Chuck Hollis at EMC Forum, Mumbai Day 2

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  • Thank you for being here.As you can see from this image, we’ve got the Cloud and Big Data in our sights.Today, I want to share our perspective on how we see the IT landscape changing …… and how we are positioning our company to serve our customers’ top requirements.
  • Industrial Era dominated by manufacturingTake raw materials, add value, make profitPhysical plants, inventory, logistics, transportationInformation Era dominated by ITTake information, add value, create insights, make profitTalk Track Conclusion: Transition requires embracing big data
  • Here is how EMC IT has progressed along our Journey to the Cloud
  • Preparing our people for the Cloud starts with talking openly about the transformation and making sure our mindsets are aligned around the challenge and the opportunities. Talking openly about technology convergence, the need for cross-platform skills, the de-emphasis of some technologies over time and the importance of focusing on the end-services we are delivering, have all prepared our people for organizational evolution to the point that the organizational changes have been anticipated and embraced with little to no resistance.It’s also been important for us to overtly foster collaboration across the organization. In our Global Command Center, we brought together all our Run resources into a single organization and we co-located the team in an open and collaborative “situation room” environment that facilitates group interaction and problem solving. To foster collaboration amongst our technology teams, we took the opportunity as part of a facility move to intentionally intermix our systems, storage, security and networking professionals so there is greater communication and awareness across teams. We’ve also created strong matrix relationships to ensure that we have equally strong collaboration and alignment to both the services and also the enabling technologies.And finally, we are creating incentives for our people to be multi-skilled. In the traditional IT job families and career path, technology professionals have been rewarded for going deeper. Sys Admins aspired to be Sr. Sys Admins, then Principal Sys Admins, etc. In the new we need to create incentives for lateral growth that also have financial and career rewards. This is causing us to examine our job families and career paths with a fresh perspective. We are also taking advantage of new certification tracks that are available to accelerate the development of these cross technology skills, including the Cloud Architect and Data Center Architect certifications that EMCEducational Services offers.
  • So that’s how we see things changing at a high level.Let’s now turn our attention to what changes we’ve made in our IT organization to prepare ourselves.At the beginning of 2008 we were a traditional technology-siloed IT Infrastructure organization. Systems, Storage, Networks, Security and DC Ops were stand-alone towers that did everything from architecture and design through implementation and support. The only function that provided cross-silo services was our Global Service Desk but only at a tier0-1 level.Monitoring was specific to each technology silo and alerts would be routed back to that technology silo so no single team had visibility to the health of the services being provided and when something went wrong, it was all-hands-on-deck on the bridge line.
  • In 2010, we made 3 important changes:Recognizing the criticality of automation in the Cloud, we created a central IT Management and Automation team and staffed it with tools experts from the individual tech silos. This team is focused on holistic automation and management solutions necessary to effectively deliver infrastructure services. While they continue to manage and deploy domain specific tools (network monitoring, storage monitoring, etc.) more of their time is spent on integrated automation solutions such as RBA, service level monitoring and management, service catalog, self-service provisioning, etc.Next, we created a fledgling IT Service Management team and focused them on a few select IT services to enable them to develop the framework and learn through doing what IT Service Management was all about. In parallel, we worked on a longer term staffing plan to resource new positions required here in an environment of flat headcount.The third change we made was to unite the systems and storage teams into a single Private Cloud Infrastructure team. Initially we kept the 2 organizations intact, just merging them into a single team to drive increased collaboration and mutual understanding.
  • Earlier this year, we took the next step and united the systems and storage architects into a single architecture organization within the Private Cloud Infrastructure team. This has encouraged our architects to develop greater breadth of technical skills and has caused them to take a different approach to design; where the overriding consideration is the service being delivered as opposed to any of the technology components involved in the delivery. These individuals are at or on the road to becoming Cloud Architects.We’ve also taken the next step in our maturation of IT Service Management by expanding the responsibility of the IT Service Management team to a broader portfolio of IT services and driving development of a comprehensive catalog of services.
