Game-Changing Ideas

Unit 2 Individual Project

Game-Changing Ideas

ThienSi (TS) Le

Colorado Technical University

CS 875-1602C-01

Professor: Dr. Imad Al Saeed

30-April-2016

 

Game-Changing Ideas

            At one time or another, an individual may experience something so big and so impactful that literally changes the landscape. It is an ah-ha moment when he or she sees something extraordinary; others don’t. It is a transformational magic that takes a person from ordinary to exceptional (Myatt. 2010). In this document, a quick research will be performed for two game-changing ideas that articulate the social impact of change within an organization. These two accidental game-changing ideas will be discussed with the supporting forces that drive the impactful inventions. This document will describe the work of the blog creation in six sections as follows:

A.    What are a game-changing idea and its process?

B.     Game-changing stories

C.     Supporting forces

D.    Summary

E.     References

Source: Adapted from Gamechangers.com, (n.d.)

A. What are a changing-game idea and its process?

In general, a game-changing idea is a thought or concept that completely changes accidentally the way that something is done. For example, maternity leave or paternity leave is a leave of absence from a job for a mother or father to care for a new baby. A period of paid absence from work, in the UK currently two weeks, to which a parent is

legally entitled immediately after the birth of his or her child. Now, some people want to have maternity/paternity leave even though they have no child. It is called “me-maternity.” If this concept is honored by companies, then it would be another changing-game idea.     

            Folch (2013) believed that implementable game-changing ideas tend to start with a refusal to accept the status quo. His idea generation process that is a powerful framework consists of five stages as follows:  

     1. Idea generation   

            The initial idea is created and improved from new insights.

     2. Distillation

            Distillation eliminates unrealistic sub-ideas and keeps the core ideas. 

     3. Digging deeper

            At this stage, a game changer focuses on solidifying and expanding a few core sub-ideas.

     4. Questioning assumptions

The game-changer questions assumptions made in envisioning this idea.

     5. Micro tests

This stage involves finding ways to test any “deal-breaker” assumptions cheaply, simply and quickly.

These five steps are repeated until the overall idea becomes noticeably more resistant to being broken or improved for innovation.

B. Game-changing stories

Quick research on Internet and CTU library provided twenty products that came from game-changing ideas accidently that articulate the social impact of change. Two of game-changing ideas are described below:

     1. Matches

            Perhaps, humans have played with fire in hundred thousand years, but no one could figure out a quicker way to start a fire than a British pharmacist John Walker, who tried to clean his stirring utensil.

            In 1826, John Walker mixed a pot of chemicals such as sulfur, phosphorus when he found a dried lump that had formed on the end of the stirring stick. When he tried to scrape off the dried gob, and it suddenly ignited. He called the first strike-able matches as “friction lights” and made them in three inches long in a small box with a piece of sandpaper then sold them to a local bookstore. Since Walker did not care about patenting the idea, his friend Samuel Jones copied the matches, made them in a smaller cardboard box for easy putting in the pocket, and sold them under the name “Lucifers”. French chemist Jean Chancel invented the first self-igniting match in 1805. His matches included a wooden splint tipped with sugar and potassium chlorate dipped into a small bottle of concentrated sulfuric acid. The mixture of chemicals that produced a yellow smelly gas chlorine dioxide that explodes when it contacts with anything is dangerous and unpleasant.

            Recently, Johan Edward Lundstrom discovered matches made with non-poisonous red phosphorus. Today, the Diamond Match Company was the first to sell “safety matches” in the US, forfeiting their patent rights to allow all matches companies to produce safe matches.

     2. Ice cream cones

            The cornet or actual ice cream is a cone-shaped edible ice cream holder. It invention was still a controversial mystery and an accident.

            In the early 1900s, ice cream became popular when its prices were dropped rapidly. Ice cream vendors were on streets across the US and in Europe. The competition was ice cream flavors and what they put the ice cream in the holder. Cups, plates, glasses, etc. made by paper, glass, metal were common to hold ice cream. Vendors would scoop ice cream flavor of the day into a glass for hungry customers who would pay a penny to lick the glass clean before returning it to the vendor. It was not the cleanest way to eat ice cream but also customers kept breaking the glass or incidentally walked away with them. Antonio Valvona filed the first patent in Britain for an edible ice cream cup in 1902, then an Italian immigrant Italo Marchiony filed another patent for ice cream bowl in New York. Historians that did not agree where the cone-shaped ice cream holder came from recorded that in the 1904 World’s Fair in ST. Louis to celebrate the centennial of the Louisiana Purchase, there were 50 ice cream vendors and waffle stands. In the hot weather, ice cream vendor Arnold Fornachou ran out of cups, paper dishes. Ernest Hamwi, who sold “zalabia”, a waffle-like pastry, wanted to help Fornachou by rolling up one of his waffle pastries and giving it to Fornachou who put ice cream in it. So, the first ice cream was sold in this incident. Other vendors did the same, and each of them claimed that he or she invented this game-changing idea. In this crowded and hustle of the festival, no one really knew who invented the cone first for sure. Many patents were filed after the fair for “waffle-rolling” machines, And vendors still took the credit for this accidental invention in 1904.

