HP Experts Analyze and Explain the HAVEn Big Data News From HP Discover Conference
HP Experts Analyze and Explain the HAVEn Big Data NewsFrom HP Discover ConferenceTranscript of a BrieﬁngsDirect podcast on how HPs new HAVEn Initiative puts the power of bigdata in the hands of companies.Listen to the podcast. Find it on iTunes. Sponsor: HPDana Gardner: Hello, and welcome to the next edition of the HP Discover PerformancePodcast Series. Im Dana Gardner, Principal Analyst at Interarbor Solutions,your moderator for this ongoing discussion of IT innovation and how it’smaking an impact on people’s lives.Once again, were focusing on how IT leaders are improving their servicesperformance to deliver better experiences and payoffs for businesses and endusers alike, and this time were coming to you directly from the HP Discover2013 Conference in Las Vegas. [Disclosure: HP is a sponsor of BrieﬁngsDirectpodcasts.]Were here in the week of June 10 and we are now joined by our co-host, Chief Evangelist at HPSoftware, Paul Muller. Welcome, Paul.Paul Muller: Dana, Im surprised your voice is holding out after this week.Gardner: Right, it’s been quite busy. There has been a lot said about big data in the last year andHP has made an announcement for a broader vision for businesses that gained actionableintelligence from literally a universe of potential sources and data types.Were now joined by two additional HP executives to explore the implication and business valuesfrom the HAVEn news at Discover. Please join me now in welcoming our guests. First is ChrisSelland, Vice President of Marketing at HP Vertica. Welcome, Chris.Chris Selland: Thanks Dana, it’s great to be here. Its great to work with you again, Paul, andIm really looking forward to this.Gardner: And were joined by Tom Norton. Hes the Vice President for Big Data TechnologyServices at HP. Welcome, Tom.Tom Norton: Hello, Dana.Gardner: Let’s go to Chris ﬁrst. Fairly recently, only critical data was given this high-falutintreatment for analysis, warehousing, applying business intelligence (BI) tools, making sure that itwas backed up and treated almost as if it were a cherished child.
But almost overnight, the savvy businesses, those who are looking for business results, are moreinterested in all the data or more information of any kind so that they can run their businessesand ﬁnd inferences in the areas that they maybe didn’t understand or didn’t even know about.So what do you think has happened? Why have we moved from this BI-as-sacred ivory towerapproach to now more pedestrian?Competitive issueSelland: First-and-foremost, it’s really that it’s become a competitive issue. Competitivenessissue might be a better way to say it. Just about every company will payattention to their customers.You can tell senior management that this data is important. Were going toanalyze it and give you insights about it, but you start realizing that we have anopportunity to grow our business or were losing business, because were notdoing a good enough job, or we have an opportunity to do better job with data.Social media has been the tip of the arrow here, because just about all industriesall of a sudden realize that there is all data out there ﬂoating around. Our customers are actuallytalking to each other and talking about us, and what are we doing about that? That’s brought a lotof attention above and beyond the CIO and made this an issue that the CMO, the CFO, the COO,the CEO start to care about.We’ll drill down on this, as we go through the discussion today. Big data is about far more thansocial media, but I do think social media gets a lot of the credit for making companies pay a lotmore attention. Its, "Wait a minute. There is all this data, and we really need to be doingsomething with this."Gardner: Paul Muller, as you travel around the world and speak with businesses andgovernments, are you seeing a shift in the way that people perceive of data as an asset or havethey shifted their thinking about how they want to exploit it?Muller: At the risk of reaching for the third rail here, which is the kind of a San Francisco WestCoast joke, in the conversations that Im having consistently around the globe, executives, bothCIOs, but also non-IT executives, are realizing that big data is probably not the most helpfulphrase. It’s not the size of the data that matters, but it’s what you do with it.It’s about ﬁnding the connections between different data sets to help you improvecompetitiveness, help you improve efﬁciency if you are in the public sector, help you to detectfraud pattern. Its about what you do with the data in that connected intelligence that matters.
