Hadoop - BusinessInformation 2013 12 Volume 1 Number 6

7/27/2019 Hadoop - BusinessInformation 2013 12 Volume 1 Number 6

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B

usin

ess

Inform

ation

INSI

GHTONMANAGINGANDUSINGDATA

HTML5StrivesforSubstance

IT,ThoroughlyPlanned

SkillsScarceasHadoop2

IsLetLoose

HRsMomenttoShine

DECEMBER2013,VOLUME1,NUMBER6

PLUS:

StaidBusin

essProcess

Managem

entGetsHip

ThePhilos

ophicalSide

ofSocialC

ollaboration

SOCIAL

SCIENCE

Organizationsdidntgrow

successfulsocialmedia

stra

tegiesovernight.But

thro

ughtrialanderrorand

und

ertherightconditions

theyrebeginningtocultivate

genuinebusinessvalue.


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HOME

EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

3

CloudA

dvisory

InaMarchsurvey,54%

ofresponden

tssaidthey

usedcloudIT

services

orapplicatio

ns.Afall

surveyshowedasignifi-

cantincrease.

67%

Yes

26%

Notusing

7%

Notusing,bu

tplanto

SOURCE:TECHTARGETSFALL2013

CLOUDPULSESURV

EY;BASEDON

DATAFROM825RESPONDENTS

Inlessthana

year

hybrid,public-private

cloudusehasgonefrom

notworthmentioning

garneringjust15

responsesin

March

torivalingth

erateof

publiccloud

adoption.

40%

Public

39%

Hybrid

21%

Private

SOURCE:TECHTARGETSFALL2013

CLOUDPULSESURVEY;BASEDON

DATAFROM456RESPONDENTS

TRENDSPOTTER|EXECUTIVEDAS

HBOARD

Collabor

ationNation?

Plentyofpeoplearethinkingaboutcollaborationanditsimportancesome

areevendoin

gsomethingaboutit.

SOURCE:SEARCHCO

NTENTMANAGEMENT.COMS2013READERSURVEY

;BASEDONDATAFROM701RESPONDENTS

28%

Concernedabout

informa

tionsecurity

1%

Waiting

forprincipal

vendor

tocreate

anente

rprisesocial

networkingtool

8%

Concernedabout

integrationwith

existing

systems

8%

Waiting

forthe

market

tomature

21%

Other

19%

Dontsee

aneed

forenterprise

socialnetw

orking

16%

Considerin

gitbut

wantto

seethe

returnoninve

stment

Haveacollaborationprograminplace

Currentlyha

venoplanstoaddone

Planningto

deployacollaboration

solutioninthenext12months

Allow

externalcollaboration

SOURCE:SEARCHCO

NTENTMANAGEMENT.COMS2013READERSURVEY

;BASEDONDATAFROM713RESPONDENTS

66%

15%

12%

8%

Enterprisesocialnetworkingtechnologyisgainingpopularityasacollaboration

technology,butnoteveryonesafan(seeASo

cialContract,page24).


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EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

4

TRENDSPOTTER|VERBATIM

Inshort,wearewitnessingt

he

endofmiddlewareasweknowit.

CHRISMCNA

BB,DellBoomisgeneralmanager,on

amajortechnologychallengebusinesse

sfacein

theAPIeconomy,acatchphraseforthebuying

andsellingofproductsandservicesoverthe

Internet

Dataisthevoiceofthe

cus

tomer,andyouve

got

tobringthatright

intotheheartofthe

org

anization.

TERR

YLEAHY,formerCEOof

Briti

shretailerTesco,onusing

data

tomakesmarterbusiness

decisions

Socialdoesnth

ave

tobethewild,w

ild

WestofFacebook

andTwitter.You

can

bringitinsidethe

firewall.

JESSEWILKINS,directorof

researchanddevelopmentat

theAssociationforInformation

andImageManageme

nt,on

usinginternalsocialn

etworking

toolsafirststepfororgani-

zationsthatarehesitantabout

adoptingasocialmed

ia

strategy

Mosto

fushaveaverylove-hate

relatio

nshipwiththesesyst

ems.

DAVIDMAL

LON,headofresearchatconsu

ltancy

Bersinby

Deloitte,onlearningmanagement

systems.

