Big data destruction of bus. models

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Big Data and the Creative Destruction of Today’s Business Models
Big Data and the Creative
Destruction of Today’s
Business Models
Big data—enormous data sets virtually impossible to
process with conventional technology—offers a big
advantage for companies that learn how to harness it.

2
Renowned 20th-century economist Joseph Schumpeter said, “Innovations imply, by virtue of
their nature, a big step and a big change … and hardly any ‘ways of doing things’ which have
been optimal before remain so afterward.”
Schumpeter’s words describe big data’s potential creative destruction of today’s business
models. The world is inundated with data every minute of every day, and it’s not slowing down.
An estimated 2.5 zettabytes of data were generated in 2012 alone, and trends indicate that the
volume of business data will grow significantly every year (see figure 1).1
Consider these statistics:
1

One zettabyte is approximately equal to a thousand exabytes or a billion terabytes.
2

“Bringing Big Data to the Enterprise,” IBM, 2012
3

“A Comprehensive List of Big Data Statistics,” Wikibon Blog, 1 August 2012
4

“eBay Study: How to Build Trust and Improve the Shopping Experience,” KnowIT Information Systems, 8 May 2012
5

“Big Data Meets Big Data Analytics,” SAS, 2011
6

“Global Survey: The Business Impact of Big Data,” Avanade, November 2010
7

“‘Big Data’ Facts and Statistics That Will Shock You,” Fathom Digital Marketing, 8 May 2012
Data in zettabytes (ZB)
Figure 1
Data is growing at a 40 percent compound annual rate, reaching nearly 45 ZB by 2020
40
35
30
25
20
15
10
5
0
45
50
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Source: Oracle, 2012
• Every day, 2.5 quintillion bytes of data are created, with 90 percent of the world’s data created
in the past two years alone.2
• Data production will be 44 times greater in 2020 than in 2009.3
• The volume of business data worldwide is expected to double every 1.2 years.4
• Wal-Mart processes one million customer transactions per hour, stored in databases
estimated to contain more than 2.5 petabytes of data.5
• The enormous data influx is straining IT infrastructures. In a recent survey, 55 percent of
executives said data is slowing down their IT systems.6
• Poor data management can cost up to 35 percent of a business’s operating revenue.7

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Big data promises to be transformative. As computing resources have evolved, advancing
to better handle data size and complexity, companies stand to reap many more benefits
from big data and analytics (see figure 2). Little wonder that big data is a hot topic in
corporate boardrooms and IT departments, with many leading firms doing more than talking.
According to a recent A.T. Kearney IT innovation study, more than 45 percent of companies
have implemented a business-intelligence or big data initiative in the past two years.8
Further
studies estimate more than 90 percent of Fortune 500 companies will have at least one big
data initiative underway within a year.9
The effective use of this tidal wave can deliver
substantial top- and bottom-line benefits (see figure 3 on page 4). Building capabilities in this
area will not only improve performance in traditional segments and functions, but also create
opportunities to expand product and service offerings.
Figure 2
The evolution of big data
Pre-relational
(1970s and before)
Relational
(1980s and 1990s)
Relational+
(2000s and beyond)
Source: A.T. Kearney analysis
Data
size
and
complexity
Computing timeline
Data generation
and storage
Focus
areas
Primitive
and structured
Complex
relational
Very complex,
unstructured
Data
utilization
Data driven
Exponential growth
in data volume
1
2
3
Mainframes
Basic data storage
Relational databases
Data-intensive
applications
Structured data
Unstructured data
Multimedia
In some industries, such as financial services, big data has spurred entirely new business
models. For example, algorithmic trading now analyzes massive amounts of market data on a
minute-by-minute basis, identifying opportunities to capture value almost instantly—a process
unheard of a decade ago. In the retail sector, big data expedites analysis of in-store purchasing
behaviors in near real time. With such quick insight into demand shifts, stores can adjust
merchandise, stock levels, and prices to maximize sales.
Across industries, big data can produce large data sets coupled with massive processing
capabilities to spur growth and reveal cost-reducing opportunities. While every industry uses
8

See “IT Innovation Spurs Renewed Growth” at www.atkearney.com.
9

“Big Data Market Set to Explode This Year, But What is Big Data?,” Smart Planet, 21 February 2012