To make that work, it’s about not just the volume of data. That certainly helps, not having tothrow out my data or overly summarize it. Having high-ﬁdelity data absolutelyhelps, but it’s also the variety of data. Less than 15 percent of what we deal withon a daily basis is in structured form.Most of the people I meet are still dealing with information in rows and columns,because traditionally that’s what a computer has understood. They’ve not built theunstructured things like video, audio, images, and for that matter social, as Chrisjust mentioned.Finally, it’s about timeliness. Nobody wants to might be making tomorrow’s decision with lastweek’s data, if that makes sense. In other words, with a lot of the decisions we have to make, it’susually done through a revision mirror, which is not helpful, if youre trying to operate today’sthoughts as well.Variety of systemsGardner: Chris, it seems as if we have more interest, more business activities, and moreconstituencies within businesses looking for inputs that help them make decisions or analysis.But we’ve got a variety of systems. We’ve got relational databases, ﬂat ﬁles, and all sorts ofsocial APIs that we can draw on.How do you make sense of this? Is there a common thread now? Is there a way for us to thinkabout data beyond the traditional IT deﬁnition of data, and what does that mean for actually thengetting access and managing it?Selland: To pick up on what Paul was saying. I have a love-hate relationship with the term "bigdata." The love part is the fact that it really has been adopted. People gravitate to it and arestarting to realize that there is something here they need to pay attention to. And that’s not justIT.It’s funny because if you go to something like Wikipedia and you look for the origins of the term"big data," you’ll actually ﬁnd that in IT circles, weve been talking about big data for about adozen years. There are probably ﬁve or six different people. There is a discussion on Quora, youcan look it up if you are interested in the creation of the term which was about a dozen years ago.As a matter of fact, this is the problem that Vertica was created to solve. It was that, as this bigdata thing became real, which it is now, traditional databases would be unable to handle it. So thegood news is that there has been a recognition in business circles outside the CIO -- the CMO,the COO, and the CFO -- that has just started to happen in the last 18 to 24 months, in a big way.So the love part is that people are paying attention to big data. The hate part is that it’s muchmore than “big”.
I like the Doug Laney deﬁnition of big data. Doug is an analyst who is now at Gartner Group,although when he coined term, he was actually at another ﬁrm. He said it is the 3Vs -- volume,velocity, and variety. Volume is a part of it and it’s certainly about big.But as Paul was just talking about, there is also a tremendous variety these days. Weve alreadytalked a little bit about social media, but the fact that people equate "social media" with "bigdata" is another pet peeve of mine.Social media is driving big data, but it’s only a very small part of it. But it’s an important part,because it’s what’s brought a lot of that other attention. Youre looking at audio, video, and all ofthis user-created content and such, and there is such a variety. Then, of course, it’s coming in sofast. Then, we’d like to sometimes add the forth V, which is value. How is this all going to makemoney for me? What do we do about this strategically as a business.So there is just a lot going on here and this is really what’s driven the HAVEn initiative and theHAVEn strategy. We have this tremendous portfolio of assets here at HP from software tohardware to services and HAVEn is about putting that portfolio behind these different analyticengines – Vertica, IDOL, Logger, and Hadoop - that complement each other and their ability tointegrate and build solutions.Broad strategySo how do we bring this together under a single broad strategy to help companies and globalenterprises get their hands around all of this, because it’s a lot more than big? Big data is great.It’s great that the term is taken off, but it’s a lot bigger than that.Gardner: All right. Before we go into the HAVEn announcement, I’d like to remind our readersand listeners that there is a lot of information available, if they search online for HP, HAVEn, orHP Discover 2013. But before we go there, let’s go to Tom Norton.Weve been talking about data, big data, the movement and shift in the market, and we also ﬁndourselves talking about platforms and certain types of data format and technologies, but there ismore than that. It seems that if were going to change these organizations so that they use datamore effectively, we need to go beyond the technology. Give me an idea from the technologyservices perspective of what also needs to be considered when we go about these shifts in themarket.Norton: When you think about a data platform, that’s not new. Both Paul and Chris mentionedthat data platforms and data analysis have been around for years, but this is a shift. It is differentin a number of ways: We mentioned velocity, volume, and variety, but there is also a demand, asChris mentioned, to have this access to information faster.The traditional systems or platforms that IT is used to providing are now becoming legacy. Inother words, theyre not providing the type of service level to meet the workload demands of the
organization. So IT is faced with the challenge of how to transform that BI environment to moreof a data reﬁnement model or a big data ecosystem, if you want to still hang on to big data as aterm.IT is challenged there, and the goal overall is to be able to provide that service level that Paulmentioned to be able to support through timeliness, and the type of actions thebusiness wants to take. So the business is now demanding an action from IT.The ability to respond quickly to this platform transformation is what we wantto help our customers do from our technology services perspective. How canwe speed the maturity or speed the transformation of those traditional BIsystems which are more sequential and more structured to be able to deal withthe demands of the business to have relevant and reﬁned information availableto them at the time they need it, whether it’d be 1.5 seconds or 15 hours?The business needs the information to be able to compete and IT needs to be able to adapt, tohave that kind of ﬂexible, secure, and high-performing platform that can deal with the differentcomplexities of raw data that’s available to them today.Gardner: Tom, on other programs, we’ve talked about application modernization andapplication transformation. Were following a similar trajectory with data. Were bringing in moredata types, but we don’t necessarily want to assimilate them into a common warehouse or format.Were looking to do integration with the data, do hybrid activities with the data, buy-and-selldata, or barter it. It’s really transformed data.It used to be that the way data came about was as a refuge from the application. So is the role ofservices for managing the data continuum and lifecycle similar to what we did with applicationsover the past 10 years?Similar to cloudNorton: I think its similar It’s actually very similar to cloud in some ways, when you think ofa platform which enables a service. When you consider the models that people are looking attoday concerning cloud, there is a maturity reality that goes with it. We start with a platform andthen you start looking at the service-level catalogs, automation, and security, and then you lookat the presentation layers.Data platforms are exactly the same. You have to take what was the very singular service thatwas offered and start looking at more complex content. So you have to consider data sources,which could come from many different places. You have to consider data source from a cloud,from a traditional BI system, or from other data sources within the organization.
