... 6 2.4 Big Data Where Next?... 8 3 Hybrid Data Ecosystem... 9 3.1 Nodes within the Hybrid Data Ecosystem... 11 3.2 Shift from a Single Platform to an Ecosystem... 12 4 Big Data Adoption... 12 4.1 Overall Implementation... 12 4.2 Ongoing Programs vs One Time Projects... 14 4.3 Industry Breakdown... 15 4.3.1 Big Data Implementation Status by Industry... 16 4.4 Adoption Curve... 17 4.5 Use Cases... 17 4.5.1 First Steps by Industry... 18 4.6 Implementation Sponsors... 19 4.6.1 Bumps in the Road... 20 4.7 Implementation User Base... 21 4.8 Implementation User Base by Industry... 22 5 Big Data Requirements: Beyond Buzzwords... 23 5.1 The Speed of Business... 23 5.1.1 Taking off the Training Wheels... 23 5.1.2 Use Cases by Industry... 24 5.1.3 Implementation Strategy by Industry... 25 5.2 Inexpensive is not Free... 26 5.2.1 Overall Annual Information Technology Budget... 26 5.2.2 Comparison of Enterprise and Mid-size Budgets... 27

Table of Contents (continued) 5.3 Refining Data into Information... 30 5.3.1 Workload Technical Drivers... 30 5.3.2 Technical Drivers A Deeper Dive... 31 5.3.3 Business Drivers by Industry Grouping... 32 5.3.4 Business Challenge by Industry... 33 5.4 How Big is Big?... 34 5.4.1 Overall Environment Sizing... 34 5.4.2 2012 Big Data Environment Sizing... 35 5.4.3 2013 Big Data Environment Sizing... 36 5.5 Another Man s Treasure... 37 5.5.1 What is Old is New... 37 5.5.2 What Does Big Data Actually Look Like?... 38 5.5.3 Target Structure by Industry... 39 5.5.4 Data Domains More Than Simply Structure... 40 6 Methodology and Demographics... 42 6.1 Research Methodology... 42 6.2 Authors... 42 6.2.1 About Enterprise Management Associates... 43 6.2.2 About 9sight... 43

1 Executive Summary In the Information Technology (IT) industry, 2012 has been the year of Big Data. From a standing start toward the end of the last decade, Big Data has become one of the most talked about topics. There is hardly a vendor who does not have a solution or, at least, a go-to-market strategy. Beyond IT, even the financial and popular press discusses its merits and debates its drawbacks. And yet, the niggling question of exactly how to define Big Data remains. Respondents to this EMA/9sight survey have clearly indicated that their Big Data solutions range far beyond social media and machine-generated data to include a wide variety of traditional structured and transactional business data. Still, although the question of definition of big may continue to niggle, the answer is becoming increasingly irrelevant. The concept of Big Data has evolved in two key directions. First was the growing understanding that while size is important, the technology implications of data structure and processing speed are at least as important. Second, what really matters for Big Data is what systemic business cases it supports and what real analytic and operational value can be extracted from it. Big Data has driven change in our traditional data management strategies and has found a home in an expanding information ecosystem that many companies struggle to manage today. This landscape was once dominated by the Enterprise Data Warehouse (EDW) on the informational side and an array of largely monolithic transaction processing systems on the operational side. This has now given way to an array of data management platforms, including NoSQL platforms like Hadoop. EDWs will continue to play a critical role in this environment, but in support of historical and cross-functional consistency to a more sophisticated data management strategy rather than as a central clearing house for all informational needs. This new data management strategy leverages an array of platforms for the highest performance possible and brings together human-sourced information, process-mediated data and machine-generated data as a complete, comprehensive business information resource. At the core of this change is a movement to align data with operational and analytic workloads, each on the best possible platform. This shift in strategy is driven by four significant changes in the data management landscape: Maturing user community New technology Economic value Valuable data This new home for Big Data is a muliple node ecosystem of data management platforms. In this ecosystem, each node or platform has an equally critical role in supporting the sophisticated workloads that today s Big Data requirements demand. In many cases, it is the combination of the multiple platforms that enables success in addressing the following requirements: Response Economics Workload Load Structure Page 1

