Analysis of Tableau Software and its business intelligence products. Related subjects include:
I hear much discussion of shortfalls in analytic technology, especially from companies that want to fill in the gaps. But how much do these gaps actually matter? In many cases, that depends on what the analytic technology is being used for. So let’s think about some different kinds of analytic task, and where they each might most stress today’s available technology.
In separating out the task areas, I’ll focus first on the spectrum “To what extent is this supposed to produce novel insights?” and second on the dimension “To what extent is this supposed to be integrated into a production/operational system?” Issues of latency, algorithmic novelty, etc. can follow after those. In particular, let’s consider the tasks: Read more
|Categories: Business intelligence, Data warehousing, Databricks, Spark and BDAS, Hadoop, Netezza, NoSQL, Predictive modeling and advanced analytics, Tableau Software||Leave a Comment|
A significant fraction of IT professional services industry revenue comes from data integration. But as a software business, data integration has been more problematic. Informatica, the largest independent data integration software vendor, does $1 billion in revenue. INFA’s enterprise value (market capitalization after adjusting for cash and debt) is $3 billion, which puts it way short of other category leaders such as VMware, and even sits behind Tableau.* When I talk with data integration startups, I ask questions such as “What fraction of Informatica’s revenue are you shooting for?” and, as a follow-up, “Why would that be grounds for excitement?”
*If you believe that Splunk is a data integration company, that changes these observations only a little.
On the other hand, several successful software categories have, at particular points in their history, been focused on data integration. One of the major benefits of 1990s business intelligence was “Combines data from multiple sources on the same screen” and, in some cases, even “Joins data from multiple sources in a single view”. The last few years before application servers were commoditized, data integration was one of their chief benefits. Data warehousing and Hadoop both of course have a “collect all your data in one place” part to their stories — which I call data mustering — and Hadoop is a data transformation tool as well.
I’ve suggested in the past, approximately, that the platform technology side of business intelligence is more significant than the user interface. That formulation, however, doesn’t exactly capture what I believe. To be more precise, let’s differentiate between a couple aspects of business intelligence UI.
It might seem that a lot of the action in business intelligence revolves around ever-better visualization. After all, Tableau is clearly identified as a visualization-centric technology; who’s hotter than Tableau? And numerous other vendors talk of “visualizations” too. But I don’t think that’s exactly right — rather, I see navigation as being a much bigger deal. And unlike most pure visualization, navigation usually depends strongly on underlying platform capabilities.
Examples of what I mean by innovative navigation — all of which have been developed or have gained prominence over the past decade or so — include:
- QlikView’s core behavior — all that associative navigation.
- QlikView’s collaboration, and every other BI collaboration capability I know of.
- ClearStory, although you won’t get to see what I mean until the launch next month.
- BI search or faceted-search UIs. (E.g. Endeca.)
- BI that is launched from operational applications.
I chatted yesterday with the Hortonworks gang. The main subject was Hortonworks’ approach to SQL-on-Hadoop — commonly called Stinger — but at my request we cycled through a bunch of other topics as well. Company-specific notes include:
- Hortonworks founder J. Eric “Eric14″ Baldeschwieler is no longer at Hortonworks, although I imagine he stays closely in touch. What he’s doing next is unspecified, except by the general phrase “his own thing”. (Derrick Harris has more on Eric’s departure.)
- John Kreisa still is at Hortonworks, just not as marketing VP. Think instead of partnerships and projects.
- ~250 employees.
- ~70-75 subscription customers.
Our deployment and use case discussions were a little confused, because a key part of Hortonworks’ strategy is to support and encourage the idea of combining use cases and workloads on a single cluster. But I did hear:
- 10ish nodes for a typical starting cluster.
- 100ish nodes for a typical “data lake” committed adoption.
- Teradata UDA (Unified Data Architecture)* customers sometimes (typically?) jumping straight to a data lake scenario.
- A few users in the 10s of 1000s of nodes. (Obviously Yahoo is one.)
- HBase used in >50% of installations.
- Hive probably even more than that.
- Hortonworks is seeing a fair amount of interest in Windows Hadoop deployments.
*By the way — Teradata seems serious about pushing the UDA as a core message.
Ecosystem notes, in Hortonworks’ perception, included:
- Cloudera is obviously Hortonworks’ biggest distro competitor. Next is IBM, presumably in its blue-forever installed base. MapR is barely on the radar screen; Pivotal’s likely rise hasn’t yet hit sales reports.
- Hortonworks evidently sees a lot of MicroStrategy and Tableau, and some Platfora and Datameer, the latter two at around the same level of interest.
- Accumulo is a big deal in the Federal government, and has gotten a few health care wins as well. Its success is all about security. (Note: That’s all consistent with what I hear elsewhere.)
I also asked specifically about OpenStack. Hortonworks is a member of the OpenStack project, contributes nontrivially to Swift and other subprojects, and sees Rackspace as an important partner. But despite all that, I think strong Hadoop/OpenStack integration is something for the indefinite future.
Hortonworks’ views about Hadoop 2.0 start from the premise that its goal is to support running a multitude of workloads on a single cluster. (See, for example, what I previously posted about Tez and YARN.) Timing notes for Hadoop 2.0 include:
- It’s been in preview/release candidate/commercial beta mode for weeks.
- Q3 is the goal; H2 is the emphatic goal.
- Yahoo’s been in production with YARN >8 months, and has no MapReduce 1 clusters left. (Yahoo has >35,000 Hadoop nodes.)
- The last months of delays have been mainly about sprucing up various APIs and protocols, which may need to serve for a similar multi-year period as Hadoop 1’s have. But there also was some YARN stabilization into May.
Frankly, I think Cloudera’s earlier and necessarily incremental Hadoop 2 rollout was a better choice than Hortonworks’ later big bang, even though the core-mission aspect of Hadoop 2.0 is what was least ready. HDFS (Hadoop Distributed File System) performance, NameNode failover and so on were well worth having, and it’s more than a year between Cloudera starting supporting them and when Hortonworks is offering Hadoop 2.0.
Hortonworks’ approach to doing SQL-on-Hadoop can be summarized simply as “Make Hive into as good an analytic RDBMS as possible, all in open source”. Key elements include: Read more
I lampoon the word “disruptive” for being badly overused. On the other hand, I often refer to the concept myself. Perhaps I should clarify.
- Market leaders serve high-end customers with complex, high-end products and services, often distributed through a costly sales channel.
- Upstarts serve a different market segment, often cheaply and/or simply, perhaps with a different business model (e.g. a different sales channel).
- Upstarts expand their offerings, and eventually attack the leaders in their core markets.
In response (this is the Innovator’s Solution part):
- Leaders expand their product lines, increasing the value of their offerings in their core markets.
- In particular, leaders expand into adjacent market segments, capturing margins and value even if their historical core businesses are commoditized.
- Leaders may also diversify into direct competition with the upstarts, but that generally works only if it’s via a separate division, perhaps acquired, that has permission to compete hard with the main business.
But not all cleverness is “disruption”.
- Routine product advancement by leaders — even when it’s admirably clever — is “sustaining” innovation, as opposed to the disruptive stuff.
- Innovative new technology from small companies is not, in itself, disruption either.
Here are some of the examples that make me think of the whole subject. Read more
|Categories: Business intelligence, Data warehousing, Hadoop, Microsoft and SQL*Server, MongoDB and 10gen, MySQL, Netezza, NewSQL, NoSQL, Oracle, Predictive modeling and advanced analytics, QlikTech and QlikView, Tableau Software||13 Comments|
If I had my way, the business intelligence part of investigative analytics — i.e. , the class of business intelligence tools exemplified by QlikView and Tableau — would continue to be called “data exploration”. Exploration what’s actually going on, and it also carries connotations of the “fun” that users report having with the products. By way of contrast, I don’t know what “data discovery” means; the problem these tools solve is that the data has been insufficiently explored, not that it hasn’t been discovered at all. Still “data discovery” seems to be the term that’s winning.