Acquiring data in that context has to be considered. Then, as was mentioned earlier, you have toconsider that processing and the service levels for processing of that raw material to producereﬁned information that’s useful.And that’s very similar to when you start thinking about what cloud would do. Like theperformance from a presentation perspective of how quickly the environment is able to deliveran app, is very similar in terms of presenting information that can be useful to the business. Thenyou have to look at the presentation format.Weve had discussions about mobile users, for example, on how social media not only producesinformation, but there are expectations from mobile users today of how they can get access to it.Considering that format, its very similar to what weve done in terms of applications and verysimilar to the approach that you need to take. When you look at a cloud platform, you have tolook at that.Data is unique in that it is both the platform and the service. It’s slightly different than cloud atleast in that way, where youre presenting services from that. Data is unique because there is aspecialized platform that needs to be integrated, but you have to consider the information servicethat’s presented and approach it like you would in application. It’s a really interesting approachand an interesting transformation for IT.Gardner: Chris Selland, let’s get back to the news of the day of the HAVEn initiative, theHAVEn vision. Tell us in a nutshell what it is, what it includes, and then we can talk about whatit means.Selland: I talked about the tip of the spear before. In this case the tip of the spear are our analyticengines, our analytic platforms, the Vertica Analytics Platform, Autonomy IDOL, ArcSightLogger. HAVEn is about taking this entire HP portfolio and then combining those with the powerof Hadoop.We have been talking about our open partnership. There are a number of Hadoop distributions,and we support them all. Its taking that software platform, running it on HP’s ConvergedInfrastructure, wrapping HP’s services around it, and then enabling our customers, ourconsultants of course, our channel partners, our systems integrators, and our resellers to buildthese next-generation analytic-enabled solutions and big-data analytic enabled solutions thatcustomers need.I keep talking about big data is in a classic crossing-the-chasm moment -- for those of you whohave read the book, and while I dont want to do a primer on the book, it’s basically about whenthe attention around this topic starts to shift, and of course IT still remains very much at thecenter, but now it becomes a business-enabler.
Changing the businessIt’s when technology starts to change the business, and that’s what’s going on right now. Whenyoure talking to businesspeople, you cant talk about platforms and you can’t talk about speedsand feeds. When you say Hadoop to a businessperson they usually say, "God bless you," thesedays.You have to talk about customer analytics. You have to talk about preventing fraud. You have totalk about being able to operationally be more effective, more proﬁtable, and all of those thingsthat drive the business. It really becomes more-and-more a solutions discussion.HAVEn is the HP platform that provides our customers, our partners, and of course, ourconsultants, when our customers choose to have us do it for them, the ability to deliver thesesolutions. Theyre big-data solutions, analytic-enabled solutions. Theyre the solutions thatcompanies, organizations, and global enterprises need to take their businesses forward and tomake their customers more satisﬁed to become more proﬁtable. Thats what HAVEn is all about,the fundamental story behind the HAVEn initiative.Gardner: It’s very interesting and fascinating to think about these working in some sort ofconcert. When I ﬁrst looked at the announcement and heard the presentations, I thought, "OhArcSight. Isn’t that an odd man out? Isnt that an outlier?Why, in your understanding, would having great insights to all the data from your system besomething relevant to alter the data that youre driving from your applications, your outside datasources, your customer interactions, the social media, the whole kit and caboodle. Help meunderstand better why ArcSight is actually a good partner?Selland: It really goes back to what I said earlier, that even though social media has been the tipof the spear here for business attention around big data, it’s much, much bigger than that. One ofthe terms that people are starting to hear now, and youre going to hear a lot more about, is the"Internet of things."There are various third-party estimates out there that within the next few years, there are going tobe about 150 sensors per person worldwide, and that number is going to keep growing. Thinkabout all the things that go on in your car, on a factory ﬂoor, in a supply chain.We tend to think about the fact that everybody is walking around with a computer in their pocketthese days, a smartphone, but that’s not just communicating with you. It’s communicating withthe network to provide quality of service, to monitor what’s going on, to obviously manage yourcalls and your downloads, and everything else.Theres so much data ﬂowing around out there. The Logger Engine essentially reads andinterprets and connects to all of these different sources, various types of machines, system log