  • Changes in the nature of the IT roles in a Cloud world is driving an organizational evolution.Great news, we will continue to need deep domain experts in all of the core technology areas – storage, systems, security, networking, etc. Technologists can continue to “go deep” if that’s where their passions lie.However, there are now 2 critical cross-technology capabilities that need to be developed within organizations; The architecture of the virtual infrastructure requires cross-domain architects that understand how the utility of the cloud can be optimized through design…a role we’re calling the Cloud Architect. Then also, similar cross-domain capabilities are needed in the virtual infrastructure management space as technologies like the Vblock bring together systems, storage and networking into a single management console. The Cloud Administrator role is one we see emerging here. Other critical roles like Cloud Capacity Planner and IT Automation Engineer will also become necessary.On top of this virtual infrastructure, we will need roles associated with the services the infrastructure is delivering. IaaS, PaaS and Desktop-aaS roles will emerge in the same way that Professional Services capabilities have emerged as critical components of technology companies’ go-to-market models.And finally, to really change the IT business model and behave like a provider who’s trying to win their business, it will be critical to develop and implement roles that support a service management framework. IT roles need to be focused on the sales, marketing, product management and financial management competencies that any other services business would need in order to understand their marketplace and introduce compelling and competitive offerings to their customers.
  • Some early results
  • New roles are emerging in the industry such as Cloud Architects that require fundamentally new skills and knowledge.EMC has demonstrated a long-term commitment to helping close the IT knowledge and skills gap crisis. Last year EMC introduced the industry’s first “open” Cloud Architect training and certificationOur customers, partners, employees and the industry at large have responded overwhelmingly. I’m proud to say we have well over 200 certified Proven Professional Cloud Architects and more than 1,000 in process of getting certified.I’d like to acknowledge some of our Cloud Architects who are here with us today in the audience.Could the Cloud Architects please stand-up.
  • BELOW ARE NOTES ONLY, NOT FOR MONITOR:Big Data is literally changing the world. Let’s take a look at a few examples of what we mean by this….
  • DARA – Doing humanitarian researchUsing 15 massive data sets across the 4 key factors Health, Weather Disasters, Economic Stress and Habitat LossUsed massive computational resource to forecast impacts in 2030.BELOW ARE NOTES ONLY, NOT FOR MONITOR:We’re seeing extraordinary things going on with Big Data, for example, DARA is conducting humanitarian research with a combined 15 massive data sets across 4 key factors: health, weather, economics, and habitats to analyze the impacts of climate change. Project: Climate Vulnerability MonitorImpact: Demonstrated to world leaders the health, weather, habitat and economic impact of global warming and offered suggestions for actionWho: DARA, a humanitarian research outfitWhat: Predicting for every country in the world, the impacts of global warming in 2030. Its analysis is built around four distinct climate impact areas, five levels — called factors — of vulnerability to climate change, and two points in time, 2010 and 2030.Data: Analysis over 15 large datasets representing these 5 factors: Health Impact, Weather Disasters, Economic Stress, and Habitat LossFindings:A hotter earth is already causing widespread damage and death.Unless measures are taken, the next 20 years will see explosive growth in every major climate impact.Most impacts are highly concentrated especially on children and the poor.
  • Sequoia – UK Supply Chain mgmt firmProject called Africa 2015Combine world bank data with United Nations Human Development Report DatabaseUsed to pose provocative questions about trade-offs between economic development and societal impactBELOW ARE NOTES ONLY, NOT FOR MONITOR:We also see other examples like Sequoia, a UK supply chain management, using Big Data to combine World Bank data with United Nations Human Development Report Database to assess the developments and industrialization of Africa.HEADLINE: MANAGING INDUSTRIALIZATIONProject: Africa 2015Impact: Sequoia’s maps take abstract figures and reveal the human toll of Africa’s poverty. They enable policy makers and charitable groups see where the need is most dire.  Who: Sequoia – supply chain management consultancy in the U.K.What: Using World Bank data, Africa 2015 project  predicts future African poverty levels  and pose provocative questions about how economic and environmental tradeoffs will effect the poorest of the region. For example, do you lift 18,000 people out of poverty or save 222,000 Tons of CO2.Data: World Bank Data, United Nations Human Development Report DatabaseFindings: Economic growth has the potential to reduce poverty levels in Sub Saharan Africa from 52% to 47% by2015. Population growth will more than offset this improvement and will place an additional 36 million Africans in poverty by 2015. Taking into account population growth, economic growth has the potential to prevent an additional 47 million Africans entering into poverty. 