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different approaches and focuses on different aspects from marketing to supply chain, almost
all are immersed in a transformation that leverages analytics and big data (see figure 4).
Governments are not excluded from this transformation. Big data and analytics are used to
improve services to citizens, optimize taxpayer funds, and better protect nations with
advanced weaponry, such as unmanned vehicles and aircraft.
Eliminate redundant tools
Figure 3
Harnessing big data can boost top- and bottom-line results
Levers Drivers Examples
Big data
sources
of value
Create
strategic
value
Improve
efficiency
Faster decisions
Better decisions
Proactive decisions
• Speed strategic decision making
• Provide more frequent, accurate analysis
• Estimate impact using cross-organizational analysis
• Quantify impact of decisions
• Use predictive analytics to forecast customer
and market dynamics
• Gain operational insights
Improve capabilities
Increase automation
• Retool skills of current analysts to emphasize problem
solving and recommendations
• Free employees from low-value activities
• Reduce effort needed to extract, consolidate,
and produce reports
• Free management from low-value analysis
• Eliminate redundant tools for data extraction, reporting,
and analysis
Streamline processes
• Standardize metrics, approved and rationalized
by global stakeholders
• Create transparent analytics demand management process
Figure 4
Industries are using big data to transform business models
and improve performance in many areas Illustrative
Retail
• Customer relationship
management
• Store location and layout
Financial services
• Algorithmic trading
• Risk analysis
Advertising and public relations
• Demand signaling
• Targeted advertising
Government
• Market governance
• Weapon systems and
counterterrorism
• Fraud detection and prevention
• Supply chain optimization
• Dynamic pricing
Manufacturing
• Product research
• Engineering analytics
• Predictive maintenance
Media and telecommunications
• Network optimization
• Customer scoring
Energy
• Smart grid
• Exploration
Healthcare and life sciences
• Pharmacogenomics
• Bioinformatics
• Process and quality analysis
• Distribution optimization
• Churn prevention
• Fraud prevention
• Operational modeling
• Power-line sensors
• Pharmaceutical research
• Clinical outcomes research
• Fraud detection
• Portfolio analysis
• Sentiment analysis
• Customer acquisition
• Econometrics
• Health informatics

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Big Data Defined
Bigdatatypicallyreferstothe
threeVs—volume,variety,and
velocity—ofstructuredand
unstructureddatapouring
throughnetworksintoprocess-
orsandstoragedevicesand
theconversionofthatdatainto
usablebusinessinformation
(seefigure).
Volume. The amount of data
being generated today can only
be processed and managed
with specialized technology.
Harnessing the full capability of
technology advances is the key
to unlocking big data’s potential.
Velocity. The rate at which big
data is processed to provide
usable results
Variety. The great range of data
types and sources from which to
draw insights
In essence, big data is the
assemblage of infrastructure,
data sources, software, and skills
that support the three Vs,
allowing companies to undertake
more relevant and timely
analyses than is possible with
traditional business-intelligence
methods.
Yet few organizations have fully grasped what big data is and what it can mean for the future
(see sidebar: Big Data Defined). Those that implement big data initiatives tend to do so as an
experiment—to test the waters rather than build an important capability. And while we believe
no organization should miss the opportunities that big data offers, we also believe that the
greatest rewards go to those with a clear vision for how it can transform their organization,
capabilities, and industry.
The hardest part is knowing how to get started. Four questions should be asked at the beginning
of this transformation journey:
• Where will big data and analytics create advantage for our company?
• How should we organize to capture the benefits of big data and analytics?
• What technology investments can enable the analytics capabilities?
• How do we get started on the big data journey?
Where Will Big Data and Analytics Create Advantage
for Our Company?
Understanding where big data can drive competitive advantage is essential to realizing its
value. For many companies, the insights drawn from big data have already resulted in profitable,
sustainable growth in three areas: customer intimacy, product innovation, and operations.
Customer intimacy
Big data puts the customer at the heart of corporate strategy. Organizations are inundated with
customer data from interactive websites, online communities, and government and third-party
data banks. Information on social-media platforms such as Facebook is particularly telling, with
users sharing nearly 30 billion pieces of content daily. At the same time, it is now possible to
Figure
Big data is defined by
velocity, volume, and variety
The
three Vs
of big data
Variety
V
e
l
o
c
i
t
y
V
o
l
u
m
e