ﬁles, and real-time data as well. It’s not just about being able to interpret social media. It’s beingable to pull in all of these different data types.As the internet of things grows, and the sensors go everywhere, McKinsey estimates that, just togive a tangible example, a typical jet engine throws off about two terabytes per hour of data.What do you do with all that data? How do you manage that data?Internet of thingsThink about all of our IT systems, all of our physical systems, all of our network systems.Think about all these sensors that are in this Internet of things. It’s becoming huge and the abilityto process this data from machines, systems, and log ﬁles is a huge, huge part of this.Gardner: Paul Muller, we understand now that we can bring Hadoop beneﬁts to Autonomysbreadth and depth of information, unstructured information to Vertica, speed and ability to doanalytics very rapidly and efﬁciently to ArcSight with machine and other data. How do you takethis out to an enterprise, a C-class group of people, and make them understand that you are, infact, giving them some tools that really weren’t available before, and certainly weren’t cobbledtogether in such a way? How do you put this in business terms so they can get just how powerfulthis really is?Muller: Dana, did you just say Hadoop?Gardner: I did.Muller: Bless you.Selland: Well played.Muller: Had to be done, Chris. That’s ultimately the question. Let me just give you an examplethat we talk about and that I share with people quite frequently, and it usually generates a bit of asmirk. We’ve all been on the telephone and called a company or a public service, where youvebeen told by the machine that the call will be monitored for quality of service purposes. And I amsure we’re all thinking, "Gosh, if only."The scary part is that all those calls are recorded. Theyre not only recorded, but theyre recordeddigitally. In other words, theyre recorded to a computer. Much like the airline example that Chrisjust gave, almost all of that data is habitually thrown away, unless there is an exception to therule.If there is a problem with the ﬂight or if there is some complaint about the call that escalates thesenior management, they may eventually look at it. But think about how much information, howmuch valuable insight is thrown away on a daily basis across a company, across the country,
across the planet. What weve aimed to do with HAVEn is liberate that information for us to ﬁndthat connected intelligence.In order to do that, we get back to this key concept that you need to be able to integrate telemetryfrom your IT systems. What’s happening inside them today? For example, if somebody to sendan email to somebody outside of the company, that typically will spawn a question that asks whothey send that email to? Was there an attachment there? Is it a piece of sensitive information ornot? Typically that would require a person to look at it.Finally, its to be able to correlate patterns of activity that are relevant to think about revenue,earnings, or whatever that might be. What were able to do with the HAVEn announcement iscombine those concepts into one integrated platform. The power of that would be something likein that call center example. We can use autonomy technology to listen to the call, to understandpeoples emotions, and whether they’ve said, "If you dont solve this problem, Im never going tobuy from you again."Take that nugget of information, marry that to things like whether they are a high net worthcustomer, what their spending patterns have been, whether theyre socially active, are they morelikely to tell people about their bad experience, and correlate that all in real-time to help give youinsight. Thats the sort of being the HAVEn can do it, and thats a real world application thatwere trying to communicate in business.Norton: I want to echo that. I have one more example of what Paul has just indicated. Takehealthcare, for example. Were working with the healthcare providers. There are some three-tierhealthcare providers. A major healthcare organization could have as many as 50 differentbusiness units. These separate business units have their own requirements for information thatthey want to feed to hospital systems.Centralized structureSo you have a centralized organizational IT structure. You have a requirement of a business unitwithin the organization that has its own processing requirement, and then you have hospitalsystems that buy and share information with the business unit.Think about three-tiered structure and you think of some of the component pieces that HAVEnbrings to that. You have IT which can manage some of those central systems that becomes thatdata lake or data repository, collecting years and years of historical healthcare information fromthe hospital systems, from the business units, but also from the global healthcare environmentthat could be available globally.IT provides this ecosystem around the data repository that needs to be secured, and and that datapool needs to be governed.
