affect a data storage innovator?
The changes in day-to-day work operations would create new business opportunities for data storage industry. When there are more BYODs coming in, we the data storing people step in to interface with security features in the storage space. Storage is a major challenge to data users. I believe in combining flexible storage systems with rich data management software. New storage capabilities must be able to be brought online quickly and scaled over time without affecting the uptime of the rest of the IT ecosystem.
Scalability and functionality are critical in the new environment. The day of imprisoning data in a bunch of king size monolithic systems is gone. Performance and capacity can be scaled, according to demand, by pooling together multiple storage systems of assorted sizes. This synergised system can be optimised to support diverse kinds of data workloads. It can easily shift from capacity-intensive content repository to performance-intensive mission critical transaction database.
Big data is a challenge to building enterprises’ strategic information architecture. The art of dealing with data volume, variety, velocity and complexity have made CIOs more creative. Instead of a single centralised data warehouse, the trend is to harness multiple systems, including content management, data marts and specialised file systems tied together with data services and metadata. In effect, these become the logical enterprise data warehouse. Data storage industry is quite aware of these changing demands from clientele.
You said that CIOs are getting more creative, after dealing with big data, data velocity and complexity. Does it mean putting more pressure on the innovation teams?
Its a business and, not a technical wand that a CIO is sought to wield, in these days of rapid flux in business opportunities. The pressure to cut the costs of the client is never eased, for all the demands of scalability and functionality. For this reason, CIOs are sought to have business experience, rather than pure technical knowledge.
Beyond the growth of data, IT departments face the challenges of tight budgets and proliferation of revenue-critical applications requiring support. All these pressures are heating up to an inflection point. The only way to avoid this is to harness IT as a revenue-optimiser.
My organisation participates in technology architecture, harnessing the new needs. I believe in great team-building, across the globe, to deliver effective products. Internally, NetApp uses its own products, becoming its first user and demonstrating the cost-efficiency to