Oncescorned,theyrenowbeing

rejuvenatedbycloud,socialmediaand

mobile

technology.

Thesur

face

areaforattack

ishuge.

STUARTMCC

LURE,founder

andCEOofcybersecu-

ritystartupCylance,on

securityriskstosup-

plychains

poweredby

machine-t

o-machine

technology

Allofth

osehundredsofbillionsofdollars

thatwe

spendasacountry[on]healthcare

weneedtounderstandwhat

itsworth.

DAVIDGOODMAN,professorofpediatricsan

dhealthpolicyatthe

Dartmouth

InstituteforHealthPolicyand

ClinicalPractice,

onusinggeographicinformationsystemstowipeoutlocation-

basedvariationsinhealthcaredelivery


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EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

TRENDSPOTTER|MEETINGROOM

WADELEWISB

REEDSswift,muscularquarterhorsesasa

hobby,buth

iscareerasanOracleprofessionalhasbeen

morelikethecourseofathoroughbredlonger,steadier

andtakinga

fewmoreturns.

Lewishas

beeninITsincethe1970s.Hetracked

high-acciden

tlocationsfortheOklahomaHi

gh-

wayDepartm

ent,andtheapplicationheran

wasonamainframe.Afterspendingthe

next15yearsworkingonbigironasan

employeean

dconsultant,aninsurance

companyinTexasaskedhimtoim-

plementOra

cleFinancials.Nowthe

56-year-oldi

sthechiefinformation

officerforGeorgFischerCentralPlastics

LLC,aShaw

nee,Okla.,manufacturerfor

thepipingin

dustryandabigOracleuser.

Backinth

eday,themantrawasyoud

nevergetfiredforpickingIBM.Insome

regards,that

ishowitiswithOracleto-

day,Lewissa

id.HeseesOracleand

SAPastheonlybigplayersin

theenterpriseapplica-

tionsgame.Most

ofthesmalle

r

vendorscant

supportmultilingualandmulticurrencyfeatu

res,which

Lewissaidar

enecessaryforaglobalcompanylikeGeorg

Fischer.

Anditsallaboutsoftwarenow,Lewissaid.Thatwasnt

alwaysthe

case.

W

henIfirststartedimplementin

gOra-

cle,thebiggestdecisionwastheh

ardware

youwouldchoose,hesaid.No

wsoft-

wareisthebigchoice,andhardwareisa

commodity.

Lewisisdeliberateandpatientinhis

approachtotechnology.He

hasafive-

yearplanforeverythinginhisITorga-

nization,andhedoesntten

dtobean

earlyadopter.Thecompany

isjustnow

embracingserveranddesktop

virtualiza-

tionandhadntupgradeditsERPsystem

forfiveyears.

Hehasasimilarapproachtohis

hobby,breedingq

uarter

IT,ThoroughlyPlan

ned

NAME:WadeLew

is

TITLE:Chiefinformationofficer

ORGANIZATION:Ge

orgFischer

CentralPlastics

LLC

HEADQUARTERS:Shawnee,Okla.

5


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HOME

EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

7

INTHEEARLY

1990s,HTMLquicklybecameth

eleading

markuplang

uageforcreatingwebpages.But

afterthe

releaseofa4

.01versionin1999,theHTMLs

tandardhit

adeadend.TheWorldWideWebConsortium

shifted

focustoanX

ML-basedoffshootcalledXHTM

Luntil

2008,when

anHTML5revisionstartedpercolating.

HTML5won

tbecomeanofficialstandardun

tilnext

year,butimplementationsarealreadyinwideuse.

THEBUZZ

HTML5supportscross-platformdevelopmen

tofuser

interfacesfo

rPCsandmobiledevices.Italso

canenliven

Web-baseda

pplicationswithbuilt-inaudioandvideo

elementsandsupportformultipletwo-dimensional

graphicsformats.ProponentssayHTML5couldusherin

aneraofrich

Internetapplicationsthat,say,letbusiness

analystsdrag

anddropdatacomponentstopersonalize

dashboards

orenabledatascientiststonavi

gate3-D

datamodelsusingdevicesassmallaswristPCs.