Then, you combine that with information thats coming publicly and needs to be secured. Youhave those corner pieces which are natural to the Hadoop distributed system inside that data lakethat keeps that repository of healthcare information.The business unit has a requirement because it wants to be able to feed information to thehealthcare providers or the hospital systems, and to collect from them as well. Their expectationsof IT is that they may need instant response. They may need a response from a medical providerin seconds, or they may look at reporting on changes in healthcare in certain environmentalsituations that are creating change in healthcare. So they might get daily reporting or they mighthave half-day reporting.Within HAVEn, you look at Vertica, to drive that immediate satisfaction of that query that comesfrom the hospital system. Combine that with Hadoop and combine that with the kind of data-governance models that Autonomy brings. Then, look at security policies around the sensorsfrom patients that are being sent to that hospital system. That combination is a very powerfulequation. Its going to enable that business to be very successful in terms of how it handlesinformation and how it produces it.When we start looking at that integration of those components, thats whats driving IT, becausethey need that very ﬂexible and responsive data repository that can provide that type of insightthat the hospital systems need from that from the business unit thats driving the healthcare ITorganization itself.Those are the ﬁts even in a large enterprise, where you can take that platform and apply it in anindustry sense, and it makes complete sense for that industry overall.Gardner: Chris Selland, I think about what companies, governments, and verticals likehealthcare, the leaders and innovators in those areas, can do with this. It could really radicallychange how they conduct their businesses, not by gut, not by instinct, not by just raw talent, butby empirical evidence that can be then reestablished and retested time after time. It strikes methat its a fundamentally different value that HP is bringing to the market.HP has, of course, been a very large company with a long heritage, but are we really steppingoutside of the traditional role that HP has played? It sounds as if HP is becoming a business-services company, not a technology services company. Correct me if Im wrong.Bridging the gapSelland: Yes and no. First of all, we do need to acknowledge that there is a need to bridge thegap between the IT organization and the business organization, and enable them to talk the samelanguage and solve problems together.First of all, IT has to become more of an enabler. Second, and I mentioned this earlier and Ireally want to play this up, its absolutely an opportunity for our partners. HP has a number of
assets, but one of our greatest assets is HPs partner network -- our partner ecosystem, our globalsystems integrators, our technology partners, even our services providers, our training providers,all of the companies that work in and around the global HP.We cant know every nuance of every business at HP. So the HAVEn initiative is very muchabout enabling our partners to create the solutions were creating. Were using our own platformto create solutions for the core audiences that we serve, which in many cases, are things like ITmanagement solutions or security solutions which are being featured and will continue to befeatured.Were going to need to get into all of these different nuances of all of these different industries.How do these companies and organizations compete with each other in particular verticals? Wecan’t possibly know all of that. So were very reliant on our partners.The great news is we have, we have what I believe, is the worlds greatest partner network andthis is very much about enabling those partners and those solutions. In many cases, thosesolutions will be delivered by partners and that’s what the solutions are all about as well.Gardner: Just to drill down on that a bit, if there are these technologies that are available tothese ecosystems within verticals and attacking different business problems, whats the next stepwith HAVEn? Now that we put together the various platforms, given the whole is greater thanthe sum of the parts in terms of a business value, whats the vision beyond that to making theseusable, exploitable?Are there APIs and tools or is that something also that you are going to look to the partners for,or both? How does it work in terms of the go to market?Selland: There absolutely are APIs and tools. We need to prime the pump, to some degree, withbuilding and creating some of our own solutions to show what can be done in the markets weserve, which were doing, and we also we have partners on board already.If you look at the HAVEn announcements, youll see partners like Avnet and Accenture and otherpartners that are already adopting and building HAVEn-based solutions. In many cases, wevestarted delivering to customers already.Its really a matter of showing what can be done, building what can be built, and delivering them.I mentioned earlier the crossing-the-chasm moment were having. The other thing that happens,when you get into this market, is youre moving from its being purely a CIO decision to wherethe business starts getting involved.Great ROIThere is great return on investment (ROI), theres this big data analytic solution were going toenable, and we are going to build to deliver better customer loyalty. We are going to better
customer retention and lower churn. The ﬁrst thing I need to say is, "Okay, show me thenumbers, show me the money." Those are Jerry Maguire terms, and the best way to do that isshow examples of other companies that have done it.So you run into a situation where you need to be able to show who is doing it, how theyre doingit, and how theyre making money with it. Youve got to get that early momentum, but werealready in the process of getting it, and weve already got partners on board. So were reallyexcited.Gardner: Tom Norton, what are your thoughts about my observation that this takes HP to adifferent plane in terms of the level of value it can bring to a business, and then perhaps someadditional thoughts based on what Chris said in terms of how this ﬁts into a value chain?Norton: You can take two separate perspectives, but you cant separate them. In order for mygroup, TS, to be able to help IT transform, IT has to be aligned to that business decision anyway,or they have to be aligned to the business requirements and the workloads that business may bepresenting.For me to help to build an integration plan or to build a design for a data platform like thistransformation of a data platform, I have to have some idea of what the workload requirementsmay be from the business. I have to know if the business is trying to do something thats going torequire an immediate type of satisfaction, or they are going to do something that can be done inmore of a batch format.Those expectations of a business in terms of when they want to be presented with that businessaligned information, thats going to determine short term and midterm what IT needs to do.You cant separate those two, especially when were starting to drive and accelerate the kind offormat and the kind of workloads that businesses may need. You may get requirements from 20different businesses and each business may have 10 different business requirements that theyhave in terms of the presentation of information.So how can we get to the point where we can separate from the business, the view of what IT isdoing? The business shouldnt need to know about Hadoop, as Chris mentioned earlier. Theyshouldnt need to know how Hadoop is integrated with Vertica, integrated with Autonomy, orhow the three are combined and secured, but they should have an expectation that theyre goingto get the information that they need at the time they need it.We really cant design a platform, unless we know that spectrum, and how we can create aroadmap for how to resolve that and how to mature it. So we have to know that, and the secondpart is going to be, as youve mentioned before, from how the business needs to access it.
