The Billion Dollar Byte

Turn Big Data into Good Profits, the Datapreneur Way

D. Justhy

• Publisher: Morgan James Publishing
• Year: 2018
• Print ISBN: 9781683504283
• eBook ISBN: 9781683504290
• Topic: Business
• Subtopic: Business Strategy
• Index: Business

The Billion Dollar Byte equips high-level businesspeople and technologists with the tools and strategies to leverage Big Data to drive ethical "Good Profit." Traditional legacy companies need a framework for making data strategy central to their business models in the same way that the newer Digital Native companies have. The Billion Dollar Byte provides that framework by providing concrete models for creating smart data infrastructures, accurately weighing the value of data and data systems, investing in the right technologies, hiring entrepreneurial people with tech skills, leveraging the full value of data, and much more. It aims to help companies aligns their data strategy with their business model. There is a special importance placed on attracting and retaining the right entrepreneurial-minded technologists that can help leverage data for profit.

CHAPTER 1

ARE YOU DATA PARTYING LIKE IT’S THE NINETIES OR ARE YOU JUST STUCK?

“I always tell my traders that they would’ve loved the 1990s because it was a fairly easy time to make money.”

—Steven A. Cohen, Businessman, Founder of Point72 Asset Management and S.A.C. Capital Advisors

The 1990s were a good time for enterprise technology businesses and IT departments in companies. It was the run-up to the “dot-com era” and preceded our current information revolution by many decades. With the advent of the Internet and the ubiquity of personal computers, businesses could suddenly automate many business processes for the first time.

This was the nascent age of big data, but that term was yet to see widespread adoption. Business didn’t always understand the changes that were taking place. We had not planned for, nor anticipated, the age of big data. The closest businesses of the time came to truly understanding big data was through the use of very large databases (VLDB). Companies did not fully understand the relationship between business processes and the data trails they left behind. Few enterprises, especially traditional institutes such as banks and insurance companies, gave data play and say. They didn’t take data seriously enough to fully govern its collection and use.

However, companies did understand that they needed to spend on technology and data. For the first time, businesses recognized that information technology provided competitive advantages and they began investing heavily. Billions of dollars started flowing into technology investments. IT departments were flush with cash.

Those were heady, halcyon days for Information Technology (IT) professionals and executives. There was a real sense of excitement around enterprise technologies. Enterprises were implementing many new systems and applications. For large companies, this often meant millions or even billions of dollars in IT spending. Many long-standing companies, which we will refer to as “traditional” or “legacy” companies in this book, were saddled with old systems such as mainframe machines for which they had paid handsomely for decades until that point. The excitement around IT and new emerging technologies was now driving companies to replace these mainframe machines in an effort to move toward a client-server application architecture. At the time, this was novel. Client-server systems would divide tasks and workloads between servers and clients (i.e., service requesters). For these large corporations, this was a massive, and massively expensive, undertaking.

These kinds of massive IT projects were common in the 1990s. As a career starter, an analyst, and a consultant, I worked on many big projects, which were all data or information centric, building management information systems such as data marts, data warehouses, operational data stores, and the like. I helped British Telecom (BT) Research Laboratories in Ipswich, UK, make the jump from their legacy analog network to a new digital terrestrial network. I was a part of a team that was highly skilled in technology. At that point, I was also simultaneously consulting for Gatwick Airport Limited in London, delivering operational reports for the Operations Director based on a newly implemented client server system. The system was implemented by ICL, UK (which was acquired by Fujitsu). I remember, speeding on the A12 and the M25, leasing a different posh car every time I made a trip from Ipswich to Gatwick. Money did not seem to be an issue either for my clients or me. From a perspective of 2016, these kinds of jobs were expensive; I would say, very expensive. In the late 1990s, companies started working with much more data than ever before, updating systems, migrating data, and consuming information in an expensive and time-consuming manner.