  • Slate, online magazine – data-driven journalism5 years of data collected by Behavioral Risk Factor Surveillance System in the Centers for Disease ControlIdentified areas where diabetes is twice as common.BELOW ARE NOTES ONLY, NOT FOR MONITOR:Also, we see examples of diabetes with Slate, online magazine doing data-driven journalism to collect 5 years of behavioral risk factors to identify specifically the highest risk areas for diabetes (the fastest growing disease in the United States today) and understanding the root causes of those environments. Diabetes is Spreading Like A VirusImpact: An investigative data-driven journalism project that demonstrates that cases of diabetes, a largely preventable disease, are growing at startling rates.Who:  Slate, online magazineWhat:A time lapse animation that shows how diabetes is spreading. The percentage of adult Americans diagnosed with diabetes has risen steadily for the past 20 years, up to 8 percent of the population in 2008. In some regions of the country, however, the rate is nearly twice that. Mapping that data reveals that there are clusters in states like Alabama and Mississippi, where around one in seven adults is diabetic. Data: Analysis - 5 years of data collected by the Behavioral Risk Factor Surveillance System of the Centers for Disease Control.Findings: Diabetes is spreading like a virus across the south and Appalachia, across regions known for weak economies. Diabetes risk is higher among lower income families.All of these are examples of how Big Data is literally changing the world.
  • Infrastructure <CLICK>Protect <CLICK>Hybrid cloud technologies for data mobility between clouds / security / commom mgt <CLICK>Analyze <CLICK>Virtualization layer with VMwareFamily photos are great!This is the EMC “family photo”—an impressive line up of offerings and capabilities for the industry.------On left we see the core products that EMC is best known for providing at hi/mid/SMB markets. On the right: This new domain of Big Data. In the middle: the hybrid technologies to management, security, and VPlex that allow us to transition between these two worlds. And then the key technology is data computing now with Greenplum to take advantage of data in these worlds.
  • Thank you.
  • Chuck Hollis at EMC Forum, Mumbai Day 2

    1. 1. Cloud Meets Big Data© Copyright 2011 EMC Corporation. All rights reserved. 1
    2. 2. We Have Entered The Information EraCreating Value From Information Is The New Economy© Copyright 2011 EMC Corporation. All rights reserved. 2
    3. 3. Recent IDC Digital Universe FindingsBy the end of this decade …© Copyright 2011 EMC Corporation. All rights reserved. 3
    4. 4. Change Is Upon Us MOBILE GRC BIG DATA CLOUD© Copyright 2011 EMC Corporation. All rights reserved. 4
    5. 5. IT Organizations Must Now Learn To Compete Business users have choices for IT services© Copyright 2011 EMC Corporation. All rights reserved. 5
    6. 6. Enter The Cloud.© Copyright 2011 EMC Corporation. All rights reserved. 6
    7. 7. RISC x86..Disk. Flash .Tape. Disk.© Copyright 2011 EMC Corporation. All rights reserved. 7
    8. 8. Three Approaches to Cloud Computing Verticalization Virtualization Applications Applications Middleware Middleware Über-cloud Database Database Operating Operating System System Server Virtual Infrastructure Storage CPU Pool Storage Pool Network© Copyright 2011 EMC Corporation. All rights reserved. 8
    9. 9. Hybrid Cloud Model Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 9
    10. 10. Internal IT Becomes A Service Provider Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 10
    11. 11. Augmented By Compatible Resources Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 11
    12. 12. Legacy Apps Get ―Containerized‖ Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 12
    13. 13. New Apps Are Born ―Cloud Ready‖ Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 13
    14. 14. And It’s Not Just ―Desktop‖ Anymore Virtual and Mobile Clients Traditional Apps “Next-Gen” Cloud Apps SaaS Hybrid Technologies: Integration and Federation Orchestration Private Public Cloud Information Cloud Security Right-Sourced Cloud Services: • Integrated Trust, IT Compliance • Integrated Management • Standardization© Copyright 2011 EMC Corporation. All rights reserved. 14
    15. 15. The Journey to the Private Cloud IT Production Business Production IT-as-a-Service Lower Costs Improve Quality of Service Improve Agility % Virtualized Platinum Gold Phase 1 Phase 2 Phase 3 IT Owned Apps Mission Critical Apps IT As Service Provider© Copyright 2011 EMC Corporation. All rights reserved. 15
    16. 16. A Case Study© Copyright 2011 EMC Corporation. All rights reserved. 16
    17. 17. EMC IT At A Glance 2004 2011 User 24,000 ―Internal‖ Users 51,000 ―Internal‖ Users Profiles IT 400,000+ Customers And 70,000 Customers And Partners Environme Partners 5 Data Centers, 960 TB Storage nt 5 Data Centers, 10 PB Storage Business Application ~ 400 Applications And Tools ~500 Applications And Tools s Virtualizati ~ 6,000 OS Images (Worldwide) 2,000 Physical Servers on 80% Of All Servers Virtualized Global 50+ Countries And 15 Languages 80+ Countries And 20 Languages Support© Copyright 2011 EMC Corporation. All rights reserved. 17
    18. 18. EMC IT – Phase I BUSINESS IT PRODUCTION IT-AS-A-SERVICE PRODUCTION Percent Development, Test, and Mission-Critical Applications Run IT as a Business Virtualized 95% IT-Owned Applications 85% 50% 30% 15% EMC: 2004© Copyright 2011 EMC Corporation. All rights reserved. 18
    19. 19. EMC IT – Phase II IT PRODUCTION BUSINESS PRODUCTION IT-AS-A-SERVICE Percent Development, Test, and Mission-Critical Applications Run IT as a Business Virtualized 95% IT-Owned Applications 85% 50% The real fun begins! 30% 15% EMC: 2004-2008 EMC in 2009-2010© Copyright 2011 EMC Corporation. All rights reserved. 19
    20. 20. We’re Optimized. Why Bother with Phase-3? IT PRODUCTION BUSINESS IT-AS-A-SERVICE Efficiency PRODUCTION Agility Quality of Service Power and $12M Space $11M OpEx Savings Savings WE ARE HERE 100% Development, test, and 86% IT-owned applications Data Center Data Center $74M Equipment $6M Equipment Savings 80% % Virtualized Savings Storage Admin of OS Images 170% Productivity Up 55% Virtualized 30% Increase in 40% of Mission 34% 15% Energy Efficiency 60% Critical Apps Virtualized Virtualize Mission Run IT as a Pounds of CO2 Critical applications Pounds of CO2 business 60M Reduced 30M Reduced 2004-08 2009-10 2011+© Copyright 2011 EMC Corporation. All rights reserved. 20
    21. 21. The Case for IT Transformation IT organizations do …is rooted in how legacy business • Fixed budget and fixed supply of services • Governance used to drive demand down • Organized around technology piece parts as opposed to offerings • Conditioned to react to requests and problems Would a true Service Provider choose to do business this way?© Copyright 2011 EMC Corporation. All rights reserved. 21
    22. 22. Winning the Business with IT-as-a-ServiceOptimizing IT Production for Business Consumption • Service consumption mindset • Service-based pricing • Service level expectations • Integrated cloud architecture • Integrated GRC Transforming internal IT into a competitive service provider© Copyright 2011 EMC Corporation. All rights reserved. 22
    23. 23. IT Transformation Components A New IT Business Enabling Technology DNA, Skills, Roles & Model Private, Hybrid, Public Clouds Organizational Service Oriented End-to-End Automation Alignment Market Driven Financial Transparency ―Front Office‖ Capabilities ―P & L‖ Focused Self-Service Capabilities Service Accountabilities Broker and Builder Technology Breadth© Copyright 2011 EMC Corporation. All rights reserved. 23
    24. 24. EMC IT IT-as-a-Service Strategy CUSTOMERS Voice Of The Customer Service Request / Delivery Invoicing GO-TO-1 Service Strategy Service Catalog Pricing, Show/Chargeback MARKET 2 3 4 SERVICE PORTFOLIO MGMT SERVICE DELIVERY AND FINANCIAL SUPPORT TRANSPARENCY Automated Orchestration And Portfolio / Demand Mgmt Processes Provisioning Service Roadmap Standardized Processes Metering Service Design / Launch Standardized Service Management Tools Service Costing Policies 5 TRUST IN THE CLOUD 6 SKILLS / ROLES / COMPETENCIES CLOUD INFRASTRUCTURE© Copyright 2011 EMC Corporation. All rights reserved. 24