Flexible technologyIf the business is going to a more distributed, a remote, or a mobile type of workforce or mobileaccess, our design requirements for IT have to be for the infrastructure. The technology has to beﬂexible enough to deliver information to those consumption formats.If youre dealing with ﬁnance, for example, and youre going to have a sales force selling capitalinvestments to their largest investors, a $100 million a year investors, the expectation of thosesalespeople to that investment model is that they can provide their customers -- probably themost important customers that that ﬁnance organization has -- information within 15-30 minutes.Thats the time that the salesperson is talking to them about what may be happening with theirportfolio.Think about how complex that can be. You have to access social media, as was brought upearlier, and be able to get information on Twitter feed so that they can provide a meaning-basedanalysis on how this stock portfolio is being reﬂected in the market.To get that in that time frame of 0-30 minutes requires a different design, than someone who isgoing to look at market reporting trends over a 24-hour period and present that each morning. Soit’s very important that we have that alignment between technology and business, and unless wecan understand both, were not going to be able to drive that road map in the direction thatsgoing to satisfy the business requirements.Gardner: Paul Muller, when we think about the value to the business, and we recognize that ITis in the middle between when data is analyzed and inferences are gathered, acting on thoseinferences and putting them into place perhaps goes back in through IT.There are applications that need to be addressed. There are mobile devices that need to bereached. It seems to me that HP is in a unique situation now by pulling together these differentdata analysis types, making it available in a holistic context, but also being a provider of themeans to then be actionable, to create applications, to populate applications, and to allow IT to bethe trafﬁc cop on this two-way street or multi-way street.Tell me how HP is differentiated. Given what weve now seen with the HP Discoverannouncements with cloud, with converged infrastructure and with HAVEn, give us a bit more ofan understanding of how HP is uniquely positioned?Muller: Dana, you made such a great point. Insight without action is a bit like saying that youhave a strategy without execution. In other words, it’s pretty close to hallucination, right?The ability to take that insight and then reﬂect that into your business rapidly is critical. I have apoint of view that says that almost every enterprise is deﬁned by software these days. In otherwords, when you make an insight and you want to make a change, youre changing the size. Ifyou are Mercedes, youre changing one of the 100 million lines of code in your typical S class.
Some of the major based around the planet now hire more programmers than Microsoft hasworking on Windows today.Most companies are deﬁned by software. So when they do get in an insight, they need to rapidlyreﬂect that insight in the form of a new application or a new service, it’s typically going torequire IT.Absolutely criticalYour ability to quickly take that insight and turn that into something a customer can see, touch,and smell is absolutely critical, and using technique like Agile delivery, increasing automationlevels, DevOps approaches, are all critical to being able to execute to get to that.I would like to come back up to Chris’ response to just touch on a conversation I had with a CIOlast week, where he said to me, "Paul, my problem is actually not about big data. It’s great, andwe’ve got it, but I still can’t work out what to do with it. We should have a conversation aboutinnovation in the proﬁts of big data." So, Chris, do you want to maybe take Dana’s question?Selland: It’s really, ﬁrst of all, our focus. Its not just big data, but helping our customers besuccessful in leveraging big data is a core focus and a core pillar of HP strategy. So ﬁrst of all it’sfocus.Second of all, it’s breadth. I talked about this earlier, so I don’t want to repeat myself too much.The software, hardware, and converged cloud assets, capabilities of services, and of course theirservice’s portfolio -- all of the resources that the global HP brings to bear -- are focused on bigdata.And it’s also the uniqueness. Obviously, being an HP Software Executive, Im most familiar withthe software. If you really look at it, nobody, none of HP’s competitors, has anything like Vertica.None of HP’s competitors have anything like IDOL. None of HP’s competitors has anything likeArcSight Logger. None of HPs competitors has the ability to bring those assets together and getthem interoperating with each other and get them solving problems and building solutions.Then, you take our partner channel, wrap it around that, and you combine it with the power ofopen source industry initiatives like Hadoop. HP has very much openness of the core ofeverything were doing. We have all sorts of partners helping and supporting us around here.I haven’t even talked about technology partners, BI, or visualization partners. Were partneringwith all of the major Hadoop distribution. So there is just tremendous breadth and depth ofresources focused on the problem. At the end of the day, it really is about execution, becausethat’s the other thing that I talked about earlier, customers. They want to hear big ideas and theywant to know how technology helps them get there, but they also want to see proof points.
