The In-Memory Database Revolution

SAP Guest

By Carl Olofson, Research Vice President, Application Development and Deployment at IDC

In-Memory Database RevolutionThis is a seminal moment in the history of database technology: a moment when the dominant paradigms for database management for the past 40 years are being challenged by new approaches designed to take advantage of changes in system power and architecture and shifts in the underlying cost structure.

We are seeing the convergence of very fast, multi-core processors, lower cost main memory, and fast, configurable networks with demand for extreme transaction rates, high speed complex queries, and operational flexibility. One area of software technology that has arisen in response to this convergence is memory-base database management.

Unlike disk-based database management, memory-based technology does not require optimization for disk storage, has no overhead for such optimization, and dramatically reduces the storage footprint while simultaneously delivering extremely high throughput rates.

Memory-based databases are optimized for manipulation in memory, with less frequently accessed data swapped out to disk. Not all memory based databases require disk swapping, however. The fastest form of this technology is that which holds the entire database in memory all the time; this is commonly called in-memory database (IMDB) technology.

The implications of this new technology are broad and varied. We are just seeing a glimpse of what may be done when all the data is managed in memory. Because reorganizing data on disk is slow and cumbersome, and because supporting alternate forms of access adds unacceptable overhead, disk-based databases have required fixed schematic structures that afford only a single mode of access, usually involving base tables, with views defined to offer a bit of access flexibility.

IMDB, on the other hand, allows data to be dynamically reorganized, and viewed according to multiple paradigms. As a result, an IMDB can handle on-the-fly schema changes, and in many cases can render the same data either in conventional relational table form, or as complex objects or documents as required.

Operationally, the implications are just as profound. Database administrators no longer need to spend most of their time pondering storage allocation, index definition, and scheduling unload/reloads for data reorganization and re-indexing.

They can, instead, concentrate on building data structures and renderings that address the business needs of the enterprise, and provide higher value support to applications and users; the kind of support that gains recognition and yields professional rewards.

A number of new database technology firms have emerged over the past few years, delivering IMDB products optimized for various workloads. Some more established firms have joined in, offering new IMDB technologies that promise to disrupt the database technology marketplace. One that is already making waves with its ability to mix transactional and analytic workloads is SAP HANA, part of SAP’s “Real Time Data Platform”.

The “old guard” vendors also are evolving their technology feverishly in an IMDB direction. Anyone involved in database technology from either a data or application management perspective would be well advised to learn about these companies and initiatives; they are the future of this business. Embrace the new paradigm, and plan for it!

For more information, listen to a replay of the webinar entitled “The Key to Running in Real-Time:  In-Memory Database Technology”.


Recommended for you:

13 Scary Statistics On Employee Engagement [INFOGRAPHIC]

Jacob Shriar

There is a serious problem with the way we work.

Most employees are disengaged and not passionate about the work they do. This is costing companies a ton of money in lost productivity, absenteeism, and turnover. It’s also harmful to employees, because they’re more stressed out than ever.

The thing that bothers me the most about it, is that it’s all so easy to fix. I can’t figure out why managers aren’t more proactive about this. Besides the human element of caring for our employees, it’s costing them money, so they should care more about fixing it. Something as simple as saying thank you to your employees can have a huge effect on their engagement, not to mention it’s good for your level of happiness.

The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.

1.  Encourage side projects

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload. Let them explore their own passions and interests, and work on side projects. Ideally, they wouldn’t have to be related to the company, but if you’re worried about them wasting time, you can set that boundary that it has to be related to the company. What this does, is give them autonomy, and let them improve on their skills (mastery), two of the biggest motivators for work.

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload.

2.  Encourage workers to engage with customers

At Wistia, a video hosting company, they make everyone in the company do customer support during their onboarding, and they often rotate people into customer support. When I asked Chris, their CEO, why they do this, he mentioned to me that it’s so every single person in the company understands how their customers are using their product. What pains they’re having, what they like about it, it gets everyone on the same page. It keeps all employees in the loop, and can really motivate you to work when you’re talking directly with customers.

3.  Encourage workers to work cross-functionally

Both Apple and Google have created common areas in their offices, specifically and strategically located, so that different workers that don’t normally interact with each other can have a chance to chat.

This isn’t a coincidence. It’s meant for that collaborative learning, and building those relationships with your colleagues.