 

C. Supporting forces

According to Myatt (2010), a blueprint for manufacturing ah-ha moments includes three factors:

     1. Relentless pursuit

            Game-changers come up with the proverbial big idea because they proactively focus on pursuing game changers. They never satisfy with the ordinary or mundane.

     2. Be original

            Game-changers have no patience for status quo. They focus their efforts on shattering the status quo. Game changers refuse to allow their organizations to adopt conventional orthodoxy and bureaucracy. Being original is great but making the originals new and different cut a lot of time (Grant, 2016). 

     3. Develop a clear purpose

            Game-changers possess a refined blend of intrinsic curiosity and extrinsic focus. They understand the value of serving something beyond themselves.

In general, the forces that support game-changing ideas may come from human behavior, culture, society, economic, and technology. The accidental inventions such as matches or ice cream cones from game-changing ideas appear to happen by chance in the suddenly certain situation.

     - For the strike-able matches, the force driving this invention is human behavioral and cultural. In a society with a culture of innovation, humans like to improve human life and the environment. The British pharmacist John Walker worked on the mixture of chemicals for his work and discovered the ignitable compound when he cleaned the tool by scraping it off. The behavioral and cultural force with curiosity drives this game-changing invention to make human life better and convenient.    

     - For ice cream cones, the force driving this invention is human behavioral (curious) and economical. With the popular demand of ice cream in the hot weather, ice cream vendors in the festival who ran out of the glasses, cups to hold ice cream, the game-changing idea by using a roll of pastry in a funnel-shape to hold ice cream was simple and brilliant in that situation. The behavioral and economical force drives this game-changing invention to a big success. 

Source: Adapted from linkedin.com, (2015)

D. Summary

            This Unit 2 individual project document briefly described implementable game-changing ideas and iterative 5-step process and discussed two game-changing stories (i.e., matches and ice cream cones) that came from error and accident. The framework of the accident inventions was constructed with three factors (a) relentless pursuit, (b) be original, and (c) develop a clear purpose. The supporting forces that drove these accident inventions were human behavioral, economical, cultural, and curious. And the references were provided at the end of this document.  

E. References

Cyran, P. & Gaylord (2012). The 20 most fascinating accidental inventions. Retrieved April

26, 2016  from

http://www.csmonitor.com/Technology/2012/1005/The-20-most-fascinating-

accidental-inventions/Ice-Cream-Cones

http://www.csmonitor.com/Technology/2012/1005/The-20-most-fascinating-accidental-inventions/Matches

Folch, M. (2013). How to generate game changing ideas. Retrieved April 26, 2016  from

http://www.marcfolch.com/

Grant, A. (2016). T.E.D Talks: the surprising habits of original thinkers. Retrieved

on April 06, 2016 from http://www.ted.com/talks/adam_grant_the_surprising_habits_of_original_thinkers 

Myatt, M. (2010). 6 steps for creating a game changer. Retrieved April 28, 2016 from

http://www.forbes.com/sites/mikemyatt/2012/10/10/how-great-leaders-create-

game-changers/#4205fdea7ea0  

Think Tank Methods

Unit 2 Discussion Board 3

Think Tank Methods

Primary Response

ThienSi Le

CS875-1602C-01

Futuring & Innovation

Dr. Imad Al Saeed

 (25-April-2016)

(Source: Adapted from fpcd.org, n.d.)

In Unit 2 Discussion Board 3 on the topic of “Think Tank Methods”, students are required to do research on a concept of think tank methods. This short piece of writing will describe the think tank concept and discuss its models, methods and typical key points about them.

1. What is a think tank?

According to Caliva and Scheier (1992), a think tank is an organization that conducts research and engages in advocacy. Think tank is called as a reflection pool that includes a group of intellectual experts and scholars who collectively perform research and develop reports and recommendations on topics such as strategic planning, public policy. Its purpose is, in general, assembling a group of experts together who reflect the ideas on how to solve certain problem or issue (Stone, Fisher, Miller, & Sidney, 2006). The think tank’s service is usually funded by the government, corporate, or special interest group such as political advocacy group but some independent civil society think tanks are established as non-profit organizations.