These kinds of projects often turned out much larger than they’d first appeared to be. In the late 1990s and early 2000s, One2One—the UK mobile network operator that later became T-Mobile—embarked on the Big Number Change in the enterprise systems. I was leading a team that was responsible for preproduction testing and implementing the massive change in a terabyte-scale data warehouse. I had the luxury of a terabyte-scale database to “play” with. Our objective was to update the data warehouse and the related marts to reflect the national telephone-number format. The change seemed simple on its face; we were making a straightforward change to the numbering system. However, this caused downstream changes in many systems. We had to update over a billion records stored in a major mobile operator’s data warehouse. Many more systems were affected. What started off as a simple change started to become a saga. The project ran for over a year!

This may seem excessive, but the executive overseeing the project and his team of consultants were all pleased with our pace. They were happy to give us time. More importantly, they were happy to pay for the investment. They understood that the amount of data was huge and that the investment was a major one. They knew that the great data party of the 1990s was officially on and they wanted to be at the party! They were willing to “invest” and actually spend accordingly.

This unbridled enthusiasm for all things enterprise information technology made funding IT projects much easier in the 1990s than it often is today. As someone who has been in the industry for close to two decades and who has consulted with numerous large companies in various industries around the world, I can attest that IT departments were not financially pressured and scrutinized in traditional companies the way they often are today. Traditional companies primarily, but not exclusively, formed and came into their own prior to the Digital Age. What makes traditional companies “traditional” is that they do not necessarily utilize digital technology as a “core” function of their business models, nor do they necessarily use digital technology to drive their business processes. Nonetheless, traditional companies were happy to invest and spend in new technology. There was an excitement around new tools and new technologies. Most executives recognized that the tools were getting better and better.

Unfortunately, companies were focused on a specific technology without really understanding that technology. This often led to overinvestment in tools or, put bluntly, just spending for its own sake! IT had become “cool” and the spending spree was on. The world’s large legacy companies saw that IT was changing how business got done and they didn’t want to be left behind. They invested massively in IT systems to assure that this did not happen. But, without knowing where they should put their money, companies invested in technology somewhat at random. What companies were really buying were not the business tools they needed, but simply shiny new toys for their technologists to play with.

Enter the Digital Natives and the Age of Digital Disruption

Unfortunately, as the pace of technology has increased, legacy businesses have not always kept up.

Let’s now fast-forward to 2016. Traditional companies have now been facing decades of industry-wide disruption by new digital companies. These companies, which we will call the Digital Natives, formed in the age of big data.

The defining feature of the Digital Natives is that they are companies that have digital technology as a “core” function within their business models to drive their business processes. Examples of Digital Natives are companies like Google, Amazon.com, Facebook, and other digital companies that have achieved massive financial valuations by leveraging data and emerging technologies that can collect, process, and consume more data faster than ever before. These companies operate under business models specifically designed to capitalize on data and emerging digital technologies.

Traditional companies, on the other hand, didn’t arise organically from the age of big data, as the Digital Natives did, but instead, have been reacting to changes in technology and business environments. They are now saddled with legacy systems in which they invested so heavily during the 1990s and earlier.

The cost of replacing these systems can run into the billions of dollars for large transnational companies. A typical enterprise landscape includes a combination of host-based and client-server applications—a near financial, cultural, and technological nightmare to deal with if you are honest, especially if you want to be agile as a business in the Digital Age.

The old technologies, once so shiny and new, have become a liability. The technology and business leaders of many traditional companies feel blindsided. They thought they understood business and technology. Now they find themselves stuck, mired beneath tremendous legacy investments in technology that has become outdated. They thought they were still data partying like it was the 1990s, only to realize too late that they are actually just stuck with old systems and applications. They don’t know where to go from here. They are being outdone by the Digital Natives, which have achieved valuations ten times that of the most valued traditional companies.

This is happening across the globe. Legacy companies are faltering and even disappearing. According to the American Enterprise Institute, only 12 percent of the Fortune 500 companies of 1955 were still on the list by 2014. A full 88 percent of the top companies of 1955 had gone bankrupt, merged, been bought out, or been dropped from the list by 2014. Only 60 companies remained on the list.

The reason for this is simple: creative destruction. The Fortune 500 is churning as new companies take the place of old ones.

Of course, this happens all of the time. Industries shift. Markets collapse. New markets emerge, especially in technology, and eclipse older markets. But what is unique about the last two decades is that whole industries have been digitally disrupted. In today’s world, a single Digital Native like Amazon.com, Airbnb, or Facebook, can dominate entire industries, utterly eclipsing traditional companies. The Digital Natives have thus achieved valuations reaching into the hundreds of billions of dollars. They have outcompeted entire industries, upending them in the process.

