Facebook's Graph Search And The Role Of Big Data

Luisa Ruppert

SearchWhen Facebook announced their newest product, the Facebook Graph Search, it sounded like the social network giant had created their own ‘Google’ enriched with personal recommendations from users’ acquaintances, friends and family.  It was a huge next step in leveraging the Big Data collected from over one billion users and a breakthrough in social and semantic search capability.

The Silicon Angle described it this way:

Graph Search, represents an intriguing marriage of Big Data and social networking that should allow people and businesses to connect in dozens of new and exciting ways.

Most people are not concerned or even aware of Internet giants like Google or Facebook collecting their personal data. They offer it willingly when registering for a give-away or a Facebook game application. Most people cannot even imagine how much companies profit from information as trivial as what you had for breakfast.

Few could comprehend the connections algorithms that process our data make out of the status updates and pictures posted. If they knew, it would most likely trigger a huge uproar.

The first concerns about data privacy were raised shortly after the launch of Graph Search.  Facebook had to face a flood of negative user comments.

Some of us already had the honor of testing the new function; a sample of feedback from the first wave of users includes: “Addictive”, “brings out the urge to get insights from family and friends”, “a future as a second Linked”, “it has a lot of potential” and simply “creepy”.

You can join the waitlist to get notified when you are able to use it here.

Facebook unveiled its Graph Search as their third pillar, the other two being the News Feed and the Timeline. The company makes it look like it is a feature created for the user’s benefit and to make the whole Facebook experience cooler and hipper. However, hidden from the general public lies a vast amount of information users provide with their likes, status updates, photos and check-ins: Facebook’s Big Data.

While the search is currently in beta and only a fraction of the available data has been indexed, it will undoubtedly grow more powerful over time and the company’s ad sales figures will grow with it.  It provides a new opportunity for advertisers, similar to the Google model, and is described as a notable development in the big data universe.

One reason it is notable for us is that it presents access to our own ‘personal Big Data’.  Companies have leveraged huge amounts of data for a while but this is the first time the average Internet user like you and me gets access to its own little piece of big data: Our social media life with connections, favorite restaurants and vacation destinations that produces vast amounts of data.

Some Implications of this launch

  • It offers some advantages for users; for example, restaurant recommendations of trusted friends (see why we tend not to trust strangers) or when looking for like-minded people in the same city to play sports together
  • Brings Big Data to the average Internet user
  • Another attack on Google: Sources report that if the search function will be extended in the future it will be synced with Microsoft’s Bing
  • It raises privacy and data security issues

Like other product launches there are both negative and positive reactions. In order to maintain its market leadership Facebook had to come up with an innovation in location-based services which could also be linked to the flopped Facebook deals hopefully, giving it a second chance.

Actually seeing the vast amount of personal data Facebook has access to should make the consumer more aware of what kind of information they share on the Internet. Let’s see what comes of it once it has been rolled out globally.


About Luisa Ruppert

I am a recent graduate of International Management from Germany and have been working for SAP as an intern since April 2011 in Galway, Ireland and since March 2012 in New York. I am interested in social media, marketing, advertising, current affairs, technology news, politics and photography. In my spare time I love going to Broadway shows or a good movie as well as strolling around this exciting city.



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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.


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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+.


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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.


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Create A Culture That Doesn’t Fear Failure

JP George

A fear of failure could be holding back your business.

If the people on your team are worrying about being ridiculed or blamed for independent creativity or the downfall of an entire project, they are likely to hold back their ideas and stick to completing projects in the same way over and over again. In comparison, people who work in an office culture with no fear of failure feel free to bounce ideas around, which helps generate new practices, keep up with the times, push projects along, and can “wow” customers with innovation.

Changing the way your office works won’t happen overnight, but these five tips could begin to implement positive changes to help steer your team toward a working environment that is good for the staff and good for the business.

1. Recognize and reward

Employee recognition is the key to not fearing failure. When an employee or team member goes above and beyond; make sure they know that their hard work is appreciated and that an efficient system for providing employee recognition awards is in place. Even small things like suggesting a new way to carry out a particular process should be celebrated. If an employee, colleague, or team member has a suggestion that isn’t quite on-point, find the positive; for example, you might say, “You’re on the right lines, your idea will help speed the process up, but…” Always make sure to offer positive feedback first, then mention the thing that needs changing, and end with encouragement: “Once that’s ironed out, we can implement this — great work!”

2. Adopt a team mentality

Seems straightforward and fairly obvious for a first step, but so many companies do not know how to really generate a feeling of teamwork and inclusivity, and instead put up a front of “togetherness” while retaining the bad practices that divide a workforce. Start by calling a team meeting and setting some ground rules together. Yes, it’s a basic ice-breaking activity in almost all training sessions, but it also helps each person to display respect and hear the opinions of other members of the group. Suggest from the start that the team use “we” rather than individual pronouns when discussing projects, as it helps to dispel blame culture and reminds each person that they are all responsible for any successes and downfalls of the team.

3. Say “yes” more

When staff members and colleagues approach you with ideas and innovation, are you more likely to think “straying from the status quo is dangerous,” or are you willing to hear the person out and let their creative juices flow? Even if the first suggestion they offer is horrible, try not to say “no” outright or make the person feel bad for sharing. Try to find a way in which their idea can be incorporated, even if it has to be altered to fit the project. Saying “yes” to the inspiration and thoughts generated by staff and colleagues means that they will be likely to offer more ideas in the future, and without that openness, you might miss the next great innovation in your industry.

4. Blame less

Similarly, try to incorporate policies that encourage employee recognition rather than shame for sharing concepts. If failure does occur, do not publicly belittle the person deemed responsible, even in jest. This creates tension within the office or team and can make the person receiving the blame less likely to contribute in the future, and may even affect their personal well-being. Instead of blaming and shaming, discuss what went wrong as a group, and try to enforce the group mentality of “we could have done…” rather than “I/they/she/he did…”

5. Look for the positives

If, for any reason, your team does experience failure—and you should, otherwise you’re just not aiming high enough—try to see the positives, and discuss the issue as a group — not in cliques of us vs. them, but together discuss what the group could have done better. If a majority insist on blaming one or two people, move onto analyzing how communication channels could be opened up and ask members how inclusivity could be improved. After all, if only a few people are responsible for a project failing, the responsibility was obviously not being shared in an equal manner while the project was underway. There are positives to every situation, even if it is just the ability to improve your team dynamic.

The changes won’t happen immediately, but once the systems are in place and your staff, colleagues, and team members start to understand the goals within both the office and working environment as a whole, your employees’ creativity should start flowing and you will start hearing new suggestions regularly. Even if some don’t work well, remember to recognize employees and enjoy the rewards of your newly open and trusting workforce.

Want more employee engagement tips? See Boost Productivity With These 4 Brain Breaks.


About JP George

JP George grew up in a small town in Washington. After receiving a Master's degree in Public Relations, JP has worked in a variety of positions, from agencies to corporations all across the globe. Experience has made JP an expert in topics relating to leadership, talent management, and organizational business.

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