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bring together social-media feeds with disparate sources, including weather data, cultural
events, and internal data such as customer contact information. Further, advanced analytical
tools allow for faster, more effective, and less costly processing and create the potential to
rapidly develop new insights.
But you know this. So let’s look at some real-world examples of how big data is being deployed.
A U.S.-based retail bank looks at social-media activities to identify at-risk customers, while an
Asian bank analyzes customer-call audio logs to compile true sentiments. This kind of opinion
gathering not only captures firsthand feedback and avoids the inherent bias of customer
surveys, but also quickly develops customer and performance targets. No more waiting for
monthly reports to determine strategic tactics.
Similarly, U.S. retailer Macy’s uses big data to create customer-centric assortments. In the past,
Macy’s analyzed data points (sell-through rates, out-of-stocks, or price promotions) within the
merchandising hierarchy. Using big data, however, the company can analyze these data points
at the product or SKU level at a particular time and location and then generate thousands of
scenarios to gauge the probability of selling a particular product at a certain time and place—
ultimately optimizing assortments by location, time, and profitability.
… 45 percent of companies have
implemented a business-intelligence or
big data initiative… 90 percent of Fortune
500 companies will have at least one big
data initiative underway this year.
For online businesses, big data helps customize offerings in real time. Amazon has been doing
this for years by displaying products in a “Customers Who Bought This Item Also Bought” area. In
offline advertising, big data assists in ad placement, helping determine which TV programs will
deliver the biggest impact for different customer segments. Today’s technology goes beyond
pattern matching: Bluefin Labs uses advanced technology to “watch” videos and “listen” to
audio to learn which customer segment prefers which ads in which TV-show genres. Defining
marketing tactics at the micro-segment level means higher returns on advertising investments.
Big data was even a factor in the 2012 U.S. presidential election. By collating vast amounts
of data on polling, fundraising, volunteers, and social media into a central database, the
Democratic Party was able to assess individual voters’ online activities and ascertain whether
campaign tactics were producing offline results.10
A target-sharing program was used to drive
exceptionally high turnout, which proved key to winning the election.
Product innovation
Not all big data is new data. A wealth of information generated in years past sits unused—or at
least not used effectively. A case in point: When ZestCash, a money lender to lower-income
10
“Corporations Want Obama's Winning Formula,” Bloomberg Businessweek, 21 November 2012

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borrowers, began using cell-phone records as a proxy to ascertain credit risk, the company
improved its margins by 20 percent.
New big data opportunities are cropping up worldwide to either collate and organize data from
many sources or gather offline information. U.S.-based Acxiom has 1,500 data points on 500
million customers gathered from public records, surveys, and 50 trillion annual data transactions.11
The flip side of this trend is the threat to businesses specializing in accessing hard-to-find data:
What was once proprietary information—real estate data, for example—can now be gleaned from
public and private sources.
Some data, once captured, can enable long-established companies to generate revenue and
improve their products in new ways. GE is planning a new breed of “connected equipment,”
including its jet engines, CT scanners, and generators armed with sensors that will send
terabytes of data over the Internet back to GE product engineers. The company plans to use
that information to make its products more efficient, saving its customers billions of dollars
annually and creating a new slice of business for GE.12
Not all big data is new data. A wealth of
information generated in years past sits
unused—or at least not used effectively.
Crowdsourcing and other social product innovation techniques are made possible because of
big data. It is now possible to transform hundreds of millions of rich tweets, a cacophony of
unstructured data, into insights on products and services that resonate with consumers. At the
heart of this work is the ability to use sophisticated machine-based computational linguistics to
conduct temporal sentiment analysis on a company’s product portfolio and its customers. The
resulting output informs product marketing and product innovation strategies.
Data, and the related analytics, is also becoming a standalone product. Technology and
analytics firms have emerged to provide rich insights from data—for example, compiling and
analyzing transaction data between retailers and their suppliers. Retailers that own this data,
and more importantly the analytics, can use it to improve operations, offer additional services
to customers, and even replace third-party organizations that currently provide these services,
thus generating entirely new revenue streams.
Finally, imagine the potential big data brings to running experiments—taking a business problem
or hypothesis and working with large data sets to model, integrate, analyze, and determine what
works and what doesn’t, refine the process, and repeat. Facebook runs thousands of experiments
daily with one set of users seeing different features than others; Amazon offers different content
and dynamic pricing to various customers and makes adjustments as appropriate.
Operations
Supply chain data offers a variety of information-rich interactions, including physical product
movements captured through radio frequency identification (RFID) and microsensors. Airbus’
11
“Mapping and Sharing the Consumer Genome,” The New York Times, 16 June 2012
12
“GE Tries to Make Its Machines Cool and Connected,” Bloomberg Businessweek, 6 December 2012

