I dati sono il nuovo Capitale: come il capitale finanziario, sono una risorsa che deve essere gestita, raccolta e tenuta al sicuro, ma deve essere anche investita dalle organizzazioni che vogliono ottenere vantaggio competitivo. I dati non sono una risorsa nuova, ma soltanto oggi per la prima volta sono disponbili in abbondanza assieme alle tecnologie necessarie per massimizzarne il ritorno. Esattamente come l'elettricità fu una curiosità da laboratorio per molto tempo, finché non venne resa disponibile alle masse e dunque cambiò totalmente il volto dell'industria moderna.Ecco perché per accelerare il cambiamento è necessario un approccio innovativo alla esecuzione delle iniziative orientate ai Big Data: un laboratorio analitico come catalizzatore dell'innovazione (Data Lab).In questo webinar sulle tecnologie Oracle, utilizzeremo il consueto approccio del racconto basato su casi d’uso ed esperienze concrete.
4. The Rise Of Data Capital
1. Data is now a kind of capital
2. Companies & organizations must
execute new strategies to compete
3. Data needs to be secured and
invested like the economic capital
Data is a new capital: like financial capital, it is a resource that needs to be managed, stored and secured and also, very much like financial capital, it needs to be invested and used to gain a competitive edge.
Data isn’t a new resource, but it is now, for the first time, both abundant and harnessed. Electricity was a curiosity in the lab for a long time. But when it became widely available to the masses, it changed the industry.
Companies that will understand and embrace this revolution first, will gain a competitive advantage and will win
Analytics 3.0. Briefly, it is a new resolve to apply powerful data-gathering and analysis methods not just to a company’s operations but also to its offerings—to embed data smartness into the products and services customers buy.
Today it isn’t just online and information firms that can create products and services from analyses of data. It’s every firm in every industry
LinkedIn, for example, has created numerous data products, including People You May Know, Jobs You May Be Interested In, Groups You May Like, Companies You May Want to Follow, Network Updates, and Skills and Expertise. To do so, it built a strong infrastructure and hired smart, productive data scientists.
Google, Amazon, and others have prospered not by giving customers information but by giving them shortcuts to decisions and actions.
Thus, the competencies required for Analytics 2.0 were quite different from those needed for 1.0.
The Bosch Group, based in Germany, is 127 years old, but it’s hardly last-century in its application of analytics. The company has embarked on a series of initiatives across business units that make use of data and analytics to provide so-called intelligent customer offerings. These include intelligent fleet management, intelligent vehicle-charging infrastructures, intelligent energy management, intelligent security video analysis, and many more. To identify and develop these innovative services, Bosch created a Software Innovations group that focuses heavily on big data, analytics, and the “Internet of Things.”
Schneider Electric, a 170-year-old company based in France, originally manufactured iron, steel, and armaments. Today it focuses primarily on energy management, including energy optimization, smart-grid management, and building automation. It has acquired or developed a variety of software and data ventures in Silicon Valley, Boston, and France. Its Advanced Distribution Management System, for example, handles energy distribution in utility companies. ADMS monitors and controls network devices, manages service outages, and dispatches crews. It gives utilities the ability to integrate millions of data points on network performance and lets engineers use visual analytics to understand the state of the network.
One of the most dramatic conversions to data and analytics offerings is taking place at General Electric, a company that’s more than 120 years old. GE’s manufacturing businesses are increasingly becoming providers of asset and operations optimization services. With sensors streaming data from turbines, locomotives, jet engines, and medical-imaging devices, GE can determine the most efficient and effective service intervals for those machines. To assemble and develop the skilled employees needed for this work, the company invested more than $2 billion in a new software and analytics center in the San Francisco Bay area. It is now selling technology to other industrial companies for use in managing big data and analytics, and it has created new technology offerings based on big data concepts, including Predix (a platform for building “industrial internet” applications) and Predictivity (a series of 24 asset or operations optimization applications that run on the Predix platform across industries).
