The Big Picture: Understanding the Many Roles of HadoopExploratory Webcast | January 28, 2015

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The Anatomy of Disruption

Robin Bloor, Ph D

1. The Forces Of Disruption

2. Disruption Models

3. Disruption Methods

Topics

The

Forces

Of

Disruption

1

Corporate data volumes

grow at about 55% per

annum - exponentially

Data has been growing

at this rate for, maybe,

40 years

There is nothing new

about big data. It clings

to an established

exponential trend

The Visible “Big Data” Trend

Hence this is probably an effect

not a cause…

Hardware Layer Disruption

The Storage Cascade

L1, L2, L3 CPU Cache

RAM

SSD

Spinning Disk

Memory may gradually

become the primary store

for data

Server grids

SOCs

The Cloud (very disruptive)

In-Memory Disruption

Memory will become the

primary store for data

(this impacts data flows)

Almost all applications

are poorly built for this

Memory is an

accelerator – as is CPU

cache. This is becoming

a factor

HP’s Memristor waits in

the wings

Parallelism: The S/W Imp is Out of the Bottle

Multicore chips enabled

parallelism

It has changed the whole

performance equation

It enabled Big Data

Big Data is really Big

Processing or better put,

Big Analytics

The Open Source Business Model

Proven by Red Hat and its

ecosystem

Currently creating a

whirlwind with Hadoop

Parallelism is a driver of

this

This is a network effect.

Metcalfe’s Law – Network Effects

Value proportional to N2

where N is number of

nodes

The concept of “viral”

Internet, Facebook,

Twitter, etc. Even

Dropbox

Businesses: PayPal, Uber,

Airbnb, etc.

The Dimensions of Disruption

Latency (single step)

Latency (process- multistep)

Cost, payment, acquisition

Time to value

Infrastructurally freeing

Actual business value

Usability

Disruption

Models

2

The Fundamental IT Factors

All IT involves 4 components

(only)

Users

Software

Data

Hardware

Change any one of these and

the other three components

have to adjust.

Aggregate these and you get a

process

Time will impose change

anyway

We can also consider a larger

field, since this applies to all

systems not just IT systems

Four Fundamental (IT) Factors

Hardware

Users

Software Data

BusinessInformationB

usinessProcess

HumanActivity A

llInformation

Staff

Facility

People

Civilization

TIME

Speed Speed of action

Speed of business process

Cost Cost of acquisition

Cost of ownership

Time Time to deploy

Time to employ

Business Value By competitiveness

By cost reduction

Effort Effort to develop

Effort to deploy

Fit Compatible

Incompatible

Plus, capacity to change

SPEED

TIMETAKEN

EFFORT

FIT

VALUE

Speed of Process

Speed of Action

Compatible

Incompatible

TimetoDeploy

TimetoEmploy

CostReduction

Competitiveness

AcquisitionCost

TCOCOST

EfforttoDeploy

EfforttoDevelop

Hexagon ofChange Factors

Plus Capacity

The Hexagon of Change Factors

The buying impulse

descends through the

stack

The impact of

technology change rises

up the stack

This ensures the

eventual “legacification”

of all technology

The BuyingImpulse Goes

Down

TechnologyChange Rises Up

The TechnologyLayers

The Technology Layers

This simple model has a

number of uses

For example, we can

use it to depict the “-aaS

options”

More importantly we

can use it to track

disruption …

More of which later…

The aaS Possibilities

The Technology Layers and -aaS

Disruption (as innovation) can happen in any layer

Where it occurs it will impact all layers above it

And it may also impact the layers below it (but less quickly)

There is no such thing as future-proof – but some technologies definitely live longer

The BuyingImpulse Goes

Down

TechnologyChange Rises Up

The TechnologyLayers

Disruption in the Technology Layers

Disruption

“Methods”

3

Strategy & Tactics: At F & R

Feasibility

New products/services are either

tactical (immediate fix) or

strategic (infrastructural)

The tactical cost needs to be

calculated

Requirements

Product is foundational or

coincidental

Development benefit,

implementation benefit or both

IT Factors

Consider technology granularity

Consider impact (USDH)

Consider business process

granularity (which affected)

Consider impact (USDH)

Consider corporate impact

(USDH)

Replacement or augmentation

Estimated effective life

Tactical or strategic

Four Fundamental (IT) Factors

Hardware

Users

Software Data

BusinessInformationB

usinessProcess

HumanActivity A

llInformation

Staff

Facility

People

Civilization

TIME

Which layer is disrupted?

What are the consequences of the immediate disruption?

Is there an ecosystem in play?

If yes, how mature is the ecosystem?

Which parts of the ecosystem will naturally accompany this product?

Consider skills

What are the downstream consequences?

The Technology Layers

The BuyingImpulse Goes

Down

TechnologyChange Rises Up

The TechnologyLayers

Speed Speed of action

Speed of business process

Cost Cost of acquisition

Cost of ownership

Time Time to deploy

Time to employ

Business Value By competitiveness

By cost reduction

Effort Effort to develop

Effort to deploy

Fit Compatible

Incompatible

Plus, capacity to change

SPEED

TIMETAKEN

EFFORT

FIT

VALUE

Speed of Process

Speed of Action

Compatible

Incompatible

TimetoDeploy

TimetoEmploy

CostReduction

Competitiveness

AcquisitionCost

TCOCOST

EfforttoDeploy

EfforttoDevelop

Hexagon ofChange Factors

Plus Capacity

Consider Impacts

If you put a jet engine on

a bicycle you don’t get a

usable vehicle

The Holistic Point

1. The Forces Of Disruption

2. Disruption Models

3. Disruption Methods

Summary