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Joe Caserta was a featured speaker, along with MIT Sloan School faculty and other industry thought-leaders. His session 'You're the New CDO, Now What?' discussed how new CDOs can accomplish their strategic objectives and overcome tactical challenges in this emerging executive leadership role. In its tenth year, the MIT CDOIQ Symposium 2016 continues to explore the developing role of the Chief Data Officer. For more information, visit http://casertaconcepts.com/

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2016 StrataHadoop NYC conference talk. http://conferences.oreilly.com/strata/hadoop-big-data-ny/public/schedule/detail/52182 Abstract: Last year, LinkedIn embarked on an ambitious mission to completely revamp the mobile experience for its members. This would mean a completely new mobile application, reimagined user experiences, and new interaction concepts. As the team evaluated the impact of this big rewrite on the data analytics ecosystem, they observed a few problems. Over the past few years, LinkedIn has become extremely good at incrementally changing the site one mini-feature at a time, often in conjunction with hundreds of other incremental changes. LinkedIn’s experimentation platform ensures that it is always monitoring a wide gamut of impacted metrics with every change before rolling fully forward. However, when it comes to rolling out a big change like this, different challenges crop up. You have to rollout the entire application all at once; the new experience means that you have no baseline on new metrics; and existing metrics may see double digit changes just because of the new experience or because the metric’s logic is no longer accurate—the challenge is in figuring out which is which. Shirshanka Das and Yael Garten describe how LinkedIn redesigned its data analytics ecosystem in the face of a significant product rewrite, covering the infrastructure changes that enable LinkedIn to roll out future product innovations with minimal downstream impact. Shirshanka and Yael explore the motivations and the building blocks for this reimagined data analytics ecosystem, the technical details of LinkedIn’s new client-side tracking infrastructure, its unified reporting platform, and its data virtualization layer on top of Hadoop and share lessons learned from data producers and consumers that are participating in this governance model. Along the way, they offer some anecdotal evidence during the rollout that validated some of their decisions and are also shaping the future roadmap of these efforts.

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Executive Overview Supply chain leaders struggle to align corporate and supply chain strategy and drive improved performance. We term this difficult balancing act The Effective Frontier and explain it as the process of balancing growth, profitability, cycle and complexity within a company’s supply chain operations. A supply chain is a complex system with increasing complexity. A major gap in many supply chain strategies is a nuanced understanding of supply chain potential when these elements are viewed together as a system. The focus of this report is semiconductor and hard disk drive manufacturers. As seen in table 1, when it comes to supply chain performance, the industry is neither the best nor the worst. They fall squarely in the middle. While middle of the pack in operating margin, the industry has shown an increase in the cash-to-cash cycle and a decrease in inventory turns. With increasing complexity, the industry has struggled to maintain inventory turn performance over the period. Companies further back in the supply chain have struggled to a higher degree to balance The Effective Frontier than those closer to usage. This is largely due to the bullwhip effect—the distortion of a demand signal as it gets passed downstream from trading partner to trading partner. The chemical industry manufacturers, like semiconductor & hard disk drive manufacturers, are three to five levels back in the supply chain. Comparing the results in table 1 for the two industries illustrates how much better the semiconductor & hard disk drive manufacturers have done in a similar orientation. Operating margin is comparable across the two, but the chemical industry has a higher cash-to-cash cycle level and almost a 50% lower inventory turns value. Semiconductor and hard disk drive manufacturers have been successful in a challenging downstream position. Cost pressure from OEMS has not (as of yet) cut into margin, and growth levels have remained strong with the move to mobile. Inventory remains problematic with all six companies in this report, demonstrating increased DOI and decreased inventory turns, since the start of the century. Part of this is likely due to the lengthening of the global supply chain, while another part is partly due to rising product and process complexity, but it remains a concern. Historically, the industry has made strong gains on productivity. An increasing move towards automation in the precision driven manufacturing environment is expected to continue the rise in revenue per employee performance. In this report, we discuss the financial realities of the semiconductor and hard disk drive supply chain and offer recommendations for improvement.

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