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Value Chain Visibility program, for example, uses RFID readers, motion sensors, and conveyors
to monitor processes, materials, and asset movements in real time. The scope extends across
suppliers, manufacturing sites, customers, and in-service partners and results in reduced
inventory, improved productivity, and lower costs.
A retail chain uses detailed SKU inventory information to identify overstocks at one store that
could be sold in another. Its previous rapid-reverse logistics approach could only identify the top
100 overstocked SKUs, while its big data approach takes the entire dataset—several terabytes
of operational data—and creates a comprehensive model of SKUs across thousands of stores.
The chain quickly moved hundreds of millions of dollars in store overstocks to various other
stores and has since built a predictive model of distribution to limit overstocking altogether. The
chain is now capturing pricing, promotion, and loyalty-card data to create even deeper insights
into what, when, and why their customers buy.
Many times, the most effective
business model for big data analytics
is a combination of decentralized
services for business intelligence and
standalonesharedservicesforanalytics.
Bill Ruh, head of GE’s newest R&D center in Silicon Valley, says he wants to “marry big data
with some of GE’s biggest businesses.” In an interview with Bloomberg Businessweek, he says
GE can use big data to help airlines that buy GE jet engines monitor their performance and
anticipate maintenance needs and do the same for companies that lease commercial vehicles
from GE Capital. “If I can begin to see that something is starting to deteriorate and get out
there and fix it before it breaks, that’s a foundational change,” Ruh says. “In the end, what
everybody wants is predictability.”13
Such opportunities are reserved for those who understand that data is an asset to be capitalized
upon. Allowing customer information to stagnate in a storage area is a wasted opportunity. And
the value of all data is not so much the information captured but how the information is viewed
from the customer’s perspective. This means considering not only the impact on profits, but also
how changing customer preferences affect the market place. For example, when considering the
effect of a product promotion, collecting data on competitors’ promotions, specifically on
substitute products, can reveal how customer preferences have evolved.
How Should We Organize to Capture the Benefits
of Big Data and Analytics?
Although big data processes large, diverse data sets to reveal complex relationships, humans
are the crucial ingredient for interpreting and converting the data and relationships into insights.
13
“GE’s Billion-Dollar Bet on Big Data,” Bloomberg Businessweek, 26 April 2012

9
These interpretations are increasingly being made by a new generation of analysts—the 21st
century quants of the business world who are often referred to as data scientists. Data scientists
are a new breed of people with advanced statistical and mathematical knowledge combined
with business knowledge. They work closely with business managers to derive insights that lead
to more strategic decisions. While business managers perform business-intelligence tasks as
part of their day-to-day responsibilities, data scientists are almost exclusively focused on
deriving business insights from data. For more information, see The Science of Big Data with
Fermilab physicist, Rob Roser.14
With data scientists on the front lines of the transformation, organizational structures and
analytical processes must be designed with these expert teams in mind.
Designing business models
As organizations evolve, so must their analytics capabilities, moving from basic and anticipatory
to the more mature predictive analysis (see figure 5). Basic analytics provide a historic view of
business performance: what happened, where it happened, how many times it happened.
Anticipatory analytics identify unique drivers, root causes, and sensitivities. Predictive analytics
perform business modeling and simulations and try to predict what will happen.
Three operating models—decentralized services, embedded shared services, and standalone
shared services—can be valuable tools for evolving from a data-and-information focus to a
business insight-and-foresight focus. Each model has its pros and cons (see figure 6 on page 10).
Figure 5
Analytic capabilities and processes need to evolve to fully realize big data's potential
Analytical process maturity
Basic
• Provides a static, historical view
of business performance
• Draws on basic scorecards and
static reports
Techniques
Query and drill down Where is the problem?
Ad hoc reporting How many? How often? Where?
Standard reporting What happened?
Predictive
• Offers dynamic, forward-looking
insights with quantified trade-offs
• Requires high-quality integrated
data and complex mathematical
capabilities
Optimization What is the best that can happen?
Simulation What would happen if …?
Predictive modeling What could happen next?
Anticipatory
• Creates transparency into past and
potential future performance drivers
• Uses systems and processes to
perform a range of descriptive
analytics
Segmentation analysis What are the unique drivers?
Statistical analysis Why is this happening?
Sensitivity analysis What if conditions change?
14
See “The Science of Big Data” at www.atkearney.com.