THEREAL

ITY

Universaladoptionbydevelopersmaybealo

ngtimein

coming.Age

nerationofbusinessapplication

swontbe

rewrittenovernight,andmanymobiledevelo

perswill

continuetobuildnativeappstotakeadvantageofdevice

features.HTML5ssmoothvoyagetostandardizationisnt

assured,eith

er.InOctober,abrouhahabroke

outover

whetheritsh

ouldsupportdigitalrightsmana

gement

technologyfavoredbysomelargeInternetco

mpanies

butscornedbychampionsofanopenWeb.JACKVAUGHAN

TheR

ockyRoadtoHTML

5

TRENDSPOTTER|WHATSTHEBU

ZZ?

HTML

5StrivesforS

ubstance

1991:PhysicistTimBer-

ners-Leereleasesasim-

pledescriptionofHTML.

Draftsofthemarkup

language

follow.

1994:ThefirstWorl

d

WideWebconferen

ceis

heldinGeneva.The

first

officialHTMLversion

launchesshortlyaf

ter.

1997:TheWorldWide

WebConsortiummakes

HTML3.2theinterna-

tionalstandard.HTML4

isfinalizedthesame

year.

2004:TheW3Crejects

HTML5;Apple,Mozilla

andOperaannounce

theyareworkingjointly

ontherevision.

2009:Afte

rseveralyears

indevelopment,HTML5

finallybe

ginstopopup

ontheInternet.


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10

H

OME

PLANNING

|LAURENHORWITZ

ST

ICKING

W

ITHSO

CIAL

ST

ARTSTO

PA

YOFF

Socialmediainitiativeshavebeenfraughtwith

challe

ngesfromthestart.Butasorganizationsbecome

betteratplanningandmoread

eptatanalyzingthe

data,

theyreseeingdividends.

AsHurricaneSandybatteredN

ew

Jerseyan

dNewYorkin2012,the

America

nRedCrosswasexpe

rienc-

ingastormsurgeofitsown:m

illions

ofrapid-

firemessagesaboutw

hereto

sendhelp.

PeopleusedTwitter,Facebookandothersocialnet-

workstolet

thehumanitarianorganizationk

nowwhere

victimswere

,thekindsofassistancetheyneededand

evenproblem

swithreliefefforts.Iwasupse

ttohear

thattheRed

CrossispullingtrucksfromSeasidePark,

NJ,KellyHayGatschwroteonFacebook.W

estillhave

nopower,ru

nningwater,orfood.RedCross

volunteer

CherylBrassingtonEdwardsreplied,Trying

toget

confirmationfrom[headquarters].Bearwith

mefora

while.

Real-time

informationlikeGatschshelped

theRed

Crossdeterm

inehowtorespondduringthecrisisand

quicklygetfood,trucksandotherresourcestovictims.

ButtheRedCrossabilitytorespondsosw

iftlyduring

HurricaneSandystoodinstarkcontrasttoitsmorereac-

tiveapproachjusttwoyearsearlier,whenac

atastrophic


11/28

HOME

EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

11

PLANNING

|LAURENHORWITZ

earthquakestruckHaiti.Asthecrisisunfolded,family

membersof

victimsweresendingusactualaddresses

ofwherepeo

pleweretrappedintherubble,

saidLaura

Howe,vicep

residentofpublicrelations.

In2010th

eRedCrosshadnomechanism

fordistrib-

utingtheinf

ormationtoworkersonthegrou

nd.Com-

municationwasscattershotandhighlightedtheneedto

bettermanageandsynchronizereal-timeinformation

gathering.

By2012theorganizationhaddevelopedafull-fledged

socialmedia

strategy,andearlierthatyearitestablished

theDigitalO

perationsCenter,athree-screen

,custom

Dellconsole

thatcullssocialmediabasedco

nversation

fromFacebook,Twitter,YouTube,Flickrand

various

blogs.Combinedwithdatagatheredthrough

heatmaps

andothergeolocation-relatedinformation,th

eorgani-

zationcould

identifypeopleinneedandthekindofaid

theyrequired.Wecouldlookatawholeneighborhood

thatwedidntknowhaddamage,assessthesituation

andsendfoo

d,waterorstaffthere,Howerec

alled.