As shown in the above figure, few traditional companies have valuations even close to the Digital Natives.^* Those that are in direct competition with a Digital Native company may find their market share slipping. This is an ongoing process that will not abate. It is no coincidence that 2016 marks both the year that Walmart dropped off the top ten most valuable companies topping the Fortune 500 list and the year that Amazon.com ascended to number nine on the roster. Amazon.com’s gain is Walmart’s loss. Today, five of the top ten most valuable companies in the world are digital companies, as indicated in the figure below.

The Digital Natives are eclipsing traditional companies because they are adapted to the new business climate. Indeed, they are a product of it. The Digital Natives developed their business models organically in reaction to the new economy. Their business models are fully integrated with their data strategy. They rose to the top by leveraging emerging technologies and big data as part of their core business.

This is not the case with traditional companies, most of which come from the Industrial Age. Many companies are excited about technology, but they still view technology investments as an “expense” rather than a core function and capability of the business model. These legacy companies find themselves clinging to outdated business models that they do not know how to update. They are saddled with legacy IT systems that they do not know how to utilize. They are operating in the Digital Age as if it were the Industrial Age. Technology is no more an enabler only. Today, technology is essential to managing data, which, in turn, is essential for value creation.

It is not that companies do not want to change; they simply don’t know how to do so. They are scared to abandon the methods and business models that brought them past success. But they do want to change. The boards of traditional companies see the success of the Digital Natives and they want in on the new economy. They, too, want to transform their own companies for the Digital Age. They, too, want to enjoy company valuations in the hundreds of billions. They want to leverage technology and data to bring their companies into the Digital Age.

Is the Data Party of the 1990s Still Going or Are You Stuck?

Unfortunately, traditional companies have run into difficulties in trying to replicate the success of the Digital Natives. They face significant hurdles. Traditional companies often lack technical staff with the right skills to leverage data. They may not know how to identify people with the right skill sets, or even how to attract and retain them. Instead, large traditional companies have tens of thousands of “legacy staff” who may not have the right skills for the Digital Age. Traditional companies may even find that their IT employees, who have been maintaining the same mainframe systems for decades, have outdated skill sets.

This puts executives, especially technology leaders, in a difficult situation. Company boards want to embark upon digital transformation programs. They want to invest in big data and emerging technologies like the Digital Natives have. But few boards understand emerging technologies well enough to know what to invest in. They don’t necessarily know how a ‘data lake’ differs from other known data repository patterns, and are very reliant on technology vendors to dictate the direction on which they should embark. They want their companies to attract and retain talent with the relevant digital skills that can help make and implement plans, but no one knows how to get the right people on the bus. They don’t even know who the people are or what bus to ride!

The business leaders of traditional companies have not had to contend with these issues before. They do not know how to make the leap into the Digital Age. They must prove to company boards, as the boards themselves must prove, that they can create value in the Digital Age and compete globally a...

Table of contents

• Cover
• Title
• Copyright
• Table of Contents
• Chapter 1 Are You Data Partying Like It’s the Nineties or Are You Just Stuck?
• Chapter 2 The Digital Era and the End of the Industrial Age
• Chapter 3 If You’re Skeptical About Big Data, You’re Not Alone
• Chapter 4 Data Creates Enterprise Value, Not Just Jobs
• Chapter 5 Data Strategy: Data Assets Are Better Than Data Liabilities
• Chapter 6 How Data Intersects with Your Business Model and Business Strategy
• Chapter 7 What the Life Cycle of Data Says About Your Enterprise
• Chapter 8 Going Digital Globally: The Right Way to Do It
• Chapter 9 Data Breaches and How to Avoid Them
• Chapter 10 The DAAS Index: “Page Ranking” for Your Data
• Chapter 11 Setting Up Your Team Members to Win with Data
• Chapter 12 How You Can Turn Big Data into Good Profits
• Chapter 13 Getting Started with Big Data and Emerging Technologies
• About the Author
• Free Resources for the Executive
• Endnotes