The amount of data in our world has been exploding, and analyzing large data sets—so-called big data—will become a key basis of competition, underpinning new waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey’s Business Technology Office. Leaders in every sector will have to grapple with the implications of big data, not just a few data-oriented managers. The increasing volume and detail of information captured by enterprises, the rise of multimedia, social media, and the Internet of Things will fuel exponential growth in data for the foreseeable future.
The best way to get big data flowing in real-time is with middleware that takes care of message queuing and delivery so publishing applications and sensors can send data without worrying about where it needs to go or how it needs to get there. This entails the establishment and management of topics and queues, dynamic routing rules, and intelligent handling of fault conditions (such as applications or network links being down or slow).
Big data for real-time analytics moved from the No. 3 most revolutionary technology to the No. 2 position, according to the 116 enterprise architects who participated. This reflects the importance firms now place on turning vast amounts of data into immediate insight. And this trend is extremely important to telecommunication industry communication service providers (CSPs), who are sitting on a gold mine of data about what subscribers are doing on their mobile devices.
Let’s break this down a bit more — according to the United Nations, there are about 2 billion mobile broadband subscriptions globally (that’s about 28% of the world’s 7.1 billion people). That’s a huge number of perpetually connected people, using bunches of apps for both work and personal. This is part of what we call the Mobile Mind Shift, and it’s not about smartphones and tablets; rather, it’s about the changing expectations that pervasive mobile computing and broadband wireless have. According to a recent report, “The Mobile Mind Shift Index,” we estimate 21% of the adult online US population now expects that any information is available on any appropriate device, in context, at their moment of need (see Josh Bernoff’s May 2013 blog Introducing The Mobile Mind Shift(index) And this number is going to grow significantly over the next few years.
It’s no surprise that market leading cloud technology are becoming cloud service providers.VMware, best known for virtualization technology, now offers their version of the hybrid cloud connecting their physical virtual server farms with a public cloud based on their vCloud Director suite. Hosting providers hope to retain customers who are ready to shed the shackles of restrictive hosting agreements and move to a utility model. Another industry giant companies building on its hypervisor business by providing its own public cloud that features its Azure development language. And few companies knows that its customers want apps in the cloud; to counter the competitive threat of utlility pricing offered by other vendors, Oracle now offers its apps on an Oracle cloud.
And this is just the beginning. Eventually, no enterprise will have only one cloud provider. Over time workloads and applications previously designated for private cloud will find a comfortable home in more secure and managed public clouds. As technology and processes mature, more workloads will find their way to the multi-tenant cloud. Private clouds, meanwhile, will continue to provide a safe haven for applications and data having strict regulatory requirements. One thing is certain: An increasing number of workloads and applications are destined for the cloud.
We continue to offer the security and exclusivity of a private cloud with the elasticity and utility-based, pay-as-you-go pricing model of the public cloud. Is it a private cloud or a public cloud? Neither and both. While those boundaries may be blurring, one thing is clear: This is the cloud of the future.
Cloud computing delivers more than just fast deployment and low upfront costs. on average, companies find many times greater ROI than on-premise deployments. The research firm looked at 70 cases studies ranging from $30,000 to $10 million.
Overall companies spent 40% less on consulting fees and 25% less on application support personnel. Application changes can often be carried out by business analysts versus developers, and the cloud vendor takes over much of traditional application support and maintenance.
Apparently the biggest benefit of all is that cloud ROI improves over time. There are three major differences with cloud computing:
• Because of the iterative nature of cloud projects, and the fact that business users can expand and adapt their use over time (often without additional consulting investment), companies are more likely to expand the footprint or workflows of cloud applications without additional consulting costs.
• Because new users can easily be added over time, companies are more likely to expand the user footprint as they identify opportunities for more value.
• Because most cloud upgrades are relatively transparent to end users, companies can take advantage of incremental upgrades to drive greater productivity in areas such as mobile access, integrated analytics, improved workflows, and a more intuitive user interface.