Each of the nodes involved in this environment delivers a specialized value proposition by addressing the drivers mentioned above and applying appropriate feature sets to meet Big Data requirements. 1.1 Key Findings The EMA/9sight Big Data online survey was comprised of 255 Business Intelligence (BI) and data management professionals who qualified to participate in this research. The survey instrument was designed to identify the key trends surrounding the adoption, expectations and challenges connected to Big Data. The research identifies trends surrounding Big Data technology, its use, adoption and how it impacts analytics. Below are highlights and key findings from the research: Big Data strategies are on the move: Respondents who are already working on Big Data projects are doing so at ambitious rates. Over 36% of our respondents are In Operation with a Big Data oriented project. 35% are following close behind in Serious Planning mode. Enterprise is leading the way: Enterprise-sized companies are the early adopters of Big Data driven analytics. Nearly 40% of Enterprise-sized organizations in the EMA/9sight survey have indicated that they have implemented Big Data solutions on some scale, as either a production environment or a pilot system. It is not easy: Most major industries are embracing Big Data technology at some level. These projects are driven or sponsored by an array of stakeholders within the organization. Big Data sponsors vary by industry. The Finance department is the biggest proponent of Big Data projects in Healthcare representing over of the responses, while Big Data in Leisure industries is primarily driven by CEO- and Executive-level management 21%. Different industries, different approaches: By industry there are significant differences in how Big Data is used to drive value. The Public Service industry leads all others with 31% of respondents identifying online archiving as their primary use case. 31% of Media & PR respondents are primarily focused on staging structured data. of financial services respondents are investing in combining data by structure. It is not the size of the data: Big Data isn t as big as the market buzz indicates. Less than 10% of our respondents are managing 750 terabytes or more within their overall system. The most common enterprise size data environments are 50-100TB. Of that data, most companies have 10-30TB in their Big Data environments indicating that Big Data analytics can be served on a variety of platforms, not just Hadoop. Data diversity: The data that feeds Big Data systems comes from a diverse set of sources. Our respondents identified structured operational data, human-generated documents and deep operational transaction data as the three most popular for Big Data projects. Page 2

2 Big Data Comes of Age In the IT industry, 2012 has been the year of Big Data. From a standing start toward the end of the last decade, Big Data has become one of the most talked about topics in IT. Every analyst has a position. There is hardly a vendor who doesn t have a solution or, at least, a go-to-market strategy. Beyond IT, even the financial and popular press discusses its merits and debates its drawbacks. And yet, the niggling question of exactly how to define Big Data remains. By late 2012, it is clear that Big Data is rapidly becoming all the digital information that is and has ever been collected, generated and processed. Respondents to the EMA/9sight survey have clearly indicated that their Big Data solutions range far beyond social media and machine-generated data to include all types of traditional transactional business data. Perhaps this is too simplistic. And yet, irrespective of its starting point, every discussion of Big Data resolutely includes every byte of digital information passing through the world s networks or stored in Public Clouds, enterprise disk farms or even smartphones in teenagers hip pockets. In April 2012, Information Management reported 1 : We create 2.5 quintillion [10 18 ] bytes of data every day, with 90% of the data in the world created in the last two years alone... Every hour, Wal-Mart handles 1 million transactions, feeding a database of 2.5 petabytes [10 15 bytes], which is almost 170 times the data in the Library of Congress. The entire collection of the junk delivered by the U.S. Postal Service in one year is equal to 5 petabytes, while Google processes that amount of data in just one hour. The total amount of information in existence is estimated at a little over a zettabyte [10 21 bytes]. Still, although the question of definition of big may continue to niggle, the answer is becoming increasingly irrelevant. The concept of Big Data has evolved in two key directions. First was the growing understanding that while size is important, the technology implications of data structure and processing speed are at least as important. Second, what really matters for Big Data is what systemic business cases it supports and what real analytic and operational value can be extracted from it. 2.1 Big Data the Technological Evolution The phrase Big Data emerged first in the late 1990s among scientists who couldn t afford to store or analyze the huge and mounting quantities of data produced by the increasingly sophisticated digital technology then emerging and used from particle physics, through genomics and climatology, all the way to astrophysics. This growth trend continues today. By the early to mid-2000s, Big Data had become an open playing field for researchers at companies like Google, Yahoo!, Amazon and Netflix using the growing volumes of Web-sourced data they held. Not only was the quantity enormous, but the data arrived so fast that the speed of capturing and processing it was a major technical challenge. In addition, the data arrived in a multiplicity of structures and, perhaps more importantly, with unanticipated and changing processing needs far eclipsing the abilities of traditional data management solutions. In parallel, the growth of RFID devices and readers, as well as the introduction of the first smartphones, drove even stronger requirements to process the incoming information at ever increasing speed. These trends led to the development by Google of the MapReduce framework in 2004. 1 Bettino, Larry A., Transforming Big Data Challenges Into Opportunities, Information Management, April 18, 2012, http:// bit.ly/pwkqtq Page 3