The think tank participants often apply a process that includes two approaches: (1) in-depth and (2) beyond the individual and immediate. In the in-depth technique, they seek to analyze potential factors and proposed solutions. In the technique of beyond the individual and immediate, they are willing to sacrifice quick and concrete solutions in favor of the longer term benefits and visionary ideas for a future. The think tank process goes beyond “how” to “why” and beyond “what” to “what if” (Caliva et al., 1992).  

The most-cited think tanks in the US in the order from high to low ratings are the Brookings Institution, the Council on Foreign Relations, the American Enterprise Institute, the Heritage Foundation, and the Center for Strategic and International Studies (Mendizabal, 2011).

2. Management of the think tanks

In general, the think tank models for willing of learning and solving problems lie in many forms. These forms are workshops, conferences, consultations, seminars, brainstorming, and materials related to specific wisdom. People may seek consultancy, influencing, advocacy and independent research:

     - Consultancy is the work of consultations done by a commission from specific clients to address one or two major questions. Consultancies often respond to an existing agenda.

     - Advocacy is the influencing work done by communications, capacity development, networking, campaigns, lobbying, etc. It can be research based on emerging evidence from consultancies.

     - Independent research is the work done with core or flexible funding that allows participants the liberty to choose their research questions and method. It could be long term big ideas without policy relevance, but it may emphasize a major policy problem that requires an in-depth research and action investment. 

The think tank may use the following models:

     a. Old time model

         In ancient time, a think tank method is simple when a small group of scholars who gather to address the issue. They use the face-to-face method in meeting places such as the church or Senate session. For example, under Roman Empire, senators might meet to address or advice some solutions of the issue.  

    b. Telecommunication model

        A diverse group of experts may use other think tank method in the form of telecommunications such as telephone, radio, telegraphs, Morse code, etc. to tackle the problem in the late 20th century. Notice that telecommunication model is evolved from the old time model.

     c. One roof model

According to Whittenhauer (n.d.), the one roof model is a think tank method of which members gather in one place for face-to-face and immediate interaction under one roof to discuss the problem and find a solution. They use the telephone and written correspondence when the cost of travel prohibited the group from physically gathering in the last decades. The one roof model is an effective think tank method when immediate interactive conversation facilitates a heightened thought process. 

     d. Without walls model

The without walls model allows the diverse group to assemble not under one roof. With the Internet and the World Wide Web, the facilitator can communicate immediately through emails, Internet telephone, social media, networking, and virtual forum in interactive mode at the quick, effective and low-cost means. Notice that the think tank does not pay the overhead costs such as computers and utilities spend funding in primary research in the without walls model.

3. Think tank methods

Think tank methods are communication activities for discussion and solving the problems or issues. Struyk (2002) described eight typical think tank methods with effective scale of importance from low (score 8) to high (score 1) as listed in Table below:

Table: Typical Think Tank Methods
Methods	Scores	Note
Policy memos	2.1	Respondents rated the importance of each method on a scale from 1 to 8, with 1 the most preferred method. Source: Johnson (2000)
Public conferences	2.5
Formal meetings (with policymakers)	3.0
Informal meetings	3.1
Policy issue papers	3.2
Issue briefings	3.6
Parliamentary hearings	4.3
Draft laws and white papers	5.2

          Some key points of these think tank methods are:

     - Policy memos: Staff writes and edits the memo. Senior management does review. Publication person does layout and key changes, then print and distribute to related people. Staff prepares the mailing list, mailing labels and does stuffing envelopes.

     - Meeting with policymakers: Staff sets up time and arrange the meetings/

     - Roundtable discussions: Staff organizes the event including preparing and distributing invitation, sending reminders, handling questions, and inviting key participants. Also, other activities are refreshment and renting a place to hold the event. 

     - Seminar participation: Staff prepares the presentation and participates in the conference, travel costs, and costs of documents to be distributed.

     - Newspaper articles: Public relations staff identify a reporter who is willing to do an interview. A researcher prepares a customized write-up with an “angle” likely to appeal to the newspaper, and time to meet with the reporter and work further with the reporter later.

The think tank methods are the most effective if the basic ground rules are well established to promote an environment of cooperation and respect. For instance, under one roof meeting, participants, who sit in the circle in an atmosphere that boosts morale, productivity and staff retention, most likely discuss and solve the problem effectively and dissuade rude and disparaging comments. Struyk (2002) introduced eight management principles for managing think tanks as follows:

     (1) Employee motivation

     (2) Quality of work  

     (3) Internal innovation

     (4) Choosing the right team leader

     (5) External oversights

     (6) Structure of the group

     (7) Financial management

     (8) Proper communication.