    25. 25. Preparing Our PeopleTalking Openly Fostering Creating Incentives Collaboration to be Multi-skilled About Cloud Bridge the Silos New job families and tracksIt’s a sea-change for IT Facilitate OJT Cloud certifications Opens up huge opportunities© Copyright 2011 EMC Corporation. All rights reserved. 25
    26. 26. What are the Implications on IT Roles? Before After Designing a consolidated Designing custom Architecture multi-tenant cloud dedicated infrastructure and Design infrastructure Automation, capacity Building, provisioning Build and planning configuring Operate performance management monitoring and break-fix IT process engineering Product and Developing, marketing, Responding to service Service selling, delivering, and requests and tickets supporting service offerings Management© Copyright 2011 EMC Corporation. All rights reserved. 26
    27. 27. EMC IT’s Organizational Evolution—2008Traditional Technology Driven Siloed IT InfrastructureOrganization Systems Storage Network Security DC Design Architectur Architectur Architectur Architectur Architectur e e e e e Authentication Physical Plant Job Scheduling Systems/Data Virtual Infra. UNIX/Linux Perimeter Windows Engineer Telecom Network Identity BURA SAN NAS and Build Systems Storage NOC SOC DC Ops Support Support Run Service Desk 20% • SMEs 0perating in technology silos • Objective is to keep technology available and operational Virtualized • Decentralized operations • Project-based delivery of managed by bridge lines customized technology components© Copyright 2011 EMC Corporation. All rights reserved. 27
    28. 28. EMC IT’s Organizational Evolution—2010Consolidated Private Cloud Infrastructure and Operations Network Security DC Systems Storage Design Architecture Architecture Architectur Architectur Architectur e e e IT Service Management Authentication Physical Plant Job Scheduling Systems/Data Virtual Infra. Automation Linux/UNIX Perimeter Engineer Windows Telecom Network Identity BURA SAN NAS and Build IT Service Operations and Global Command Center Run Service Desk 75% • Added management and automation team • Began building service management function Virtualized • Consolidated systems, storage, • Launched first self-service automation into unified team provisioned Infrastructure offering to BUs© Copyright 2011 EMC Corporation. All rights reserved. 28
    29. 29. EMC IT’s Organizational Evolution—2011Unified Private Cloud Infrastructure Group & IT-as-a-Service IT Service Management Network Security DC Design Private Cloud Architecture Architectur Architectur Architectur e e e Authentication Physical Plant Job Scheduling Systems/Data Virtual Infra. Automation Linux/UNIX Perimeter Engineer Windows Telecom Network Identity BURA SAN NAS and Build IT Service Operations and Global Command Center Run Service Desk TO-BE • Unified PCI group focused on • Objective shifting to ensuring 86% services and platforms desired business outcomes Virtualized • Maturing service management • Project work focused on building function driving IT offerings and provisioning services© Copyright 2011 EMC Corporation. All rights reserved. 29
    30. 30. An Organizational Evolution Is UnderwayImperativeBusiness and IT Service Managementfinancial managementNew focus area Infrastructur Platform as User EnterpriseCloud service e as a Experience Applications a Serviceoperations management Service as a Service as a ServiceNew roles emergingCloud Architect, Cloud Virtual Infrastructure ArchitectureAdminCloud Capacity Planner Virtual InfrastructureIT Automation Engineer Management Backup DataTraditional roles are Systems Storage and Center Securitystill essential Recover Network y s© Copyright 2011 EMC Corporation. All rights reserved. 30