In 2008, Hadoop a system for parallel processing of large files in batch using the MapReduce framework and a file system to act as a data store was designated a top-level, Apache open source project. It became almost instantly synonymous with Big Data, although the evolution of Big Data from both business and technological viewpoints since then demonstrates clearly that the scope and importance of Big Data is far broader. A plethora of related open source projects have sprung up around Hadoop to provide everything from systems management to query function, with creative names such as Hive, Pig Latin, Sqoop, Zookeeper and many more. Despite the popularity of the file-based Hadoop approach, it was also clear that database function albeit different in some respects from relational is required to manage certain types of Big Data, especially those where variety of structure and variability of processing were important. With the rapid growth of social networks, such as LinkedIn, Facebook and Twitter, as well as the big Net denizens like Google and Amazon in the late 2000s, non-relational database and processing approaches often labeled NoSQL came to the fore. Google s BigTable in 2006 and Amazon s development of Dynamo in 2007 led the way. Open source products include Amazon SimpleDB, Cassandra, MongoDB and Terrastore, to name but a few. By 2010, the popular press was on fire. Even The Economist had a special report 2 on Big Data in February of that year. Marketers at hardware and software vendors began relabeling every product and solution as Big Data, including relational and other traditional processing approaches in the mix. The approach might be considered disingenuous, but in reality, it simply serves to emphasize the point made earlier that Big Data is all the digital information that is and has ever been collected and generated, including the traditional transactional, master and informational data IT have collected, generated and managed since time immemorial. It has been said for some years that this traditional data accounts for less than 10% of the digital information managed by business. An in-depth analysis of IDC s annual Expanding Digital Universe study 3 suggests that the percentage may even be as little as 1% overall, although the relative proportions likely vary widely across bricks-and-mortar and Web-centric companies. The results of this survey strongly contradict these percentages. The role of traditional relational technology is diminishing in terms of projected IT budget spend according to the respondents, but it still falls in the 15- range and exceeds spending on NoSQL software by quite some margin in most cases. Furthermore, relational technology has also been undergoing significant evolution to handle larger volumes of data and higher processing speeds. Massively Parallel Processing (MPP), columnar and in-memory databases have enabled relational technology to support ever larger loads and higher speeds. This brief history of how technology platforms address Big Data s broad characteristics, often expressed in the use of v-words such as volume, velocity, etc., shows a clear trend. The focus is moving from large quantities of data in specific contexts to an all-encompassing view of a universal digital information environment capable of capturing and recording every aspect of physical reality and every event that occurs within it. And if Big Data is actually all data, then it clearly must span the full spectrum of all possible structural, processing, governance and usage characteristics. The growing number of v-words used broadly by analysts and vendors volume, variety, velocity, veracity and validity, to mention but a few around Big Data are an attempt to describe this broad spectrum. Their drawback is that they are qualitative in nature and limited only by the imagination of their promoters. This document describes a simpler and more holistic model of Big Data in Section, Big Data the Holistic View, below. 2 Data, data everywhere A special report on managing information, The Economist, February 2010 3 Expanding Digital Universe, International Data Corporation (IDC), 2007-2011, http://bit.ly/idc_digital_universe Page 4

2.2 Big Data the Emergence of Systemic Business Value Non-traditional Big Data, often called multi-structured, such as loosely structured social media data and content, as well as the deluge of machine-generated data like geolocation 4 and data usage information coming from smartphones and networked devices from packaged goods with embedded sensors to automobiles and domestic appliances offers game-changing opportunities in operational process optimization and reinvention, as well as in business analytics and intelligence. These opportunities can be summarized across five broad types of business applications that are directly enabled by Big Data: 1. Revenue generation and business model development, particularly in retail and consumer packaged goods, where there is direct or indirect interaction with large consumer markets, moves to a new level. Marketing uses social media information, both content and relationship, to move from sampling to full dataset analysis, from demographic segments to markets-of-one, and from longer-term trending of historical data to near real-time reaction to emerging events. Prediction of customer behaviors and outcomes of proposed actions allow new business models to be created and tested, ultimately driving increased revenue. 2. Cost containment in real-time becomes viable as electronic event monitoring from automobiles to smartphones, fraud detection in financial transaction data and more expands to include larger volumes of often smaller size or value messages on ever-shorter timescales. Big Data analysis techniques on streaming data, before or without storing it on disk, have become the norm, enabling faster reaction to specific problems before they escalate into major situations. 3. Real-time forecasting becomes possible as utilities, such as water and electricity supply and telecommunications, move from measuring consumption on a macro- to a micro-scale using pervasive sensor technology and Big Data processes to handle it. Value arises as consumption peaks and troughs can be predicted and, in some cases, smoothed by influencing consumer behavior. 4. Tracking of physical items by manufacturers, producers and distributors everything from food items to household appliances and from parcel post to container shipping through distribution, use and even disposal drives deep optimization of operational processes and enables improved customer experiences. People, as physical entities, are also subject to tracking for business reasons or for surveillance. 5. Reinventing business processes through innovative use of sensor-generated data offers the possibility of reconstructing entire industries. Automobile insurance, for example, can set premiums based on actual behavior rather than statistically averaged risk. The availability of individual genomic data and electronic medical records presents the medical and health insurance industries with significant opportunities, not to mention ethical dilemmas. The survey responses to the question of business challenge addressed by Big Data implementations weigh heavily in favor of Operational Analytics, which describes much of the type of processing required to drive these goals at ever-increasing levels of timeliness. 4 Geolocation is the identification of the real-world geographic location of an object, such as mobile phone or an Internetconnected computer terminal. Geolocation may refer to the practice of assessing the location, or to the actual assessed location. Wikipedia.com, http://en.wikipedia.org/wiki/geolocation Page 5

While the impact of Big Data on IT is indisputable, traditional operational (or Online Transaction Processing, OLTP) and informational (or Business Intelligence, BI) data is not going away. Such traditional data remains at the heart of running and managing business on a day-to-day basis. It is also central to meaningful, contextually-relevant use of non-traditional data. The value of social media data, for example, is substantially higher when it can be connected to the master data and transactions of real, identifiable customers. Business analytics performed in a new Big Data environment with tens of thousands of commodity servers is worth performing only if it is made directly and clearly actionable in the daily operations of the business. In this context, the organizational impact of Big Data cannot be overlooked. A new role of data scientist has been heavily promoted, combining business and IT skills in analytic, statistical, visualization and data manipulation from gathering and cleansing to mining and even coding. Some describe it as a data analyst on steroids. The survey results suggest that this role is still emerging in most industries, trailing behind pure business and IT roles among users of Big Data. More importantly, the organization as a whole must be motivated and aligned to a process that turns the insights gleaned from Big Data into new behaviors and activities integrated with existing processes or creating new processes with real business effect. As seen in the survey responses, stakeholder and strategy issues are seen as by far the most important hurdles to successful implementation. Until this year, most analysts and vendors have been focused on the novelty of Big Data the different types of data involved, the new tools and technologies required to manage the loads, speeds and flexibility needed and the skills required to build and use such systems. In 2012, as the tools and technologies have moved closer to the mainstream, the focus has shifted toward a more integrated view of all the digital information in the environment and the need for a more inclusive approach to support business-driven implementation of Big Data projects. 2.3 Big Data the Holistic View To achieve the holistic view of Big Data, one must step back from technology issues and see how all the information and processes used by a business interrelate. This leads to a new vision of the information landscape, with three distinct, deeply interrelated domains: 1. Human-sourced information 5 : All information ultimately originates from people. This information is the highly subjective record of human experiences, previously recorded in books and works of art, and later in photographs, audio and video. Human-sourced information is now almost entirely digitized and electronically stored everywhere from tweets to movies. Loosely structured and often ungoverned, this information may not reliably represent for business what has happened in the real world. Structuring and standardization for example, modeling defines a common version of the truth that allows the business to convert human-sourced information to more reliable process-mediated data. This starts with data entry and validation in operational systems and continues with the cleansing and reconciliation processes as data moves to BI. 2. Process-mediated data: Business processes are at the heart of running every business and organization. Whether formally defined and managed or not, these processes record and monitor business events of interest, such as registering a customer, manufacturing a product, taking an order, etc. The process-mediated data thus collected is highly structured and includes transactions, 5 In the context of these three domains, data is used to signify well structured and/or modeled and information as more loosely structured and human-centric. Page 6