These principles are considered as the practical guidance for maturing think tank organizations.

          In summary, the writing defined the concept of a think tank with its purposes and described the in-depth and went beyond process. It highlighted four reflection pool models and constructed typical think tank methods and emphasized their effectiveness in applications.

(Source: Adapted from thinktankwatch.com, 2016)

REFERENCES

Caliva, L., Scheier, I. (1992). The think tank technique. Retrieved April 24, 2916 from

           http://academic.regis.edu/volunteer/ivan/sect03/sect03b.htm 

Johnson, E. 2000. “Think Tanks in Sub-Saharan Africa.” In Think Tanks & Civil Societies, edited by J. G. McGann and R. K. Weaver (465–90). New Brunswick, NJ: Transaction Publishers.

Mendizabal, E. (2011). On think tanks. Retrieved April 24, 2916 from

           https://onthinktanks.org/articles/different-ways-to-define-and-describe-think-tanks/

Stone, D., Fisher, F., Miller, G. & Sidney, M. (2006). Handbook of public policy analysis: theory, methods, and politics, New York, Marcel Dekker Inc. 2006: 149–157

Struyk, R. (2002). Managing think tanks. Retrieved April 24, 2916 from

           http://www.resultsfordevelopment.org/sites/resultsfordevelopment.org

           /files/Managing%20Think%20Tanks%20(Second%20edition).pdf

Whittenhauer, K. (n.d.). Effective think tank methods. Retrieved April 24, 2916 from

           http://www.ehow.com/way_5728092_effective-think-tank-methods.html

Educational Technology & Key Trend

Unit 2 Discussion Board

Think Tank Methods

Primary Response

ThienSi Le

CS875-1602C-01

Futuring & Innovation

Dr. Imad Al Saeed

 (19-April-2016)

In Unit 2 Discussion Board on the topic of “Think Tank Methods”, students are required to identify the means through which innovation is diffused within an organization or society. This short piece of writing will discuss one technology and one key trend from the website New Media Consortium (NMC, n.d.), address the interaction between technology and humans in the sociotechnical process, and analyze at least two forces that impact the trend and the technology.

(Source: Adapted from NMC Horizon Report: 2016 Higher Education Edition)

The New Media Consortium (NMC) that is an academic community of the leading universities, colleges, museums and research centers explore and use new media and technologies for learning and creative expression. Its NMC project for higher education provided an NMC Horizon Report of 2016 Higher Education Edition wiki that addressed six educational technologies, six challenges and six key trends (NMC, n.d.). One of six educational technologies selected is Robotics and for the key trend is Advancing cultures of innovation in higher education. 

(Source: Adapted from NMC Horizon Report: 2016 Higher Education Edition)

1. Discussing the technology and trend

     a. Educational technology: Robotics

            Inspiring from the imaginary robot characters such as C-3P0, R2-D2 or Terminator from the films industry (Lucas, n.d.; Cameron, n.d.), robotics is chosen for educational technology in a future adoption. It is a concept of creating autonomous machines to mimic human behavior and often manage dangerous tasks (Dobson, 2015). Robots were developed along with Artificial Intelligence to deploy in factory assembly line to increase productivity in automotive industry in early years. Integration of robots has, today, expanded in many fields such as manufacturing, healthcare, mining, defense, security, transportation, home appliances, etc. NMC (2016) predicts that robotics can be used in higher education to assist students to become better problem solvers in the next 5 years. Humanoid robots can interact and assist learners in disorders or people with disability to develop well-behaved social skills and better communications in a sociotechnical process.    

     b. Key trend: Advancing cultures of innovation

Many prominent scholars and educators believe that higher education institutions play a crucial role in discoveries and innovations that benefit humans in societies. In the growth of local and global economies with worldwide economic needs, these institutions should be re-structured for creativity, flexibility and entrepreneurship. They can provide institutional leadership and curricula for adept startup model (The Lean Startup) with agile and dynamic approaches to stimulate overall change in scalability across economies (Ries, 2011). Higher education leaders should consider using technology and provide a compelling automaton model to boost a culture of innovation in sociotechnical processing to achieve:

     - making a practical and strategic decision,

     - improving business performance,

     - increasing organizational productivity,

     - gaining and sustaining the competitive edge in the dynamic market

2. Analysis of two forces that impact the trend and the technology.

            Both robotics and Advancing cultures of innovation will make a significant contribution to technology, economy, culture, humanity, and society. The forces that impact the trend and the technology are technological, cultural, human, and societal. Two typical forces are technological and economic.