UPS, a mere 107 years old, is perhaps the best example of an organization that has pushed analytics out to frontline processes—in its case, to delivery routing. The company is no stranger to big data, having begun tracking package movements and transactions in the 1980s. It captures information on the 16.3 million packages, on average, that it delivers daily, and it receives 39.5 million tracking requests a day. The most recent source of big data at UPS is the telematics sensors in more than 46,000 company trucks, which track metrics including speed, direction, braking, and drivetrain performance. The waves of incoming data not only show daily performance but also are informing a major redesign of drivers’ routes. That initiative, called ORION (On-Road Integrated Optimization and Navigation), is arguably the world’s largest operations research project. It relies heavily on online map data and optimization algorithms and will eventually be able to reconfigure a driver’s pickups and deliveries in real time. In 2011 it cut 85 million miles out of drivers’ routes, thereby saving more than 8.4 million gallons of fuel.
Qs slide deve rappresentare perche oracle è meglio di tutti nei Big Data
Cenno agli investimenti di orcl nel BD 150 devs per sviluppare il BDD
SUMMARY: More than just invention, Edison’s invention factory encompassed all stages of innovation through commercialization. We can still learn from him
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In 1876, Edison created an industrial research facility in Menlo Park, New Jersey. That’s where he developed the lightbulb, among other great inventions.
But that wasn’t his true genius. Edison was the first to see invention as what we now call innovation—invention, research, development, and commercialization . And he did not work alone, gathering a diverse team of workers like a glassblower, a clockmaker and a mathematician, to help him. He created a new institution: the industrial research laboratory. Edison called it the Invention Factory.
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He vowed to turn out a minor invention every six weeks and a major invention every six months. And he did, putting a process around innovation to great commercial success.
Sources:
The Thomas Edison Papers, Rutgers, http://edison.rutgers.edu/
Thomas A. Edison and the Menlo Park Laboratory, Henry Ford Museum, https://www.thehenryford.org/exhibits/edison/
The Thomas Edison Center at Menlo Park http://www.menloparkmuseum.org/history/thomas-edison-and-menlo-park/
SUMMARY: Coal, sunshine, and water can be harnessed to generate electricity, a very useful resource. Likewise activity generates data, the newest very useful resource.
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Edison worked primarily with electricity, which was, in his day, the new resource disrupting industries.
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Today, that industry-disrupting new resource is data, both internal and external, created by things, people or processes.
Not long ago, an activity like a cab ride meant you hailed one on the street, told the driver your destination, paid in cash. No data. Today, you use your app, track the route via GPS, pay with a credit card and rate the driver on social media. All three types of data are created by that one activity.
SUMMARY: The innovation process consists of invention, research, development and commercialization. Invention and R&D typically done by researchers in labs, and commercialization by Operations in the factory. The two are tightly integrated. Same for data. Data Lab for invention and R&D and Data Factory for commercialization, tightly integrated.
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The process by which new value is created from data is not unlike that used by Edison 140 years ago,
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where innovation included invention, research, development and commercialization. Edison’s invention factory was stocked with every conceivable tool, material and chemical “just in case”. He and his team researched scores of ideas in the lab, before commercializing some of them.
Same with data projects, except the Data Lab isn’t stocked with chemicals, but with data; and the researchers aren’t chemists and glassblowers, but statisticians and analysts.
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Your innovation process must adapt to include data as a raw material. Data projects, like smart product design, targeted upsell and cross-sell, or customer churn analysis, data start in the Data Lab, which focuses on invention, research, and development. Projects are commercialized in the Data Factory – your operational environment - as the successful output of your innovation pipeline.
Edison, in his invention factory, didn’t create something with every attempt, he failed an awful lot. He tried something like over 8000+ different materials before he struck upon his first reasonable success for the light bulb, not tungsten by the way. Plain old cotton thread was the base. Edison foresaw that to succeed in pushing out that minor invention every six weeks and major one every six months, he had to give himself the means to fail fast so he could experiment enough. So it should be in the data lab. The key is failing fast. Really fast if possible, meaning “your hypothesis is wrong, but so what. It only took you 15 minutes to figure it out as opposed to 3 weeks.” Now you have the luxury of trying as many times as it takes to succeed and do it really fast.
BDD tool is about upfront experimentation and prototyping
DV is more downstream
Data discovery and visualization of Big Data requires an end to end approach and supports all 5 steps to big data.
Using a single intuitive and highly visual user interface
To find and explore big data to understand its potential
Quickly transform and enrich your data to make it better, such as adding location information, language detection, text mining and classification from big data processing
Unlock big data visually for anyone to discover real time streaming patterns, trends and share new value.