In all, four out of five cloud deployments found an incremental increase in benefit without a corresponding increase in costs. Only organizations that plan to never grow, change, or upgrade their application after its initial deployment are likely to achieve better ROI from on-premise applications than cloud ones.
The gamification of e-learning unquestionably presents unique possibilities for learning technologists as they explore additional ways to educate and importantly engage learners.
It is widely recognised that adding interactive activities in e-learning are no longer optional extras, but essential to effective learning. However, it is important that the addition of game like elements into the e-learning programme are only applied in the context of the programme that allow the learner the opportunity to apply their retained knowledge to live situations, rather than distract and dazzle learners with wizardry from the overall learning goal.
Frequently, social media feeds are inundated with social games, although irritating at times, there is no escaping the surge in popularity of online gaming and social media. An eightfold increase in the number of users completing their sites after adding gamification elements to the process. If there was any indication that the gamification was a fad, it’s here not only stay, but increase in its use.
“The global market for gamification apps and services will grow to $2.8 billion by 2016.”
Gamification allows learners to connect and learn together with playful applications and incentives, particularly when there are engaging game design elements used.
Today’s learners are however no longer placated with trivial reward systems but rather sophisticated experiences that hold real value. Organisations embracing the gamification in learning can stand to see learners more engaged and retain more information, but only if it is applied aptly to the e-learning programme, achieving the overall core learning objectives.
Gamification by nature is the element used to enhance game stickiness and engagement. In a colossal community, gamers compete against their friends while seeking for acknowledgement and recognition.
Gamification represents how science can be cleverly disguised in order to provide incentives for cultivating creativity, encouraging peer cooperation in an entertaining and at the same time competitive environment.
When talking about Gamification in a business oriented manner, most people think about using this technique for increasing consumer interest and commitment. It is true that gamification cleverly aligned with marketing and sales is meant to make customers engaged; as this approach maintains their interest in the ‘game’ alive by setting the right rewards, people feel satisfied and not misled. The optimal approach though is to combine gamification elements for enhancing both customer loyalty and employee efficiency.
In the enterprise environment, gamification elements should be used for making employees learn how to develop a dependable working attitude. The ultimate goal is productivity, advancement and achievement and not rivalry and winning. Through this process, the personnel can develop remarkably innovative concepts through crowd sourcing.
When setting up a new enterprise where processes have not yet been established it is much easier to develop a gamification friendly corporate culture. Once business goals are set, team leaders, CXOs or other managers should define a series of milestones to be achieved and rewards for the employees that demonstrate the highest productivity or best results or collaboration spirit!
Corporate goals aimed to be achieved through teamwork should be well accepted by every member. In order for this to happen each employee should acknowledge his position and duties and most definitely should learn how to identify and respect the needs of other group members. They should see their colleagues as companions and not as competitors, otherwise the there will hardly ever be a healthy cooperation with a very productive outcome.
In terms of gamifying internal processes and making people work together and not against each other for the corporation’s best interest, it is crucial to make them feel like a group.
Big data is now a reality: The volume, variety and velocity of data coming into your organization continue to reach unprecedented levels. This phenomenal growth of data requires that you not only understand big data to decipher the information that counts, but also – more importantly – the possibilities of what you can do with it using big data analytics.
As your data builds within multiple data stores in abundant formats, you may find your organization has accumulated billions of rows of data with hundreds of millions of data combinations. So the solution to the big data challenge then becomes obvious – big data requires high-performance analytics to process and figure out what’s important and what’s not. Enter big data analytics.
Why collect and store terabytes of data if you can’t analyze it in full context, or if you have to wait hours or days to get results? With new advances in computing technology, nothing should restrict your desire and ability to approach the most difficult and challenging business problems. For simpler and faster processing of only relevant data, SAS offers our customers high-performance analytics to enable timely and accurate insights using data mining and predictive analytics, text mining, forecasting and optimization on big data to continuously drive innovation and make the best possible decisions. In addition, organizations are discovering that the unique properties of machine learning are ideally suited to address their fast-paced big data needs in new ways.