            With the cultural and economic goals to adapt someone’s idea and make it different and better, robotics has evolved in a full scale. The technological force drives robotics rapidly in many fields along with ubiquitous data and computers. Robotics integration has the very positive impact in working environment with cost-effective fashion. Robots replace human workers in paper processing works, and perform dangerous tasks such as bomb demolition, etc. However, robotics also causes a negative impact on the human working force. They replace human workers. People lose their jobs and are maybe obsolete. The governments need to step in to find alternative solutions for people who are unemployed or lose their jobs because of robotics.

            The cultural force on Advancing cultures of innovation trend is an agile and forward movement in academia. Higher education educators who can provide a leadership model to promote a culture of innovation would have a significant impact on the economy, entrepreneurship, humanity, and society.

In summary, the writing used NMC Horizon Report on 2016 Higher Education Edition to identify the educational technology and the key trend that make great impact on technology, economy, culture, humanity, and society. It discussed robotics and advancing cultures of innovation as advanced technology and impact trend in the machine and human interaction for human benefits in the sociotechnical process.  

REFERENCES

Cameron, J. (n.d.). Terminator 2. Retrieved on April 18, 2016 from http://www.imdb.com/title/tt0088247/

Dobson, A. (2015). Robotic technology promises to improve mining. Retrieved on April 18, 2016 from http://phys.org/news/2015-05-robotic-technology-safety.html

Lucas, G. (n.d.). Star wars: force for change. Retrieved on April 18, 2016 from http://www.starwars.com/

New Media Consortium. (n.d.). NMC horizon. Retrieved from http://www.nmc.org/nmc-horizon/ 

New Media Consortium. (n.d.). NMC horizon report: 2016 higher education edition wiki. Retrieved from http://horizon.wiki.nmc.org/

Ries, E. (2011). The lean startup. Retrieved on April 18, 2016 from

http://theleanstartup.com.

Book Review: Big Data Appliances for In-Memory Computing

BOOK REVIEW

(28-March-2016)

(Source: Adapted from Ganapathi Pulipaka, 2015)

Title: Big Data Appliances for In-Memory Computing

Author: Ganapathi Pulipaka
Publisher: High-Performance Computing Institute of Technology
Pages: 210
ISBN: 978-0692599570
Print: 
Kindle:
Audience: SAP HANA Developers, IT Professionals, Doctoral Students, Professors,

                 and Organizational Business Managers.
Rating: 5
Reviewer: ThienSi Le

     Dr. Pulipaka’s book presents a scholarly research guide for corporations or high-tech organizations to use SAP HANA (Systems, applications, and products – High-performance analytic appliance) for robustly elaborating their big data (D) for meaningful information (I), holistic knowledge (K) and professional wisdom (W). SAP HANA provides an insight of DIKW that will help organizations to conduct of the effective business strategy and achieve four objectives: (a) making a practical and strategic decision, (b) improving business performance, (c) increasing organizational productivity, and (d) gaining and sustaining the competitive edge in the dynamic market locally and globally. SAP HANA is an in-memory computing platform in data processing developed by SAP.

     The qualitative study’s purpose on SAP HANA is to determine big data technologies

for analyzing smart computing capabilities and to provide recommendations for friendly and cost-effective big data solution.  

Chapter 1 Introduction

     In the first chapter, Dr. Pulikapa discussed the background of the problem eruditely, problem statement, study’s purpose, the significance of the study, research questions, assumptions, limitations, and delimitations, and presents SAP HANA conceptual framework.

     On the spontaneous explosion of colossal amounts of data and information during the evolution of Internet at the end of the 20th century, the traditional databases such as RDBMS (Relational database management system), CODASYL (Conference/Committee on data systems languages), IMS (Information Management System), etc. no longer can handle data in huge volume and various formats. This chapter describes the problem statement that many organizations are unable to effectively access, extract, and process data for insightful information for a sound and just decision-making on the complex problems at the right time and opportunities.

     The author addressed the purpose of the qualitative SAP HANA study to use secondary data to analyze industry trends of SAP HANA performance benchmarks as a standard appliance tool. The focus of this study is on resolving performance challenges, moving data from OLTP (Online transaction processing) systems to OLAP (online analytical processing) systems, and resolving the global challenges of information delays in many fields. The study also determines whether (a) SAP HANA addresses big data’s speed, accuracy and granularity, (b) SAP HANA has efficient in-memory technology and architecture to blend OLAP and OLTP, and (c) SAP HANA has shown promising results in emerging growth technologies such as mIOT (Medical Internet of Things) and speech-to-speech translation. The study also explores multiple big data tools with in-memory technology capabilities for the best practices.   