Muller: Let’s just start from that. Chris, maybe well ﬁnish on a slightly controversial note here,but it’s worth talking about. Then, maybe this is potentially a good segue to Tom. I met with aCIO again. I was speaking to some of our listeners and met with some CIOs in South Africa acouple of weeks back. This head of manufacturing turned to me and said, "You know, Paul, Iunderstand big data technology is there, I understand. I can pretty much ingest this. At least thepotential is there that I can."What Im not sure is, in my industry, how does it matter to me? Don’t just talk to me abouttechnology. How can I turn that into a justiﬁable business case that the business will want toinvest in?" And it kind of struck me that the technology in some respect is slightly ahead of ourcustomer’s ability to think of themselves as innovators rather than as infrastructure managers.Part of the problemSelland: You certainly just deﬁned part of the problem. There is no one-size-ﬁts-all big-data-in-a-box solution, because the answer to that question is something that you really need to have asigniﬁcant understanding of the business and it’s really a consultative question, right?You’ve got to have a broad enough portfolio to know that you’ve got the conﬁdence and theassets to eventually solve the problem, but at the same time start with understanding the problem,the industry, and solutions. This is where our service is, and this is where our partner ecosystemcomes into play. And having the breadth of the portfolio of software/hardware and cloud servicesto be able to deliver on it is really what’s it’s all about, but there is no one-size-ﬁts-all answer tothe question we just asked.Gardner: Tom Norton, when we think about the observation that the technology is getting a bitout in front of what the businesses understand they can do with it, it sounds like a really goodopportunity for a technology consultant and a technology services organization to come in. Itsounds as if you have to bring together disparate parts of companies.We talked about developers. If the people are allowing for analytics to develop wonderfulinsights, but they’ve never really dealt with the App Dev people, and the App Dev people havenever really dealt with the BI people, what do we need to do to try to bring them together? Inyour company, how would you go about bringing them together so that as insights develop, newways of delivering those insights to more people and more situations are possible? I guess weretalking about cultural shifts here?Norton: HP actually has, from a services perspective, a unique approach to this. Youve seen itbefore in the cloud and youve seen it before in the days of IT transformation, where we startedlooking at that transformation experience.HP has developed these workshops over time. They bring IT together with the business to helpIT build a plan for how its going to address the business needs and pull out from the businesswhat the business requirements of IT will be.
It’s no different, now that were in the data world. Through our services groups within HP, wehave the ability from an information management and analytics approach to work withcompanies to understand the business value that theyre trying to drive with information, andideally try to understand what data is available to them today that is going to provide thatbusiness aligned information.Through the Big Data Discovery Experience workshops, were able to ask, "What is the businessI am capable of doing with the data they have available to them today, and how can that beenhanced with alternative data sources that may fall outside of the organization today?"As we mentioned earlier, it’s that idea of what can be done. Whats the art of the possible herethat is going to provide value to the organization? Through services we can take that all the waydown, then say, now once you have got the idea, that says I’ve got a road map for analyticalvalue and the management of the information that we have, and we could have made available tothe businesses.Then, you can align that, as I mentioned before, through IT strategies where you do the samething. You align the business to IT and ask how IT is going to be able to enable those actions thatthe business wants to take on that information.Entire lifecycleSo theres an entire lifecycle of raw material data to business-aligned and business-valuedinformation through a service’s approach, through a consultative approach, that HP is able tobring to our customers.That’s unique, because we have the ability through that upfront strategy from business value ofinformation to the collection and reﬁnement of raw materials and meeting in the middle in thisbig data ecosystem. HP can supply that from end to end, all the way from software to hardwareto services, very unique.Muller: I’ve got to summarize this by saying that the great part about HAVEn is that you canpretty much answer any question you could think of. The challenge is whether you can think ofsmart questions to ask.Gardner: I think that’s exactly the position that businesses want to be in -- to be able to thinkabout what the questions are to then propel their businesses forward.Selland: Let me give you a tangible example that I was reading about not long ago in The WallStreet Journal. They were talking about how the airline industry is starting to pay attention tosocial media. Paul talked before about intersections. What do we mean by intersections?