    31. 31. Cost and Agility Trends IT PRODUCTION BUSINESS IT-AS-A-SERVICE Efficiency PRODUCTION Agility Quality of Service 90 Percentage of IT Days Spend on New 80 Days Capabilities vs. 60 42% Days Lights-on 40 Days 40% 30 Days 25% 7 Days 23% Approximate 21% ~1 Time-to-Provision 20% 20% Day App. Environments 2004-08 2009-10 2011+© Copyright 2011 EMC Corporation. All rights reserved. 31
    32. 32. ACCELERATE YOUR CAREER BECOME A CLOUD ARCHITECT© Copyright 2011 EMC Corporation. All rights reserved. 32
    33. 33. Define Service Request ServiceEMC Proven ProfessionalCloud Architect Training and Self-Service Portal Service Catalog Customers IT and BusinessCertifications Service Request Configuration Management Management Decommission System Service IT-as-a-Service EMCCAe – IT-as-a-Service Operations and Governance Discovery and Performance Compliance Automated Provisioning and Financial Management Virtualized Infrastructure EMCCA- Virtualized Infrastructure Middleware Business vStorage vCompute Mgt Apps vConnectivity & APIs Management vApps Cloud Services EMCCIS - Cloud Services Virtualized Infrastructure Cloud Infrastructure and Services Virtualized Infrastructure + skills equivalent to VCP and CCDA or similar Physical Infrastructure certifications and 3+ years design experience © Copyright 2011 EMC Corporation. All rights reserved. 33
    34. 34. Converged InfrastructureChanging The IT Infrastructure Model Pre-integrated and supported cloud infrastructure• Focus teams on using infrastructure vs. assembling and supporting the individual components Cloud service provider operational model• provisioning, service deliver, chargeback, etc. Accelerates the shift to a private cloud model• Less time debating, more time using. Accelerated Infrastructure-As-A-Service© Copyright 2011 EMC Corporation. All rights reserved. 34
    35. 35. EMC Proven Solutions • accelerate time-to-value • reduce complexity and risk© Copyright 2011 EMC Corporation. All rights reserved. 35
    36. 36. Creating Trusted Service ProviderPartners Infrastructure Transformation Automated Hybrid Cloud Infrastructure Private Public© Copyright 2011 EMC Corporation. All rights reserved. 36
    37. 37. Hybrid Cloud = Private Cloud + PublicCloud • security and GRC VPLEX Ionix • workload mobility • orchestration and monitoring Infrastructure Automated Hybrid Transformation Cloud Infrastructure Private Public© Copyright 2011 EMC Corporation. All rights reserved. 37
    38. 38. CLOUD IS CHANGING I.T. BIG DATA IS CHANGING THE WORLD© Copyright 2011 EMC Corporation. All rights reserved. 38
    39. 39. THE WORLDS FIRST DATA SCIENTIST SUMMITMAY 11-12 EMC WORLD LAS VEGAS © Copyright 2011 EMC Corporation. All rights reserved. 39
    40. 40. REDUCING THE IMPACT OF CLIMATE CHANGE© Copyright 2011 EMC Corporation. All rights reserved. 40
    41. 41. MANAGING INDUSTRIALIZATION© Copyright 2011 EMC Corporation. All rights reserved. 41
    42. 42. SLOWING THE SPREAD OF DIABETES© Copyright 2011 EMC Corporation. All rights reserved. 42
    43. 43. The EMC Big Data ―Stack‖ 4 Collaborativ e Act Documentum xCP ? 3 Real Time Analyze Greenplum, Hadoop 2 Structured & Unstructure d Store 1 Petabyte Scale VMAX, Isilon, Atmos© Copyright 2011 EMC Corporation. All rights reserved. 43
    44. 44. Drive Insight To Action With Data InContextImprove Business Results With Better Decisions Data Business Data LOB Ops Analyst Scientist Exec Embedded In Business Process Flow Big Data Platform© Copyright 2011 EMC Corporation. All rights reserved. 44
    45. 45. EMC Portfolio Enterprise Applications Big Data Applications Greenplum VMware VMware VPLEX Ionix VNX VMAX Isilon Atmos Primary Storage Backup and Data Domain, Avamar, NetWorker Archive© Copyright 2011 EMC Corporation. All rights reserved. 45
    46. 46. AN INTERSECTION OF ENORMOUS OPPORTUNITY© Copyright 2011 EMC Corporation. All rights reserved. 46
    47. 47. For Further Reading … http://chucksblog.emc.com© Copyright 2011 EMC Corporation. All rights reserved. 47

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