1、McKinsey Global Institute Big data: The next frontier for innovation, competition, and productivity May 2011The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey the evolution of global financial markets; and the economic impact of technology. Recent res
2、earch has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africas economic potential; debt and deleveraging and the end of cheap capital; the impact of multinational companies on the US economy; technology-enabled bu
3、siness trends; urbanization in India and China; and the competitiveness of sectors and industrial policy. MGI is led by three McKinsey Simon London, McKinsey director of digital communications; MGI senior fellow Jaana Remes; and expert principals William Forrest and Roger Roberts. From McKinseys hea
4、lth care practice, we would like to thank Stefan Biesdorf, Basel Kayyali, Bob Kocher, Paul Mango, Sam Marwaha, Brian Milch, David Nuzum, Vivian Riefberg, Saum Sutaria, Steve Savas, and Steve Van Kuiken. From the public sector practice, we would like to acknowledge the input of Kalle Bengtsson, David
5、 Chinn, MGI fellow Karen Croxson, Thomas Dohrmann, Tim Kelsey, Alastair Levy, Lenny Mendonca, Sebastian Muschter, and Gary Pinshaw. From the retail practice, we are grateful to MGI Economics Research knowledge specialists Imran Ahmed, David Court, Karel Drner, and John Livingston. From the manufactu
6、ring practice, we would like to thank Andr Andonian, Markus Lffler, Daniel Pacthod, Asutosh Padhi, Matt Rogers, and Gernot Strube. On the topic of personal location data, we would like to acknowledge the help we received from Kalle Greven, Marc de Jong, Rebecca Millman, Julian Mills, and Stephan Zim
7、mermann. We would like to thank Martha Laboissiere for her help on our analysis of talent and Anoop Sinha and Siddhartha S for their help on mapping big data. The team also drew on previous MGI research, as well as other McKinsey research including global iConsumer surveys, McKinsey Quarterly Web 2.
8、0 surveys, health care system and hospital performance benchmarking, multicountry tax benchmarking, public sector productivity, and research for the Internet Advertising Board of Europe. The team appreciates the contributions of Janet Bush, MGI senior editor, who provided editorial support; Rebeca R
9、obboy, MGI external communications manager; Charles Barthold, external communications manager in McKinseys Business Technology Office; Julie Philpot, MGI editorial production manager; and graphic design specialists Therese Khoury, Marisa Carder, and Bill Carlson. This report contributes to MGIs miss
10、ion to help global leaders understand the forces transforming the global economy, improve company performance, and work for better national and international policies. As with all MGI research, we would like to emphasize that this work is independent and has not been commissioned or sponsored in any
11、 way by any business, government, or other institution. Richard Dobbs Director, McKinsey Global Institute Seoul James Manyika Director, McKinsey Global Institute San Francisco Charles Roxburgh Director, McKinsey Global Institute London Susan Lund Director of Research, McKinsey Global Institute Washi
12、ngton, DC M a y 2 011vi Big dataa growing torrent pieces of content shared on Facebook every month 30 billion projected growth in global data generated per year vs. 40% growth in global IT spending 5% terabytes data collected by the US Library of Congress in April 2011 235 sectors in the United Stat
13、es have more data stored per company than the US Library of Congress 15 out of 17 to buy a disk drive that can store all of the worlds music $600 mobile phones in use in 2010 5 billionvii Big data: The next frontier for innovation, competition, and productivity McKinsey Global Institute Big datacapt
14、uring its value potential increase in retailers operating margins possible with big data 60% more deep analytical talent positions, and 140,000190,000 more data-savvy managers needed to take full advantage of big data in the United States 1.5 million potential annual value to US health caremore than
15、 double the total annual health care spending in Spain $300 billion potential annual consumer surplus from using personal location data globally $600 billion potential annual value to Europes public sector administrationmore than GDP of Greece 250 billionBig data: The next frontier for innovation, c
16、ompetition, and productivity McKinsey Global Institute Contents Executive summary 1 1. Mapping global data: Growth and value creation 15 2. Big data techniques and technologies 27 3. The transformative potential of big data in five domains 37 3a. Health care (United States) 39 3b. Public sector admi
17、nistration (European Union) 54 3c. Retail (United States) 64 3d. Manufacturing (global) 76 3e. Personal location data (global) 85 4. Key findings that apply across sectors 97 5. Implications for organization leaders 111 6. Implications for policy makers 117 Appendix 123 Construction of indices on va