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In a decentralized services model, each business or function has its own analytics group,
which enables and encourages rapid decision making and execution. But usually there is no
dedicated role for strategic planning or best-practice sharing, which can result in duplicate
resources and infrastructure. This model increases focus, but the lack of an enterprise view can
undermine opportunity.
The embedded shared-services model is a centralized model that rolls under an existing
function or business unit and serves the entire organization. It can speed execution and
decision making, and its structure, support processes, and standards increase efficiency and
IT expertise. But its role is performed more as customer rather than delivery partner.
The standalone shared-services model is similar to the embedded model but exists outside
organizational entities or functions. It has direct executive-level reporting and elevates analytics
to a vital core competency rather than an enabling capability.
Many times, the most effective business model for big data analytics is a combination of
decentralized services for business intelligence and standalone shared services for analytics.
With business intelligence embedded within business units, the entire organization quickly
develops performance insights while helping drive the organizational culture toward
hypothesis-based, data-driven decision making as opposed to the “gut feeling” approach.
Figure 6
Three organization models for analytics groups
Decentralized Embedded Standalone
• Analytical needs aligned to
business and functions
• Team members close to the
business, issues, and customers
• Analysts on hand to provide
immediate tactical inputs
Organizational business or function
• Standardized processes and
methodologies developed under
one roof, with better coordination
among departments
• Functional expertise resident in
existing shared services
• Pre-existing shared service
processes and structure
• Standardized processes and
methodologies developed through
a cross-enterprise mandate
• Independent viewpoints shared
organization-wide (unbiased by
attachment to any business)
• Direct reporting to CXO-level
ensures faster, better organiza-
tional adoption
• Best practices and insights
shared organization-wide
• Incomplete cross-functional view
and focus on local issues only
• Limited strategic view of pressing
issues organization-wide
• Removed from top management
and decision making
• Duplication, redundancies,
and inability to standardize or
leverage scale
• Less transparent allocation of
analytic resources
• Focus on priorities or agenda of
the function under which it resides
• Difficult to build cross-functional
alignment and consensus
• Perception that group lacks
functional expertise or “practical
know-how” of businesses or
functions
• Push back from business or
function concerned about
possible reallocation of resources
Pros
+
Cons
–
Analytic activities and capabilities Business process
CXO
SBU SBU Function
Function
CXO
SBU SBU Function
Function
CXO
SBU SBU Function
Function
Analytics organization
Analytics
organization