reference tables and relationships, as well as the metadata that sets its context. Process-mediated data has long been the vast majority of what IT managed and processed, in both operational and BI systems. Its highly structured and regulated form is well suited to promoting information management and data quality, and for storage and manipulation in relational database systems. 3. Machine-generated data: Over the past decade, there has been phenomenal growth in the number of sensors and machines employed to measure and record the events and situations in the physical world. The output of these sensors and machines is machine-generated data, and from simple sensor records to complex computer logs, it is well structured and considered to be highly reliable. As sensors proliferate and data volumes grow, it is becoming an increasingly important component of the information stored and processed by many businesses. Its well-structured nature is amenable to computer processing, but its size and speed is often beyond traditional approaches such as the enterprise data warehouse for handling process-mediated data; standalone high-performance relational and NoSQL databases are regularly used. Figure 1 The above figure shows the relationship between these three domains and the functionality that surrounds and transforms them. Human-sourced information and machine-generated data are the ultimate sources of the process-mediated data, which has long been the focus of all IT effort. These sources are more flexible and timelier than traditional process-mediated data. In most cases, only a small, well-defined subset moves through the traditional business process layer that creates processmediated data. The goal is to ensure the quality and consistency of the resulting data, but the side effect is a reduction in flexibility and timeliness. Page 7

The relative sizes and perceived importance of these three domains has shifted over the past decade and is likely to shift further in the coming one. Process-mediated data was by far the dominant, and almost exclusive, domain since the introduction of business computing in the 1960s. Digitized human-sourced information and machine-generated data was relatively small in volume and considered unimportant in comparison to the well-managed data in operational and informational systems. There has been an explosion of both human-sourced information and machine-generated data in the last decade. The former, as social media data, has captured the most attention for now. In the coming years, the rapid growth of the Internet of Things will likely promote machine-generated data to the highest levels of volume and importance. As of 2012, responses to the EMA/9sight survey show that human-sourced information accounts for nearly half of the sources of Big Data, with process-mediated data still outstripping the machine-generated variety by a reasonably small margin. In these circumstances, copying and transforming human-sourced information and machine-generated data to the process-mediated domain in the traditional manner is increasingly impractical. Therefore, advanced technology extensions to existing techniques in many cases often labeled business analytics is required to process and explore both human-sourced information and machine-generated data as close to their sources and as quickly as possible. Of equal importance, process-mediated data and associated metadata must be copied into the business analytics environment to create meaning, context and coherence in the analytics process. Big Data and business analytics thus complete a long missing, closed-loop information process. 2.4 Big Data Where Next? In the past year, marketing activity around Big Data, in the context of the earlier definitions of the concept, has reached fever pitch. However, taking the more holistic view above, it can be seen that the various technology components storage, processing and analytic as well as business drivers are simply undergoing a natural, albeit rapid and concerted, evolutionary step to a new level of integration and value delivery. Across a wide range of industries, business value is emerging as Big Data in the all-inclusive sense enables earlier, closer-to-source analysis of emerging trends, better prediction of future events, and faster reaction to new opportunities and immediate threats. Business processes can be joined across the old divide between decision-making and action-taking. And new business processes are being developed based on Big Data sources that were previously impractical and, in many cases, inconceivable. The technical implications of these developments are significant and wide-ranging: Big Data processing must be fully inclusive of traditional, process-mediated data and metadata for the context and consistency needed for extensive, meaningful use Feeding the results of Big Data processing back into traditional business processes will enable and drive change and evolution of the business A fully coherent environment including an integrated, distributed platform based on diverse technologies and enterprise-scale organization for successful Big Data implementation The challenge for business and IT is to move from process-mediated data as the sole source of business information and embrace the speed and variety of knowledge that the new human-sourced and machine-generated domains offer about the real world. As the survey results disclose, these moves are already underway. Page 8