This article in The Wall Street Journal was talking about how airlines are starting to pay attentionto social media, because customers are tweeting when theyre stuck at the airport. My ﬂight isdelayed, and I am upset. Im going to be late to go visit my grandmother -- or something likethat.So somebody tweets. Paul tweets "Im stuck at the airport, my ﬂight is delayed and I am going tobe late to grandma’s house." What can you really do about that besides respond back and say,"Oh, Im sorry. Maybe I can offer you a discount next time," or something like that? But itdoesn’t do anything to solve the problem.Think about the airline industry, customer loyalty programs or frequent-ﬂyer programs.Frequent-ﬂyer programs were among the ﬁrst customer loyalty problems. They have all thistraditional data, as well which some might call customer relationship management (CRM). In theairline industry, they call it reservation systems.I gave the example before about a jet engine throwing off two terabytes of data per hour. By theway, on any ﬂight that Im on, I want that to be pretty boring data that just says all systems arego, because that’s what you want.At the same time, you don’t want to throw it away, because what if there are blips, or what ifthere are trends? What if I can ﬁgure out a way to use that to do a better job of doing predictivemaintenance on my jets?Better jobBy doing a better job of predictive maintenance on my jets, I keep my ﬂights on time. Bykeeping my ﬂights on time, then I do a better job of keeping my customers satisﬁed. By keepingmy customers more satisﬁed, I keep them more loyal. By keeping my customers more loyal, Imake more money.So all of this stuff starts to come together. You think about the fact there is a relationship betweenthese two terabytes per hour of sensor data that’s coming off the sensors on the engine, and theupset customers, and social media tweeting in the airport. But if you look at the stuff in a stove-piped fashion, we don’t get any of that.That’s just one example, and I use that example, because most of us are businesspeople and getstuck in airports from time-to-time. We can all relate to it, but there’s a variant of that kind ofexample in any and every industry.How do we start to bring this stuff together? This stuff does not sit in a single database and it’snot a single type of structure and it’s coming in all over the place. How do I make sense of it?As Paul said very well, ask smart questions, ﬁgure out the big picture, and ultimately make myorganization more successful, more competitive, and really get to the results I want to get to. But
really, it’s a much, much bigger set of questions than just "My database is getting really big.Yesterday, I had this many terabytes and I am adding more terabytes a day." It’s a lot bigger thanthat.We need to think bigger and you need to work with an organization that has the breadth ofresources and the breadth not just inside the organization but within our partnerships to be able todo that. HP has got the unmatched capability to do that, in my view, and that’s why this HAVEninitiative is so very exciting and why we have such great expectations from this.Gardner: What really jumped out of me in listening to the announcements was that so often intechnology we get products and services that allow us to do things faster, better, cheaper, all ofwhich is very important. But what’s quite new here, and different with HAVEn is that were ableto now start enabling organizations to do things they simply could not have done before or in anyother way.It’s really opening up to me a new chapter in business services enablement, both internal servicesand, external beneﬁts, and external services. So last word to each of quickly on why this HAVEnannouncement is something that’s unique and is really more than just a technologyannouncement. Let’s start quickly with you, Tom Norton.Norton: I think it’s interesting, because we just talked before about integration. Customers withdata as complex as it can be, you need models. HAVEn gives us that platform model, which isscalable, ﬂexible, secure, and integrated. Its what the customers need to be able to react quickly,what IT needs to be able to stay relevant, and what the business needs to know they are going tohave a predictable and responsive platform that they can base their analytics on. It’s an answer toa very difﬁcult question and very impactful.Gardner: Paul Muller, why does this go beyond the faster, better, cheaper variety ofannouncements?Fundamental differenceMuller: It’s the ability to bring together a set of technologies that allow you to look at all thedata all of the time in real-time. I think that that’s the fundamental difference. As I said, shiftingthe discussion from why can’t we do it to what do we need to do next is an exciting possibility.Gardner: Last word to you, Chris Selland, why is this going beyond repaving cow paths andcharting new territory?Selland: I just gave a long answer. So Ill give a short one. It’s really about the future, thecompetitiveness of the business, and IT becoming an enabler for that. It’s about the CIO, reallyhaving a chance to play a key role in driving the strategy of the business, and that’s what allCIOs want to do.
We have these inﬂection points in the marketplace, the last one was like 12 years ago, when thewhole e-business thing came along. And, while I just used a competitors tag line, it changedeverything. The web did change everything. It forced businesses to adapt, but it also enabled thelot of businesses to change how they do business, and they did.Now, were at another one, a very critical inﬂection point. It really does change everything, andthere is still some skepticism out there. Is this big-data thing real? We think it’s very real and wethink youre going to see more-and-more examples. Were working with customers today orshowing some of those examples how it really does change everything.Gardner: Great. I am afraid well have to leave it there. Weve been exploring the vision andimplications of the HAVEn news that’s been delivered here at Discover and we are learning moreabout HP strategy for businesses to gain actionable intelligence from a universe of sources anddata types. So if you want more information on HAVEn, you can ﬁnd it online by searchingunder HP Discover 2013 or HP HAVEn.Id like to now wrap up by thanking our co-host, Chief Evangelist at HP Software, Paul Muller.Thanks again so much, Paul.Muller: It’s not the size; it’s how you use it, when it comes to big data, mate.Gardner: Also a big thank you to Chris Selland, the Vice President of Marketing at HP Vertica.Thank you, Chris.Selland: It’s great to be here, thanks.Gardner: And lastly, a thank you to Tom Norton, the Vice President of Big Data TechnologyServices at HP. Thank you, Tom.Norton: Thank you very much, Dana; it’s been a pleasure.Gardner: Great. And also of course the biggest thank to our audience for joining us for thisspecial HP Discover Performance podcast coming to you from the HP Discover 2013 Conferencein Las Vegas.Im Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this ongoing series ofHP sponsored discussion.Thanks again for listening and come back next time. Listen to the podcast. Find it on iTunes. Sponsor: HPTranscript of a BrieﬁngsDirect podcast on how HPs new HAVEn Initiative puts the power of bigdata in the hands of companies. Copyright Interarbor Solutions, LLC, 2005-2013. All rightsreserved.
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