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A centralized analytics function ensures a view of the entire business and a predictive, rather
than reactive, view of opportunities for the company to pursue.
Who works best with big data?
Although many of the roles integral to big data already exist in most organizations, their scope,
visibility to executive management, and necessary technical skills could be more sharply defined.
People who fill these roles have certain characteristics, such as a willingness to experiment and
the ability to “data model” the future.
Procter & Gamble CEO Bob McDonald, for example, is convinced that “data modeling,
simulation, and other digital tools are reshaping how we innovate,” which has changed the skills
his employees need. P&G created what McDonald calls “a baseline digital-skills inventory that’s
tailored to every level of advancement in the organization.” Business intelligence (BI) managers
have the skills to provide input into business-unit and corporate strategy, and business analysts
know how to take a hypothesis-based approach to problem solving and adopt a cross-depart-
mental view of data to identify opportunities firmwide. Similarly, data analysts work with
unstructured data in developing complex statistical models, and data managers redesign IT
architecture so that it provides a company-wide view, incorporating larger data manipulations
(of unstructured data) and modeling activities into their decision-making process.15
Big data is not likely to exist as a
standalone technology for long. As it
becomes part of the broader analytics
ecosystem, the distinction between big
and traditional data is disappearing.
As mentioned earlier, data scientists are a hot commodity because they are proficient in
analyzing large datasets to recognize trends, build predictive models, and identify business
improvement opportunities. Unlike data managers and data analysts, data scientists usually
have advanced degrees (preferably PhDs) in computer science, statistics, applied mathematics,
or other relevant fields. And ideally, they have programming skills needed to procedurally
manipulate and analyze large data sets. They are good communicators and often have a natural
ability to translate business questions into meaningful analysis.
What Technology Investments Can Enable
the Analytics Capabilities?
One of the challenges in delivering big data capabilities is transforming the IT architecture at
an appropriate cost. This requires leveraging the old with the new. With all the options that
exist, making the correct technology investments (to optimize the return on analytics) requires
15
“Data Is Useless Without the Skills to Analyze It,” Harvard Business Review, 13 September 2012

12
a complete understanding of the big data architecture needed to drive the organization’s
analytic vision. This return on analytics increases as the complexity of data changes—from
structured to unstructured, from “clean” internal data to “messy” external data, and from
one-way data flow to two-way data sharing with customers and partners. The architecture that
enables analytics and big data must be able to efficiently handle all of these data types.
A big data technology architecture has five layers similar to those in a standard architectural stack:
presentation, application, processing, storage, and integration (see figure 7). The presentation
layer provides the primary interface for process workflow and management, dissemination of
data reporting through dashboards, and data-visualization tools. Housing the business logic,
the application layer is where the analysis, modeling, and business intelligence are executed.
The processing and storage layers process and store large volumes of structured and
unstructured data in real time or near real time. Finally, the integration layer interfaces with
the various enterprise data sources throughout an organization and moves them in, out, and
across the big data architecture. The layers, each of which contains various functions that act on
data, work in tandem to produce the desired results. Each layer is home to specific data-centric
jobs and functions. These are grouped to reflect the market segments for new big data products:

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• Vertical applications or product suites (Hadoop, for example) provide data and processing
while incorporating reporting and visualization tools.
• Decision support provides traditional BI dashboards and systems that are fortified by big
data applications and visualization tools.
• Reporting and visualization tools represent the big data results in an
easy-to-understand manner.
• Analytics services are the storage, processing, and applications that reinforce big data-
enabled solutions, such as predictive modeling, forecasting, and simulation.
• Parallel distributed processing and storage enable massively parallel processing (MPP) and
in-memory analytics for more-structured data.
• Loosely structured storage captures and stores less-structured data.
• Highly structured storage captures and stores traditional databases, including their parallel
and distributed manifestations.
Technologies to know
The market is flooded with innovative products for managing, processing, and analyzing big
data, including MPP, columnar databases, and NoSQL databases for managing structured data.16
Notable vendors offering MPP solutions—Greenplum, Vertica, Aster Data, Netezza, and Splunk,
for example—provide hardware and software combined into a single appliance. To process
unstructured data, such as text messaging, social media, mobile technology, and embedded
sensors, companies are turning to Hadoop, an open-source framework. The power of Hadoop
lies in its ability to process hundreds of terabytes or petabytes (even zettabytes) of data.
Most companies opt for commercial Hadoop products by Greenplum, MapR, Cloudera, IBM, and
others for the ease with which they can aggregate and mine disparate unstructured data sets.
For example, using Facebook and Twitter data, it is now possible to gauge customer satisfaction
in real time, and the resulting feeds can be combined with other data, such as geolocation, Web
clickstream, and point-of-sale numbers to create more big data-enabled applications.
A new ecosystem of software applications has emerged to support these big data applications
(see sidebar: Trends in Big Data Technology on page 15). They serve a variety of purposes from
forecasting and simulation to predictive modeling and are supported by workflow engines,
dashboards, batch reporting, and charting and graphing tools. Additionally, a host of visualization
tools has arrived in the marketplace, including multi-node network diagrams, geo-spatial
graphing, and multidimensional charts.
Numerous proofs of concept are now available. Here, the goal is to maintain separate but
parallel environments, allowing unfettered testing in an environment that does not interfere
with existing systems. There are many products worthy of evaluation, but Hadoop is on most
test lists because of its central role in cost-efficient processing and its ability to handle
less-structured data.
Big data is not likely to exist as a standalone technology for long. As it becomes part of the
broader analytics ecosystem, the distinction between big and traditional data is disappearing—
big data is becoming part of an overall advanced analytics strategy.
16
“MapReduce and MPP: Two Sides of the Big Data Coin,” ZDNet, 2 March 2012