3 Hybrid Data Ecosystem In line with the transformations discussed above, Big Data has found a home in an expanding information ecosystem that many companies struggle to manage today. This landscape was once dominated by the enterprise data warehouse on the informational side and an array of largely monolithic transaction processing systems on the operational side. This has now given way to an array of data management platforms, including NoSQL platforms like Hadoop. EDWs will continue to play a critical role in this environment, but in support of historical and cross-functional consistency to a more sophisticated data management strategy rather than as a central clearing house for all informational needs. This new data management strategy leverages an array of platforms for the highest performance possible and brings together human-sourced information, process-mediated data and machine-generated data as a complete, comprehensive business information resource. At the core of this change is a movement to align data with operational and analytic workloads, each on the best possible platform. This shift in strategy is driven by four significant changes in the data management landscape: 1. Maturing user community: Reporting and business intelligence have served users well over the past decade, but as with any community, the consumers are evolving and applying additional stress to traditional data centric systems, causing innovative companies to search out better performing platforms. This shift towards best possible platform coupled with the widespread growth in adoption of business intelligence and analytics has opened the door for change. As end users have become more comfortable with these tools, a movement towards Self-Serve analytics has emerged, empowering users to be less reliant on IT and more sophisticated in their approach to analytics. Big Data has arrived at an optimal time to meet some of these new demands. 2. New technology: Moore s Law is alive in well in the world of Analytics and Big Data. Computing power, memory, commodity hardware and new technologies such as Hadoop and other NoSQL solutions are all enabling execution of analytics once thought to be impossible or too costly. This tidal wave of technical innovation has presented new opportunities for analytic professionals, creating a space for Big Data to thrive. 3. Economic value: This driver of innovation and Big Data adoption is a hurdle that had to be removed before companies could embrace Big Data. In the past, many companies had attempted projects that resemble today s Big Data workloads, but they proved too time consuming and/or extremely expensive. Most Very Large Database (VLDB) projects were previously done outside of normal business channels, and delivered by educational or research driven entities that benefited from government grants. Today s less expensive technologies open the door for a democratization of innovation, allowing most companies to leverage Big Data and its opportunities at reasonably affordable rates. 4. Valuable data: Technology and economic factors have previously hindered leveraging opportunities like Big Data. Now the once-ignored critical data can be included, along with multistructured enterprise information in appropriate business insights. Big Data solutions allow the utilization of traditional enterprise data (email, call center data, voice transcripts, etc.) along with human-sourced and machine-generated data that once was difficult to process on traditional platforms. Page 9

Big Data has found a home in the Hybrid Data Ecosystem alongside other platforms that play an equally critical role in delivering the sophisticated analytics that today s users demand. In many cases, it is a combination of the multiple platforms that enable success. Figure 2 Each of the platforms or nodes depicted around the edge of the above figure delivers a specialized value proposition to the enterprise by addressing the drivers mentioned above and applying appropriate feature sets to meet the following requirements: Response: New technology platforms such as Big Data tools and frameworks are at the core of this evolution and powering new solutions and improved speed of query results. Economics: Big Data platforms leverage commodity hardware, and the software is often free, substantially reducing the financial barriers to adoption. Workload: Big Data platforms play a role within the ecosystem to execute extremely complex analytic workloads and innovative companies are willing to invest early in these solutions to gain competitive advantage. Load: Data loads are growing more complex and the sources are more diverse. Driven by greater complexity and demand, Big Data adoption is driven by the need to provide flexibility. Structure: Data schema flexibility is key to the foundation of Big Data utilization and adoption. Big Data frameworks provide a level of flexibility not present in many traditional data platforms. Page 10

All five of these requirements play key roles in the adoption of new platforms. Big Data adoption, specifically, has been driven forward along these themes and is now experiencing adoption at the early majority level. As more and more companies introduce this technology into their data management ecosystems, they will be faced with opportunities to innovate as well as challenges to success. 3.1 Nodes within the Hybrid Data Ecosystem The requirements of the Hybrid Data Ecosystem are served by the data management nodes/platforms represented by the following categories: Operational systems: Business support systems such as website order entry applications, Point Of Sale (POS), Customer Relationship Management (CRM) or Supply Chain Management (SCM) applications. These platforms contain increasingly fine-grained information on transactions and demographics and firmographics 6. Enterprise data warehouse: Centralized analytical environments where corporate-level, reconciled and historical information of an organization is stored. These platforms have structured data organizations (schemas) based on time rather than present information. Data mart: Often distributed analytical environments where a particular subject area or department level data set is stored for historical or other analysis. These platforms often have similar data organization to the enterprise data warehouse, but serve smaller user groups. Analytical platform: Specifically architected and configured environments for providing rapid response times for analytical queries. These platforms are generally developed to support high-end analysis via tuned data structures like columnar data storage or indexing. Discovery platform: Data discovery platforms support both standard SQL and programmatic API interfaces for iterative and exploratory analytics. NoSQL: NoSQL data stores use non-traditional organizational structures such as key-value, widecolumn, graph or document storage structures. These data stores support programming APIs and limited SQL variants for data access. Hadoop: A specific variant of the NoSQL platform based on the Apache Hadoop Open Source project and its associated sub-projects. These platforms are based on Hadoop s Distributed File System (HDFS) storage and MapReduce processing framework. Cloud: Cloud data sources make information available via standardized interfaces (APIs) and bulk data transfers. Examples are Dunn & Bradstreet D&B360, NOAA National Weather Service (NWS) API and social data aggregators. 6 Firmographics are the characteristics of an organization especially when used to segment markets in market research. What demographics are to people, firmographics are to organizations. Wikipedia.com, http://en.wikipedia.org/wiki/ Firmographics Page 11