Using a single easy to use, intuitive and visualization service, built natively on Hadoop to transform raw data into business insight in minutes, without the need to learn complex analytics and rely only on highly skilled resources.
http://medianetwork.oracle.com/video/player/4717446298001
CERN use Big Data Discovery to help users monitor and understand the behavior and performance of the cryogenics systems of the LHC.
From the customer, here’s a partial list of their use cases:
Online monitoring
Control System Health
Electrical power quality of service
Looking for heat in superconducting magnets
Oscillation in cryogenics valves
Discharge of superconducting magnets heaters
Trending and forecast of the control process behavior
Faults diagnosis
Anomalies in the process regulation
PLC anomalies
Data loss detection
Root-cause analysis for complex WinCC OA installations
Analysis of sensors functioning and data quality
Analysis of OPC-CAN middleware
Analysis of electrical power cuts
Cryogenic system breakdowns
Engineering design
Electrical consumption forecast
Efficiency of electric network
Predictive maintenance of control systems elements
Predictive maintenance for control disks storage
Vibration analysis
Efficiency of control process
…
Large Hadron Collider (LHC) is the largest machine in the world: 27km, +6000 superconductors
Coldest place on Earth: main magnets operates at 1.9K (-271.3°)Hottest spot in Galaxy: ion collisions creates temperatures 100.000x hotter than sun
600M collisions per second storing 60TB per year
Monitoring and Diagnostic system: (temperature, magnetic & electrical fields, pressure) with Data Discovery on Electronic Logbook data
Predictive and Proactive maintenance through cryogenics faulty valves detection
Talktrack
The National Health Service (always known by the acronym: NHS) delivers healthcare to all 65 million citizens of the United Kingdom. The NHS Business Services Authority provides centralized services to NHS employees, contractors and patients. They recently established a Data Analytics Learning Lab with the goal of learning more from the large volumes of data they already had. Within 3 months of starting operating…
They reworked processes for European Health Insurance Card applications to prevent fraud, they used anomaly detection to find fraudulent activity
They analyzed text to measure employee satisfaction and engagement, linking to time off sick
All of this was deployed on the Oracle Big Data solution including Advanced Analytics, Oracle BI, and Oracle Exadata and Exalytics.
… ultimately by showing value in a relatively short time, they proved the project to management and got backing to expand. They have a long term strategic goal of saving £1 billion (US$1.56 billion) over 5 years.
The NHS budget for 2015/16 is GBP116 billion and the total funds administered by the NHSBSA amount to circa GBP32 billion, Manages prescription reimbursement
The Department of Health asked identify opportunities to reduce costs and eliminate waste.
Use the vast volumes of data already collected and held within the organization to help reduce fraud
For the DALL there are many elements to analytics, some work is around patient improvement, others patient safety and also financially identify money that can be at risk with recommendations on how that money could be released back into the wider NHS.
For the financial year 2015/16 we were tasked with looking for £200 million that could be identified as potential savings for the BSA and the wider NHS. To date we’ve identified £146 million of potential savings. We’re now working with the service departments and external bodies to realise the potential savings that we have identified.
wargaming.net business model is that everybody can play for free. In fact, you can not just play, you can actually win without having to pay (similar games let you play, but you have to pay to be competitive). However, there are lots of ways to customize the playing experience and the weapons and scenarios you have available to you, and that’s how they monetize their installed base of 100 million players.
Essentially they track all actions that everybody does when they interact with the game. Their goal is to figure out what characteristics make people more likely to pay (and remove any game blocks that might slow that down) and identify those people who are likely to pay and target them with appropriate messages and offers to convert them.
One example of removing a block came from a tutorial. They realized that players who completed a particular tutorial were more likely to pay (75% likely vs 33% when stuck at step 2). They also spotted that a lot of people were dropping out at step 2 of 5. Having identified a potential problem area, they brought in the game designers to analyze the play, found a problem, corrected it, and increased the number of people completing it. The design team had spent 6 weeks on this problem; with new data, they solved it in 2-3 hours. They also applied this kind of segmentation in one region to improve messaging to potential paying customers and increased revenue by 62%.
They did this analytics using SQL in Oracle Database, also writing analytics using R on Hadoop.
More background:
written story: http://www.oracle.com/us/corporate/customers/customersearch/wargaming-1-bda-ss-2408474.html
infographic: http://www.oracle.com/us/technologies/big-data/wargaming-net-infographic-2680187.pdf
short video: http://medianetwork.oracle.com/video/player/4250083428001