14
How Do We Get Started on the Big Data Journey?
For every successful big data implementation, there is an equally successful change
management program. This was the case in our recent work for a traditional big-box retailer.
The company had not seen positive same-store sales for years, and the market was getting
more competitive. A member of the executive team complained that “online retailers are
eating our lunch.” Poor economic conditions, changing consumer behaviors, new competitors,
more channels, and more data were all having an impact. There was a strong push to move
aggressively into e-commerce and online channels. The retailer had spent millions of dollars on
one-off projects to fix the problems, but nothing was working. Several factors were turning the
company toward competing on analytics, from competitors’ investments and a sharp rise in
structured and unstructured data to a need for more insightful data.
Transforming analytical capabilities and big data platforms begins with a well thought-out,
three-pronged approach (see figure 8):
Identify where big data can be a game changer. For our big-box retailer, new capabilities
were needed if the business had any chance of pulling out of its current malaise and gaining
a competitive advantage—the kind that would last despite hits from ever-changing, volatile
markets and increased competition. The team engaged all areas of the business from
merchandising, forecasting, and purchasing to distribution, allocation, and transportation
to understand where analytics could improve results. Emphasis was placed on predictive
analytics rather than reactive data access. So instead of answering why take-and-bake pizza
sales are declining, the retailer focused on predicting sales decline and volume shifts in the
take-and-bake pizza category over time and across geographic regions. In another example,
the business wanted to move from reacting to safety issues to predicting them before they
occur. The retailer planned to use social media data to “listen” for problems, which would not
Figure 8
Getting started on the big data journey
1. Identify where big data
can be a game changer
2. Build future-state
capability scenarios
3. Define benefits
and road map
• What key business and functional
capabilities are required?
• What IT capabilities are needed
to support and grow the business?
• Where are the major gaps in
capabilities to support the
business?
• What are the options for
future business capabilities
and technologies?
• How do the options compare
for capabilities, costs, risk,
and flexibility?
• What functional, analytical,
and technology decisions are
needed to support these
capabilities?
• What is the investment’s
payback period?
• What is the implementation
road map?
• What are the key milestones?
• What skills are needed? Where
are the talent gaps?
• What are the risks?
• What is the third-party
engagement strategy?