3.2 Shift from a Single Platform to an Ecosystem When asked how many nodes were part of their Big Data initiatives, the EMA/9sight survey respondents indicated that a wide number of Hybrid Data Ecosystem nodes were part of their plans. Hybrid Data Ecosystem Nodes in Use 2% 2% 1% 8% 6% 27% One Node Two Nodes Three Nodes Four Nodes Five Nodes 27% 26% Six Nodes Seven Nodes Eight Nodes Figure 3 The most common answer among the 255 respondents was a total of Three Hybrid Data Ecosystem nodes as part of the respondents Big Data Initiatives, showing that Big Data strategies are not limited to a single platform or solution. When the Two to Five Hybrid Data Ecosystem nodes indications are aggregated, over two thirds of respondents are included in this segment. This shows Big Data Initiatives are focused on more than just a single platform (e.g. Hadoop) augmentation of the core of operational platforms or the enterprise data warehouse. Rather, Big Data requirements are solved by a range of platforms including analytical databases, discovery platforms and NoSQL solutions beyond Hadoop. 4 Big Data Adoption 4.1 Overall Implementation Due to the hype surrounding Big Data, it seemed critical to investigate the adoption of the technology as early as possible in this report. Having a clear understanding of where the overall implementation processes are would shed further light on the how and why companies are moving toward Big Data to solve their analytic challenges. The following groupings are used to define an organization s status in relation to its Big Data initiatives: In Operation: This represents actual implementations of Big Data projects including Already having a project in production and Currently working to implement a pilot project. These respondents have hands-on experience with both Big Data business requirements and technologies that solve those requirements. Page 12

Serious Planning: This represents near-term to immediate Big Data projects. These include survey respondents who indicated the planning for implementation within one to six months. This group represents organizations that are close to or on the verge of signing contracts for hardware and software licenses associated with their Big Data implementation. Investigating: This grouping represents those organizations still looking at Big Data requirements and Big Data technologies. These respondents are 7+months out from implementing a Big Data solution. At what stage of implementation are your company's/ department s Big Data project(s)? 28% 36% In Operation Serious Planning Investigating 35% Figure 4 The EMA/9sight Big Data survey determined that the physical implementation of projects was more widespread among organizations considering Big Data implementations than originally thought. Some 36% of the respondents already have one or more projects In Operation. Some previous studies on this topic have indicated that Big Data projects are still in an earlier stage. EMA/9sight suspects this is a reflection of these surveys being too Hadoop centric in their focus. With over a third of projects In Operation and another third in Serious Planning, Big Data is clearly moving faster than many believed. Page 13

4.2 Ongoing Programs vs One Time Projects When EMA/9sight looks at the distribution of Mid-sized organizations (less than 500 employees), Large (500-5000 employees) and Enterprise-sized (over 5000 employees) organizations, EMA/9sight sees concentrations of hands-on project or implementation experience with Big Data technologies and requirements. At what stage of implementation are your company's/ department s Big Data project(s)? by How many employees are in your company worldwide? Enterprise 5000+ 39% 27% 34% Large: 500-5000 34% 44% Mid-sized: less than 500 36% 34% 31% In Operation Serious Planning Investigating Figure 5 Nearly 40% of Enterprise-sized organizations in the EMA/9sight survey have indicated that they have implemented Big Data solutions on some scale, as either a production environment or a pilot project In Operation. Both levels of implementation provide hands-on experience with Big Data technologies and implementation methodologies. Over 35% of Mid-sized organizations have indicated similar implementation experience. Close behind, Large companies have indicated 34% implementation experience of some sort. After physical implementation of Big Data solutions, the next set of implementations appears to be dominated by Large organizations. Nearly 44% of Large organizations have indicated they plan to be implementing a Big Data solution in the next six months Serious Planning. This shows that, despite their initial lag behind Enterprise-sized organizations for implementation, Large companies represent the next wave of serious Big Data implementations between now and early 2013. The two leaders in the In Operation phase, Mid-sized organizations and Enterprises, appear to be planning their next waves of projects with significant strategies and research in the second half of 2013 Investigating. These two company size segments, after their lead In Operation, have indicated almost 50% greater plans, as compared to their Large company counterparts, for their next phase of Big Data initiatives. These long-range plans indicated that Big Data initiatives for Mid-sized organizations and Enterprises are on a track for multi-year Big Data programs as opposed to point in time Big Data projects. Page 14