4.  Encourage networking in their industry

This is similar to number 2 on the list, but it’s important for employees to grow and learn more about what they do. It helps them build that passion for their industry. It’s important to go to networking events, and encourage your employees to participate in these things. Websites like Eventbrite or Meetup have lots of great resources, and most of the events on there are free.

13 Disturbing Facts About Employee Engagement [Infographic]

What do you do to increase employee engagement? Let me know your thoughts in the comments!

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

This infographic was crafted with love by Officevibe, the employee survey tool that helps companies improve their corporate wellness, and have a better organizational culture.


Recommended for you:

Supply Chain Fraud: The Threat from Within

Lindsey LaManna

Supply chain fraud – whether perpetrated by suppliers, subcontractors, employees, or some combination of those – can take many forms. Among the most common are:

  • Falsified labor
  • Inflated bills or expense accounts
  • Bribery and corruption
  • Phantom vendor accounts or invoices
  • Bid rigging
  • Grey markets (counterfeit or knockoff products)
  • Failure to meet specifications (resulting in substandard or dangerous goods)
  • Unauthorized disbursements

LSAP_Smart Supply Chains_graphics_briefook inside

Perhaps the most damaging sources of supply chain fraud are internal, especially collusion between an employee and a supplier. Such partnerships help fraudsters evade independent checks and other controls, enabling them to steal larger amounts. The median loss from fraud committed
by a single thief was US$80,000, according to the Association of Certified Fraud Examiners (ACFE).

Costs increase along with the number of perpetrators involved. Fraud involving two thieves had a median loss of US$200,000; fraud involving three people had a median loss of US$355,000; and fraud with four or more had a median loss of more than US$500,000, according to ACFE.

Build a culture to fight fraud

The most effective method to fight internal supply chain theft is to create a culture dedicated to fighting it. Here are a few ways to do it:

  • Make sure the board and C-level executives understand the critical nature of the supply chain and the risk of fraud throughout the procurement lifecycle.
  • Market the organization’s supply chain policies internally and among contractors.
  • Institute policies that prohibit conflicts of interest, and cross-check employee and supplier data to uncover potential conflicts.
  • Define the rules for accepting gifts from suppliers and insist that all gifts be documented.
  • Require two employees to sign off on any proposed changes to suppliers.
  • Watch for staff defections to suppliers, and pay close attention to any supplier that has recently poached an employee.

About Lindsey LaManna

Lindsey LaManna is Social and Reporting Manager for the Digitalist Magazine by SAP Global Marketing. Follow @LindseyLaManna on Twitter, on LinkedIn or Google+.


Recommended for you:

What If Chelsea Manager Jose Mourinho Could Be Proved Right In Medical Staff Row?

Mark Goad

Big Data and the Internet of Things brings new level of insight to sports medicine

With the 2015-16 European football (soccer) season underway, we are already seeing the impact of the huge pressure to succeed. In some cases, it is boiling over even this early on, with Chelsea manager Jose Mourinho getting involved in a very public row with his medical staff over the treatment of Eden Hazard during a match. As the season builds momentum, all clubs know one of the most vital aspects of winning trophies is keeping the best players fit so they can play at the top of their game as often as possible.

Last season, just like in every season, we saw injuries that affected teams’ results and possibly their final standings at the end of the season, while other teams capitalized. Arsenal manager Arsene Wenger blamed injuries for the team’s failed title bid, while Real Madrid suffered injuries to players like Gareth Bale and Luka Modric at a crucial stage of the season and lost the title to Barcelona.

There’s no doubt that football clubs, especially the bigger teams, employ first-rate medical staff – physiotherapists, doctors, sports scientists, and so on – but they can only do so much to keep players off the treatment table. Players are human, after all, and keeping them injury-free for such long and grueling campaigns is a big ask. This season again will see players on the end of crunching tackles, over-exerting their bodies, and over-stretching.

What’s less talked about than lost games and league titles when discussing injuries is the salaries paid to injured players. The estimated average cost of player injuries in the top four professional football leagues in 2015 was $12.4 million* per team. Remarkably, every year teams lose an equivalent of 15%-30%** of their player payroll to injuries.

As salaries continue to rise, injuries are becoming just as much of an off-the-pitch boardroom issue as they are an on-the-pitch issue. Consider that if Barcelona’s Lionel Messi, the world’s highest-paid player, spends just a week out injured, the club still has to pay his weekly salary of around $1 million. Not only that, but there’s the huge potential for lost revenue from missing out on UEFA Champions League progress or domestic success because key players are out.