     In the significance of the study, the author emphasized an evolution of the next generation of big data and how SAP HANA’s research business cases can apply in other industries and guide the future of in-memory computing. Based on the results, techniques to boost performance to ultra-blazing speed, methods to bring data at a real time, and strategic approach to gain the competitive edge can be achieved. The study also contributes SAP HANA’s performance benchmarks to the pool of literature and an alternative solution for an in-memory solution.

     The author raised three primary research questions (RQ). Each question is fervid and laudable on a pioneering in-memory database-computing platform SAP HANA. They are as follows: 

     RS1: How can SAP HANA speed up the diffusion of big data via awareness, interest evaluation, trial and adoption?

     RS2: Why is SAP HANA more efficient that other big data appliances such as Oracle and IBM?

     RS3: What data show that SAP HANA can shape the future of emerging growth technologies?

     An assumption on single database instance with enabled Unicode is used in SAP HANA. Its limitation requires decompression during query execution. The chapter 1 closes up with a list of the definition of terms. 

Chapter 2 Literature Review

     Chapter 2 covers a comprehensive literature review relevant to SAP HANA. The author goes through literature to find urgency of SAP HANA and limitation of the process for faster and higher performance in existing systems. SAP HANA provides insights to customers for increasing productivity.

     The author spent plenty of time to review the prevailing literature on SAP HANA in 53 pages. He provides a historical overview of the problem of processing Gigantic volumes of big data with SAP product and SAP HANA’s future in big data, and SAP business applications for decision-making framework. He distinguishes hot data as big data in motion and cold data as data at rest with big data in global media distribution. SAP HANA is an in-memory computing platform integrated with Apache Hadoop, an open source Apache distributed architecture to support high performance demanding applications. A role of IBM DB2 Blu is compared with SAP  HANA development. SAP HANA database compression technology is discussed in-depth with big data’s fours Vs (volume, variety, velocity, value). The Chapter also provides the critique of the previous scholarly research on SAP BW on business information warehouse and SAP HANA in the early development stage in lacking in-memory technology. A literature review (LR) finds that a mature SAP HANA can outperform various in-memory database platforms for benchmarks, atomicity and ability to provide predictive analytics. LR also finds that the conceptual framework of the third generation in-memory database SAP HANA in data analytic view for decision-making in most of the data management organizations on big data. The author delves NoSQL databases in the marketplace and provides the popular NoSQL tools such as Google Dremel, Tokyo Cabinet, Apache CouchDBm Redis, MongoDB, Apache Cassandra, etc. He also performs an overview of other analytical software products such as big data visualization Tableau, business intelligence QlikView, Splunk, and R language.          

     This Chapter concludes the evolution of database giants like SAP HANA, IBM and Oracle Exadata with the issue of choosing either one of these applications by organizations that leads to the present study to explore the big data appliances that disseminate the speed of big data to organizations with awareness, interest, trial, evaluation, and adoption.

Chapter 3 Research Method

    Chapter 3 constructs a research methodology for the study of big data appliances for in-memory computing technology with issues of data movement between OLTP and OLAP and various information technology (IT) users among employees. It outlines the design and basic procedures underlying this study. The author uses a qualitative research method that consists of a highly structured IDC (International Data Corporation) survey with predefined questionnaires on participants around the world. The sample of 759 IT and business managers who likely understand the problem of technological limitations, performance bottleneck to untangle OLAP and OLPT’s data transfer on three research questions with case studies.

     The present study that bases on secondary data without human subjects uses IDC interviews, case studies from SAP on 405 IT managers and 352 business managers who encounter challenges dealing with multiple database platforms on OLTP and OLAP. IDC survey results from many fields and areas that are extracted for data analysis indicate information delays from ad hoc reports to each department in the organizations.

Chapter 4 Findings and Results

     Chapter 4 discusses empirical data from IDC, SAP on SAP HANA customers that show that the SAP HANA tool assists many organizations to resolve performance challenges, reduce complexity issues, improve flexibility in data transfer from OLPT systems to OLAP systems, and reduce information delays. IDC survey’s results indicate 40% of respondents in business organizations. 25% of business managers believe information delays affects negatively their business. Time to transfer data from RDBMS to OLAP system is significantly high with 70% of the time on data processing. IDC survey’s results also show that the ROI of SAP HANA implementation and application from the organizations is 509% in 5 years. Powered by HANA, the SAP NetWeaver BW (Business Warehouse)’s performance is improved in several industries such as beverages, utilities, and automotive. Many organizations that use SAP HANA have a bright worldwide future. For example, SAP HANA can retrieve 10 years huge data in a couple of seconds, and quickly diagnose and analyze patient records on tablets at the real time.

     Qualitative results from IDC survey and SAP interviews with its customers focus on performance, information delays in business, and runtime for data movement between the OLTP and OLAP systems to answer three research questions below:

     Research Question 1: How can SAP HANA speed up the diffusion of big data via awareness, interest evaluation, trial and adoption?                   

     The study results show that SAP was the first organization to implement in-memory technology in SAPP HANA in 2010. SAP HANA can compress row-based tabular data to columnar-based data to improve performance in the factor of 100 to 1000. The results have shown that business managers spent more than 48 hours to close the financial statements and information delay increase. 35% of participants rated satisfaction with four stars in the adoption of SAP HANA trial version up to 30 days. 30% of the respondents responded that it takes them 48 hours to complete an operational build report. The performance time of query execution has improved by the range of 15 to 255 times. The overall analytics were improved by 15,000 times.      

     Research Question 2: Why is SAP HANA more efficient that other big data appliances such as Oracle and IBM?

     SAP HANA became an emerging analytical tool in in-memory database (DB) technology in blended DB management system with OLTP and OLAP. It has the capability to scan DB records at the ultrafast speed of 250 GB/s, e.g., 1.5 million INSERT operations per second, 12 million records per second in DB aggregation. SAP HANA can have the blended OLAP and OLTP on a single DB system for business intelligence reporting. SAP HANA can handle the data conversions and data migration challenges with SAP BODS (Business Object Data Services). Competing against IBM DB2 Blu and Oracle Exadata, SAP HANA is the only solution big data and enterprise-ready with columnar-based data.

          Research Question 3: What data show that SAP HANA can shape the future of emerging growth technologies?

        SAP released SAP HANA SPS 09 recently, a product that directly supports streaming medical data and clinical medical data though mIOT (Medical Internet of Things) devices. SAP HANA with Hadoop and R language integration is potentially used as a smart access platform in a private cloud for co-innovation among big pharma companies for clinical trial development. It also has the potential opportunities to enter the foray of speed-to-speed translation technologies on the CRM (Customer Relationship Management) platform and improve other services such as CTI and IVR integration, SAP CRM Web UI, etc.      

     This Chapter provides the answers to three comprehensive research questions. It shows that SAP HANA can resolve the biggest conundrums with awareness, adoption, interest, trial and evaluation in many fields. 

Chapter 5 Summary, Conclusion, and Recommendations

     The author closed the erudite study with summary, collusion and recommendations as follows:

     The present study examined analytical big data tools such as SAP HANA, IBM DB2 Blu, Apache Cassandra, DataStax, MongoDB, and Oracle Exalytics. The study included data movement between OLTP and OLAP with ROI improvement and TCO (Total Cost of Ownership) reduction in organizations and trend in future memory technologies. With the problem of the fast growth of high-speed big data, SAP HANA that integrates ERP, CRM, SCM, FSCM, PLM, PPM and SRM systems, performs benchmarks in the evolution of the big data movement with in-memory database computing for many industries.     

     The research study described how the in-memory computing database platform tool  SAP HANA provides a big data enterprise-ready solutions for applications versus other products, e.g., IBM DB2 Blue, and Oracle Exadata. 509% ROI benefits and excellent performance benchmarks played a crucial role in SAP HANA’s application and deployment. SAP HANA provides many improvements. For example, time of data movement between OLTP and OLAP was reduced by 87%, reporting with 80% improvement, data compression with 511%, etc.   

    SAP HANA was built and run entirely on inexpensive DRAM. However, its future outlook of in-memory databases tilts towards expensive flash memory. DRAM in-memory DB has limitations of scalability, unlike in-memory grids that can perform massively in parallelism. The author recommends the SAP HANA research labs to establish the future SAP HANA databases in the memory flash to support revolutionary and innovative architecture in the coming models. The cost of application, deployment and maintenance of SAP HANA is slightly higher than IBM DB2 Blu. SAP should look at flash options with hybrid memory at a lower cost. For example, SAP HANA with hardware and software for small companies may cost $300,000 while Aerospike offers the database at 1 TB at $75,000. SAP may need a forklift upgrade similar to Aerospike database to acquire more domestic and global customers. SAP may team up with Interactive Intelligence Customer Interaction Center to its ability to integrate and deploy  SAP CRM 7.X for speech-to-speech translation and voice recognition. SAP HANA and R language integration for neural network learning algorithms to provide predictive analytics for enterprises in forecasting. Based on neural networks, SAP HANA can build a natural language in ABAP (Advanced Business Application Programming Language) for predictive analytics in the dynamic motion.

     Dr. Ganapathi Pulipaka spent two years in a qualitative research study of SAP HANA, a big data high-performance analytical platform for in-memory computing. The laudable research study provided an intensive and comprehensive work such as establishing the problem, framework, research questions, literature review, and qualitative analysis. He compared and contrasted several analytics and statistics tools such as IBM DB2 Blu, Oracle Exadata, Tableau, etc. with interesting findings and lucid results from qualitative surveys, interviews in the credible resources such as IDC, SAP customers. His malleable conclusion indicated that SAP HANA is a manifestly analytical tool and can be applied in various industries such as aerospace, healthcare, automotive, etc. The fervid recommendation for SAP HANA, particularly in-memory flash is the great idea for future research. 

Blog

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   This is TSL's Blog.
     The blog is opened to public for sharing learning, diffusing leadership, and contributing knowledge in E.T.D (Education, Technology, and Design) fields. It particularly provides a social media environment for virtual discussions, scholarly idea exchanges, and cyber projects for the Course "Futuring & Innovation".

     The research study is about the evolution of wisdom that extracts big data (D) into meaningful information (I), transforms into holistic knowledge (K) and then constructs laudable wisdom (W). The DIKW evolution will establish an erudite DIKW model and novel benchmark.

     The goal is to enhance information by contributing to the body of knowledge through research, scholarly writing, dissemination of research and publishing the research work.

     Currently, as a student researcher, I intend to demonstrate fluency with the body of knowledge and demonstrate the ability to apply relevant knowledge to the big data field that is supplemented by a broad integrative understanding of complementary disciplines. To improve a research study, I plan to make contributions in the big data area of expertise and professionalism by providing a suggestive recommendation, making visionary forecasts about the future challenges and development of the novel technology.

Because E.T.D (Education, Technology, and Design) matter !

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About TSL

(Source: Adapted from TSL, 2015)

www.linkedin.com/in/thiensile

     TSL is a Doctor of Computer Science (DCS) in Concentration of Big Data Analytics at Colorado Technical University with a distinguished background in education (B.S. in EE, M.S. in CS at Boston University, Boston, MA, and certified E.I.T). As a senior applications engineer, systems engineer, test development engineer, factory engineer, quality assurance engineer, and technical lead, he specializes in hardware integration, instrumentation applications, and particularly software development in ATE (automation test equipment) industry for many years. He is an enthusiastic Fourth-Degree Black Belt Martial Artist and currently holds a Kukkiwon-certified Tae Kwon Do (TKD) Master Title at Mu Han Total Martial Arts (https://www.facebook.com/groups/774480849329110/).    

  

     His ambitious plans are in progress :
        - Do analytical research and/or inquiry in Big Data Analytics & Statistics.
        - Teach Computer & Science courses at colleges.
        - Book Reviewer & Techincal and Educational Consultant
        - Practice and teach Martial Arts (TKD, Kung Fu, Sip Pal Ki, Professional TKD, Weapons and Yoga) at Mu Han.
        - Write technical books about Big Data, Intelligence Capitals, and Robotics at the triplet of micro-, meso- and macro-levels in Socio-technical System.

Because E.T.D (Education, Technology, and Design) matter!

Figure 1: Developing ATE systems for US Air Forces and Navy
(Source: Adapted from Defense & Aerospace Division - Teradyne, Inc.)

Integrating hardware (60 instruments) & Developing applications software (C, C#, C++, VB, XML, ATLAS, Test Studio, Java,...) for Boeing/AirForce's CATE system; and many other applications of Data Analytics with hi-tech software tools: SQL, Hadoop, R Project, Tableau, SPSS, QSR NVivo, NoSQL,....

Figure 2: Doctor of Computer Science - Concentration in Big Data Analytics

Figure 3: Kukkiwon & MMK-Certified Master (4th Degree Black Belt, 2019) 

Figure 4: Leading the Martial Arts class in 2016

(Source: Adapted from Mu Han, 2016)

Figure 5: One of the Martial Arts Instructors at Mu Han Dojang (May 20^th, 2017) 

(Source: Adapted from Mu Han, May 20^th, 2017)

 Figure 6: Martial Arts Master Club with 8 Mu Han Masters at MUSA Black Belt Festival Ceremony
at Downtown Sports Arena, Franklin, MA.
(November 09, 2019)

Figure 7: Former LTJG in Navy

Figure 8: The Navy Ceremony, June 01, 2017 

Figure 9: Naval Ceremony 5/2022