ProblemslikethosetheRedCrossfacedin

Haitian

incompletep

lanofactionandlackofappropriatetech-

nologyhavelongplaguedorganizationslookingto

benefitfrom

socialmediainitiatives.Sohave

alonglist

ofothers:showingareturnoninvestmentto

business

executives,integratingsocialandothercomm

unication

Internalorte

am

communication/

collaboration

Project

management

Content

manage

ment

Employee

engagement

Cu

stomer

engagement

External

communica-

tions/company

relations

Other

63%

45%

42%

33%

32%

31%

5%

WhyIScreamSocial

Goingsocial

islessachoicethananobligatio

nthesedaysbuteveryorganizationhasitsownreasonsforsigningup.

SOURCE:SEARCHC

ONTENTMANAGEMENT.COMS2013READERSURVEY;BASEDONDATAFROM543RESPONSESTOAQUESTIONONENTERPRISESOCIALNETWORKINGTO

OLS


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18

H

OME

M

ANAGING

PR

OCESSES

TA

KESA

SO

CIALTURN

More

companiesareswitching

fromrigid,closed-door

busin

essprocessmanagementtoamoredemocratic

appro

ach,andtheircuecomes

fromthemadding

crowd

ofsocialmedia.

TRENDS|ANNESTUART

Youcouldbeforgivenforthinking

thatsocia

landbusinessprocess

man-

agement

dontbelonginthesame

sentence,butatoneenergyco

mpany,

socialB

PMhelpsmakeproc

esses

flylikethewind.

Afewyearsago,EDPRenewablesNorthA

merica,

theHouston

-basedU.S.subsidiaryofaEurop

eanenergy

giant,realizedthatitneededtoupdateitsapproachto

managingpr

oblemswiththeturbinesonthe

29wind

farmsitoperatesnationwide.

Atthetim

e,thecompanyreliedonBPMtechnology

alonetotrac

kturbineissues,usingaprocess

thatsenior

managerSte

phanBlasillidescribedasresemblingatra-

ditionalITticketingsystem.Ifyouhadanis

sueon-site

andyoucouldntresolveitrightaway,youen

teredit

intoasystem

forfirst-levelsupport,Blasillisaid.Ifthat

personcould

ntresolveit,itwouldgotoothe

rpeople

throughoutthecompany.

Resolutiontimetookanywherefromafew

daystoa

month.From

anemployeesurvey,EDPdisco

veredthat

workerscon

sideredtheissue-supportsystem

ablack


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EDITORSNOTE

EXECUTIV

E

DASHBOA

RD

VERBATIM

IT,THORO

UGHLY

PLANNED

HTML5ST

RIVES

FORSUBSTANCE

SKILLSSC

ARCE

ASHADOO

P2IS

LETLOOSE

STICKING

WITH

SOCIALST

ARTS

TOPAYOF

F

MANAGIN

G

PROCESSE

STAKES

ASOCIAL

TURN

ASOCIAL

CONTRACT

HRSMOM

ENT

TOSHINE

22

TRENDS|ANNESTUART in

tandemre

quiresanopen,transparentcult

ure,Rich-

ardsonando

therexpertshavesaid.Obviousl

y,social

BPMwontw

orkeffectivelyinsituationsinvolvinghighly

confidential

data.

Evensomemanagersfromcompanieswith

collabora-

tivecultures

saytheydontseeaneedforthe

socialpart

ofsocialBPM

.Caseinpoint:BluebirdAutoR

entalSys-

tems,asmallcompanythatmakessoftwareforcarrental

HOWC

AN

YOURcompanymakesureitsgettingthemost

outofitssocialBPMinitiatives?Followingaresome

suggestionsandbestpracticesfromBPM

experts:

1.DeterminewhethersocialBPMisthebestapproach.

Ifyouworkinanorganizationthatsalrea

dycollabo-

rativean

dopentosharinginformation,chancesare

socialBPMwillbeagoodfit.Iftheculture

issecretive

andinfo

rmationistightlycontrolled,thesocialap-

proachp

robablyisntyourbestbet.