Just as winning seems to mean more than ever, so does football as a business. So with the spotlight firmly on “sweating the assets” – extracting maximum value from the entire squad – clubs are looking to Big Data and Internet of Things technology to consider how player injuries can be prevented with new levels of insight.

Prevention is better than cure

In July this year we saw what could be a huge landmark in the potential of monitoring the risk of injuries, when football’s international governing body FIFA announced its approval of wearable electronic performance and tracking systems during matches. As well as collecting data on statistics like distance covered and heart rate to determine decisions like substitution timings, this also paves the way for wearable satellite devices that keep medical staff updated on the likelihood of a player picking up an injury from over-exertion.

Emerging injury-risk monitoring software uses the concepts of Big Data and wearable technology to pull in and apply mathematical formulas to an exhaustive range of relevant data about players: fitness levels, recent levels of exertion, opponents, age, technique, hydration, even weather. This could help medical staff predict the risk of future injuries with much greater accuracy, allowing them to run simulations and take corrective actions in real time. Imagine a seemingly non-injured key player being substituted during a tightly contested match, only to find out afterwards that monitoring software had indicated he was at a high risk of pulling a muscle. This could very much be a part of the future of professional football.

Going back to Jose Mourinho and his reaction to the Chelsea medical staff running onto the pitch to treat Eden Hazard, it’s interesting to consider how in the future this kind of technology could either support or discredit his position in the dispute. It could help managers work more closely with physiotherapists, as they can visualize the data that shows the risk of injury to players. Although the pressure to win will likely keep on rising, the risk of expensive players injuries could see a big reduction.

SAP’s own injury risk monitoring software is currently in the proof-of-concept phase and will be entering development in the near future. The goal is to build IRM on the SAP Sports One platform as an additional component, and to provide integration to the existing modules of SAP Sports One solution. SAP Sports One was launched earlier this year and is the first sports-specific cloud solution powered by the SAP HANA platform, providing a single, unified platform for team management and performance optimization.

*Statistic calulated using 2015 Global Sports Salaries Survey

**Bleacher Report “Inside the 2014 Numbers of Each MLB Team’s Regular-Season Injury Impact” and NBA Injury Analysis


Mark Goad

About Mark Goad

Mark Goad, Value Advisory Associate, SAP Canada, is an experienced business analyst with industry coverage spanning telecommunications & retail, with a focus on digital business models. He specializes in synthesizing industry trends with a detailed analysis of client-specific data to help customers build out high-impact business & IT strategies. Outside of work, Mark volunteers as a lead management consultant for Junior Achievement of Central Ontario and contributes to a range of thought leadership publications.


Recommended for you:

Is Digital Business the Answer to the Climate Crisis?

Kai Goerlich

By Kai Goerlich, Michael Goldberg, Will Ritzrau

Among the studies of climate change that indict human inventions and activities for the ecological damage done to the earth, there is a hopeful glimmer that digital business can bend the curve to reduce carbon emissions. According to #SMARTer2030, a study by the Global e-Sustainability Initiative (GeSI) and Accenture Strategy, it is possible, during the next 15 years, to hold worldwide carbon emissions to 2015 levels by digitizing business processes and applying data to decisions about resource use. That would represent a valuable contribution, according to the research, in decoupling economic growth and greenhouse gas emissions, thus helping to solve the tradeoff between the two.

SAP looked at a subset of companies in six major industries that are currently using business software such as enterprise resource planning, data analytics, supply chain, logistics, production planning, resource optimization, and remote access. Then SAP did their own analysis to estimate how applying these technologies to emerging digital business models in these industries globally would contribute to reducing carbon emissions.

The “Business as Usual” Scenario

The heat is on. The Intergovernmental Panel on Climate Change, the world body established in 1988 to assess the impact of humans on the climate, notes in its most recent report that “business as usual” practices would lead to temperature increases between 2.6°C and 4.8°C by the end of the century—beyond our expected ability to reverse the damage.

More IT = Less CO2

By rolling out information and communications technologies (ICT) across the global economy, total emissions of carbon dioxide equivalent could be cut 12.1 gigatons by 2030 and help forestall temperature increases, GeSI research has concluded. GeSI is an ICT industry association working with, among others, the United Nations Framework Convention on Climate Change to improve its members’ sustainability performance and promote technologies that foster sustainable development.


About Kai Goerlich

Futurist and resource optimization thought leader

Recommended for you: