Every week, it seems, I overhear someone at my gym talking about another fad diet. Cabbage-this or berry-that is supposed to magically make the pounds disappear. Perhaps there are legitimate success stories with these diets. Still, it doesn't take a nutritionist or personal trainer to realize that, for the most part, losing weight entails hitting the gym and watching what you eat.
Nearly two decades ago, a colleague of mine summarily dismissed all diets in four words: Eat less. Exercise more. While that's probably a bit simplified, there's usually a great deal to be said for following his advice. If you want sustainable results, you simply have to put in the work.
Parallels
And it's the same with big data. Increasingly, senior leaders and CXOs are starting to explore big data – and that's expected. Early adopters like Amazon, Apple, Facebook and Google have to some extent paved the way for other companies not so eager to learn expensive lessons. Case studies are slowly starting to trickle in. People are writing books. Curiosity is starting to pique. More and more people are asking, "How do we actually do this?"
Just like losing weight, however, organizations have to put in the work. Consider how GE is using big data to make smarter turbines. From the article:
In September 2013, GE eclipsed 100 million hours of operational data documented on its globally monitored gas turbine fleet of more than 1,600 units, the world’s largest. The insights derived from analysis of this operational “big data” can be applied to help customers expand their earning power while reducing operational costs and risk. As these “intelligent” machines communicate their operating statistics through an average of 100 physical sensors and 300 virtual sensors on each gas turbine, the GE team can help customers translate that information into actionable decisions.
Read the rest of the article to discover just how much time, money and resources GE has devoted to developing the Industrial Internet. At GE, big data is not tantamount to a fad diet. It's a lifestyle change – one that requires a great deal of work and executive commitment. To mix metaphors for a moment, GE realizes that it is running a marathon, not a sprint.
Simon says
Let's say that your organization is beginning to embrace big data and make new tools and data available to its employees, customers and users. That's great, but it's important to keep one thing in mind. You may find valuable low-hanging fruit, but most of the value from big data may be hard to find. It takes effort, as almost all good things do.
Don't give up. The squeeze is worth the juice.
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