2.Identifytheareasmostlikelytobenefit

fromsocial

BPM.YoumaynotneedtousesocialBPM

forevery

process-improvementinitiative.Takeaha

rdlookat

yourlist

ofupcomingBPMprojectsandchoosethose

mostlikelytobeenhancedbysocialcapa

bilities.

3.Know

whatyouretryingtoaccomplish

.Understand

thegoal

syouwanttoreach.Thenconsiderwhether

socialBPMisthebestpathforgettingthe

re.

4.Startsmall.Beginwithasimpleprojectthat

s

likelytoresu

ltinaquickwinanoutcometha

twill

helpbuildbo

thuserandexecutivesupportforsocial

BPM.

5.Establishg

uidelines.Spelloutexactlywhat

em-

ployeescanandcantdowhileusingsocialBP

Mfor

work.Itssm

arttoloopinyourlegaldepartme

ntfor

guidanceaboutprivacy,confidentialityandre

gulatory

compliance.

Monitoruserstomakesuretheyrefol-

lowingtheru

les.

6.Maintainrealisticexpectations.SocialBPM

isjust

onemoretoo

linanoverallprocess-improvem

enttool

kit.Dontove

rsellit,especiallyatfirst.

7.Followthro

ugh,followup.DontletsocialBP

M

activitiesoperateinavacuum.Besuretheyle

adto

resultsand

analyzetheoutcomestodetermine

whethertheymatchyourgoals.

Befo

reSailingWithS

ocialBPM


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26

H

OME

YOUCANMAK

Eastrongargumentthatthepre

-eminent

themeofthisyearsHRTechnologyConferen

ce&Expo-

sition,

heldinOctoberinLasVegas,wastheriseofsocial

mediaasacollaborationplatform.

Notlongago,organizationswereunsureaboutwhatto

makeofthesocialmediasitesthatwereinfiltratingtheir

traditionald

efensesonetech-savvyemployee

atatime,

seeingthem

assubversivethreatstoofficialc

hannelsof

communication.Nowtheyreco-optingsocia

lmediaasa

user-friendly

,familiarwayforemployeestoc

ollaborate,

movingwith

theforceinsteadofresistingit

andulti-

matelyturni

ngittotheirownpurposes.

Humanre

sourcesdepartmentsresistedthechanges

broughtbysocialmediaasmuchasanyone.Nowtheyve

embracedsocialrecruiting,castingthenetmorewidely

andpreciselyinthehuntfortalent.Theconference

featuredvendorsofFacebookrecruitingtoolsandother

socialtalent

managementproducts,alongwithanalysts

anduserswiththeevidencetoproveenterprisesocial

technologyh

asgonemainstream.

NowHRd

epartmentscouldbecomethechampionsof

enterpriseso

cialnetworks.Andnotjustbecausetheyre

calledontodraftpoliciesandcarryoutenfor

cement,but

alsobecause

attheirbest,theyrestilldriventohelppeo-

pleandenterprisesocialnetworksareabou

tnothingif

notpeople.H

umanresourcesleadersarepoisedtoplay

theessential

roleinmakingcollaborationtoo

lsaninte-

gralpartoftheirorganizations.

Collabora

tiveLearningtotheFore

Humanresourcesfindsitselfinthesocialme

diaspot-

lightbecause

thecorporatefunctionsittraditionally

managesare

wheresocialmediaismakingth

emost

headway.Besidesrecruiting,trainingandedu

cation

processesarebeingtransformedbythemore

communal

methodsena

bledbysocialmedia.Proofwasplentifulat

HRTechandnotjustfromvendorseagerto

sell.Users

steppedforw

ardwithrealexamples.

Inapanel

discussion,representativesfrom

fourlarge

companies

Hewlett-Packard,Humana,Sodexoand

StateStreetBankexplainedhowtheyused

social

HRsMomenttoShine

Withorganizationscomingrou

ndtotheonce-

threateningnotionofsocialmediacollaboration,

huma

nresourcesfindsitsuniquelysuitedto

leadt

heeffort.

HINDSIGHT

DAVIDESSEX


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Hadoop - BusinessInformation 2013 12 Volume 1 Number 6

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Transcript of Hadoop - BusinessInformation 2013 12 Volume 1 Number 6