15
only make the company more customer-centric but also provide a shield to future crises.
The plan was to set up a business-information organization with four goals in mind:
• Deliver information tailored to meet specific needs across the organization.
• Build the skills needed to answer the competition, today and tomorrow.
• Create a collaborative analytical platform across the organization.
• Gain a consistent view of what is sold across channels and geographies.
Build future-state capability scenarios. The retailer was eager to develop scenarios for
future capabilities, which were evaluated in terms of total costs, risks, and flexibility and
determined within the context of the corporate culture. For example, is the business data
driven, or is the company comfortable with hypothesis-based thinking and experimentation?
Both are the essence of big data. We also identified trade-offs for each scenario, including
comparison of capabilities, migration priorities, and timeline estimates. For example, which is
most effective: a global data topology at headquarters or a local-regional-global combination?
For a big data go-forward architecture, what are the trade-offs in using Hadoop versus
Cassandra? These were assessed in the context of crucial opportunities, such as leveraging
leading-edge technologies and providing a collaboration platform, integrating advanced
analytics with existing and go-forward architecture, and building a scalable platform for
multiple analytic types. This technology would enable five key capabilities and serve as the
basis for future benefits:
Trends in Big Data Technology
Even as numerous standalone
companies remain in the big data
market, the market is changing
daily as more data management
players scoop up their vendors—
EMC acquired Greenplum, IBM
purchased Netezza, and HP
bought Vertica. Partnerships are
also forming to augment existing
capabilities with unstructured-
data processing, the most notable
being Microsoft’s teaming up with
Hortonworks and Oracle’s
alliance with Cloudera.
Hardware companies are
verticallyintegratingsoftware
solutionstomeetshort-term
demand,butmoresignificant
integrationsandlargerinvest-
mentswillberequiredinthe
longterm.ExistingBIvendors
arelikelytoconsideraplayfor
big data solutions that combine
the best technologies for
structuredandunstructureddata.
In semi-structured data, Hadoop
is being deployed on commodity
hardware at minimal cost, much
like Apache and Linux a decade
ago.17
Hadoop, however, is not
enterprise-ready and requires
highly skilled professionals for
implementation and support.
Hadoop-based appliances are
now emerging with Greenplum,
IBM, and others working to
provide standard products for
semi- and unstructured data
processing. For example, eBay’s
new search engine, Cassini, is
based on big data technology and
can support 97 million active
buyers and sellers, 250 million
queries per day, and 200 million
items live in more than 50,000
categories.18
Eventually, enterprise-level
information architectures
will meet big data storage,
processing, and application
requirements, and existing
storage and processing systems
will likely accommodate big
data. Applications will have far
greater analytical capabilities.
For example, future demand-
forecasting systems will expand
beyond factors such as
promotions and price reductions
to also evaluate competitor
pricing, demand disruptions,
stock-outs, and delivery
notificationstoenablereal-time
price adjustments.
17
“Hadoop Could Save You Money Over a Traditional RDBMS,” Computerworld UK, 10 January 2012
18
“eBay Readies Next Generation Search Built with Hadoop and HBase,” InfoQ, 13 November 2011

16
• Predict customers’ purchasing and buying behaviors.
• Develop tailored pricing, space, and assortment at stores.
• Identify and leverage elasticities, affinities, and propensities used in pricing.
• Optimize global sourcing from multiple locations and business units.
• Devise models to suggest ways to reduce energy use and carbon emissions.
Define benefits and road map. Armed with these capabilities, the next questions revolved
around resources. Did it make financial sense to assign internal resources? Or would it be more
cost-effective to have external resources provide the big data analytics, at least initially?
Naturally, the decision would depend on the company’s capabilities. Technology needs were
planned from two perspectives: data and architecture. A data plan was charted from acquisition
to storage and then to presentation using a self-serve environment across both structured and
unstructured data. Systems architecture, which may involve a Hadoop-based integration, was
planned in light of the existing IT architecture, which was heavily reliant on relational data
warehouses leveraging Teradata and Oracle platforms. A road map outlined a multi-million
dollar investment plan that would deliver a positive payback in less than five years. The
company is now positioned to realize four key benefits from its big data strategy:
• Deliver consistent information faster and with less expense.
• Summarize and distribute information more effectively across the business to better
understand performance and opportunities to leverage the global organization.
• Develop repeatable BI and analytics instead of every group reinventing the wheel to answer
similar questions.
• Generate value-creating insights yet to be discovered through advanced analytics.
Embracing the Creative Destruction
of Business Models
Is big data the 21st century equivalent to the Industrial Revolution? We think so. Companies are
increasingly experimenting with and implementing ways to capture big data’s potential for both
short- and long-term advantage. The crucial success factors are to first think of data as an
asset—as the foundation upon which to build propositions and business models—and then to
diligently build out the capabilities necessary to capitalize on big data’s potential. And perhaps
most importantly, embrace the creative destruction of today’s business models.

17
Authors
Christian Hagen, partner, Chicago
christian.hagen@atkearney.com
Marco Ciobo, principal, Melbourne
marcello.ciobo@atkearney.com
Dan Wall, principal, New York
dan.wall@atkearney.com
Ajay Yadav, consultant, Melbourne
ajay.yadav@atkearney.com
Khalid Khan, vice president, Chicago
khalid.khan@atkearney.com
Jason Miller, principal, Chicago
jason.miller@atkearney.com
Hugo Evans, director, San Francisco
hugo.evans@atkearney.com
The authors wish to thank Matt Rahn, Bharath Thota, Anand Seshadri, Dushiant Kochhar, Jim Lee, Mohit Mohal,
and Michael Wei for their valuable contributions to this paper.

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