4.3 Industry Breakdown After looking at Big Data initiative status by company size, EMA/9sight examined the breakdown by industry. Industry groupings include the following individual industry designations: Finance: Finance, Banking, and Insurance Public Services: Government, Education, Non-Profit/Not for Profit, and Legal Manufacturing: All non-computer or Networking related Manufacturing industries Industrial: Aerospace and Defense manufacturing, Oil and Gas production and refining, Chemical manufacturing, and Transportation and Logistics organizations like Airlines, Trucking and Rail Leisure: Hospitality, Gaming and Entertainment, as well as Recreation and Travel Media & PR: Marketing, Advertising, Public Relations and Market Research, and Publishing and Broadcasting Utilities Infrastructure: Telecommunications Service Providers, Application, Internet and Managed-Network Service Providers, and Energy production and distribution Utilities Retail: End Consumer Retail and Wholesale and Distribution Healthcare: Medical device and supply and Pharmaceutical production It should be noted that the Leisure industry segment has a relatively low number among the survey respondents. However, the Leisure segment is included in our evaluations as the industry is often considered to be one of the leading influencers and innovators related to data management and analytical practices. The Leisure industry segment includes elements of the overall Gaming industry. Examples of these companies are, but not necessarily included in the EMA/9sight survey results, Caesars Entertainment Corporation, MGM Resorts International and Boyd Gaming Corporation. 7 7 Gaming Companies Key Players http://finance.yahoo.com/q/co?s=czr+competitors Page 15

4.3.1 Big Data Implementation Status by Industry When the EMA/9sight Big Data survey respondents are viewed by industry along with their Big Data Implementation Stage, the following breakdown is observed: At what stage of implementation are your company's/ department s Big Data project(s)?" by "Which of the following best describes your company s primary industry segment? Media & PR 50% 44% 6% Retail 50% 32% Industrial 38% 38% Finance 38% 27% 35% Manufacturing 34% 41% Healthcare 33% 39% 27% Utilities Infrastructure 32% 43% Leisure 27% 55% Public Services 42% 34% In Operation Serious Planning Investigating Figure 6 Retail and Media & PR are the most advanced with 50% of implementations In Operation. All industries, with the exception of Retail and Finance, are at 38% or higher for the Serious Planning phase. This indicates that the strong promotion of Big Data in the marketplace in 2012 has driven substantial uptake across industries. The high percentage of responses for Finance in the Investigating phase prompted deeper exploration. The survey source data showed that one third of the respondents from the Finance industry segment that have completed the first implementation are already planning for a second wave of implementations. Nevertheless, most of the mentions in the Investigating phase are from respondents who have not previously implemented a Big Data project. It is not surprising to see Public Services indicating the lowest rate of projects In Operation. Together with Utilities Infrastructure and Healthcare, these industry segments are often constrained in both technical and financial resources, in particular, those technical and financial resources needed for projects like Big Data implementations. Despite this, they appear to represent the next set of industries to implement Big Data between now and early 2013 with their Serious Planning indications. Page 16

4.4 Adoption Curve Most of the hype about Big Data relates to the Innovators in the Big Data adoption curve. Big Data implementers like Facebook, Yahoo, and Google for Media & PR, and Wal-Mart for Retail have been in the news for many years now and have pushed and continue to push the envelope of what is possible. However, who are the ensuing groups of implementers? Using the information above and a standard adoption curve, you can begin to see the organizations that represent Early Adopters, and the Early and Late Majority implementers. Big Data Adoption Curve Innovators: - Media & PR - Retail - Leisure Early Adopters: - Finance - Industrial Early Majority: - Utilities Infrastructure - Public Services Late Majority: - Manufacturing - Healthcare Figure 7 4.5 Use Cases When asked in what way the EMA/9sight Big Data respondents were using or planning on using their Big Data implementations, the following use case options were offered. It should be note that respondents were given the opportunity to select multiple options as they might be engaged in multiple projects as part of their Big Data program. Which of the following use cases applies to your current, or planned, Big Data project? Online Archiving 51% Combining data by structure Staging structured data Combining Data by Speed 45% 45% 44% Pre-Processing 37% % Valid Cases (Mentions / Valid Cases) Figure 8 Page 17