Confusingly, the Teradata Aster library of functions is now called “Discovery” as well, although thankfully without the “data” modifier. Further marketing uses of the term “discovery” will surely follow.
Enough terminology. What sets exploration/discovery business intelligence tools apart? I think these products have two essential kinds of feature:
- Query modification.
- Query result revisualization.*
|Categories: Business intelligence, Endeca, Memory-centric data management, QlikTech and QlikView, Tableau Software||8 Comments|
The cardinal rules of DBMS development
Rule 1: Developing a good DBMS requires 5-7 years and tens of millions of dollars.
That’s if things go extremely well.
Rule 2: You aren’t an exception to Rule 1.
- Concurrent workloads benchmarked in the lab are poor predictors of concurrent performance in real life.
- Mixed workload management is harder than you’re assuming it is.
- Those minor edge cases in which your Version 1 product works poorly aren’t minor after all.
DBMS with Hadoop underpinnings …
… aren’t exceptions to the cardinal rules of DBMS development. That applies to Impala (Cloudera), Stinger (Hortonworks), and Hadapt, among others. Fortunately, the relevant vendors seem to be well aware of this fact. Read more
Stuart Frost, of DATAllegro fame, has started a small family of companies, and they’ve become my clients sort of as a group. The first one that I’m choosing to write about is Cirro, for which the basics are:
- Cirro does data federation for analytics.
- Cirro has 10 full-time people plus 4 part-timers.
- Cirro launched its product in June.
- Cirro doesn’t have customers yet, but hopes to fix that soon.
Data federation stories are often hard to understand because, until you drill down, they implausibly sound as if they do anything for everybody. That said, it’s reasonable to think of Cirro as a layer between Hadoop and your BI tool that:
- Helps with data transformations.
- Helps join Hadoop data to relational tables, even if the joins are large ones.
In both cases, Cirro is calling on your data management software for help, RDBMS or Hadoop as the case may be.
More precisely, Cirro’s approach is: Read more
|Categories: Business intelligence, Cirro, Data integration and middleware, Hadoop, MapReduce, Tableau Software||5 Comments|
A number of people and companies are using the term “iterative analytics”. This is confusing, because it can mean at least three different things:
- You analyze something quickly, decide the result is not wholly satisfactory, and try again. Examples might include:
- Aggressive use of drilldown, perhaps via an advanced-interface business intelligence tool such as Tableau or QlikView.
- Any case where you run a query or a model, think about the results, and run another one after that.
- You develop an intermediate analytic result, and using it as input to the next round of analysis. This is roughly equivalent to saying that iterative analytics refers to a multi-step analytic process involving a lot of derived data.
- #1 and #2 conflated/combined. This is roughly equivalent to saying that iterative analytics refers to all of to investigative analytics, sometimes known instead as exploratory analytics.
Based both on my personal conversations and a quick Google check, it’s reasonable to say #1 and #3 seem to be the most common usages, with #2 trailing a little bit behind.
But often it’s hard to be sure which of the various possible meanings somebody has in mind.
Monash’s First and Third Laws of Commercial Semantics state:
|Categories: Analytic technologies, Business intelligence, QlikTech and QlikView, Tableau Software||3 Comments|
- This is a list of Monash Advantage members.
- All our vendor clients are Monash Advantage members, unless …
- … we work with them primarily in their capacity as technology users. (A large fraction of our user clients happen to be SaaS vendors.)
- We do not usually disclose our user clients.
- We do not usually disclose our venture capital clients, nor those who invest in publicly-traded securities.
- Excluded from this round of disclosure is one vendor I have never written about.
- Included in this round of disclosure is one client paying for services partly in stock. All our other clients are cash-only.
For reasons explained below, I’ll group the clients geographically. Obviously, companies often have multiple locations, but this is approximately how it works from the standpoint of their interactions with me. Read more