18、lue potential and ease of capture 123 Data map methodology 126 Estimating value potential in health care (United States) 127 Estimating value potential in public sector administration (European Union) 129 Estimating value potential in retail (United States) 130 Estimating value potential in personal
19、 location data (global) 133 Methodology for analyzing the supply and demand of analytical talent 134 Bibliography 137Big data: The next frontier for innovation, competition, and productivity McKinsey Global Institute 1 Executive summary Data have become a torrent flowing into every area of the globa
20、l economy. 1Companies churn out a burgeoning volume of transactional data, capturing trillions of bytes of information about their customers, suppliers, and operations. millions of networked sensors are being embedded in the physical world in devices such as mobile phones, smart energy meters, autom
21、obiles, and industrial machines that sense, create, and communicate data in the age of the Internet of Things. 2Indeed, as companies and organizations go about their business and interact with individuals, they are generating a tremendous amount of digital “exhaust data,” i.e., data that are created
22、 as a by-product of other activities. Social media sites, smartphones, and other consumer devices including PCs and laptops have allowed billions of individuals around the world to contribute to the amount of big data available. And the growing volume of multimedia content has played a major role in
23、 the exponential growth in the amount of big data (see Box 1, “What do we mean by big data?”). Each second of high-definition video, for example, generates more than 2,000 times as many bytes as required to store a single page of text. In a digitized world, consumers going about their daycommunicati
24、ng, browsing, buying, sharing, searching create their own enormous trails of data. Box 1. What do we mean by “big data“? “Big data” refers to datasets whose size is beyond the ability of typical database software tools to capture, store, manage, and analyze. This definition is intentionally subjecti
25、ve and incorporates a moving definition of how big a dataset needs to be in order to be considered big datai.e., we dont define big data in terms of being larger than a certain number of terabytes (thousands of gigabytes). We assume that, as technology advances over time, the size of datasets that q
26、ualify as big data will also increase. Also note that the definition can vary by sector, depending on what kinds of software tools are commonly available and what sizes of datasets are common in a particular industry. With those caveats, big data in many sectors today will range from a few dozen ter
27、abytes to multiple petabytes (thousands of terabytes). In itself, the sheer volume of data is a global phenomenonbut what does it mean? Many citizens around the world regard this collection of information with deep suspicion, seeing the data flood as nothing more than an intrusion of their privacy.
28、But there is strong evidence that big data can play a significant economic role to the benefit not only of private commerce but also of national economies and their citizens. Our research finds that data can create significant value for the world economy, enhancing the productivity and competitivene
29、ss of companies and the 1 See “A special report on managing information: Data, data everywhere,” The Economist, February 25, 2010; and special issue on “Dealing with data,” Science, February 11, 2011. 2 “Internet of Things” refers to sensors and actuators embedded in physical objects, connected by n
30、etworks to computers. See Michael Chui, Markus Lffler, and Roger Roberts, “The Internet of Things,” McKinsey Quarterly, March 2010.2 public sector and creating substantial economic surplus for consumers. For instance, if US health care could use big data creatively and effectively to drive efficienc
31、y and quality, we estimate that the potential value from data in the sector could be more than $300 billion in value every year, two-thirds of which would be in the form of reducing national health care expenditures by about 8 percent. In the private sector, we estimate, for example, that a retailer
32、 using big data to the full has the potential to increase its operating margin by more than 60 percent. In the developed economies of Europe, we estimate that government administration could save more than 100 billion ($149 billion) in operational efficiency improvements alone by using big data. Thi
33、s estimate does not include big data levers that could reduce fraud, errors, and tax gaps (i.e., the gap between potential and actual tax revenue). Digital data is now everywherein every sector, in every economy, in every organization and user of digital technology. While this topic might once have
34、concerned only a few data geeks, big data is now relevant for leaders across every sector, and consumers of products and services stand to benefit from its application. The ability to store, aggregate, and combine data and then use the results to perform deep analyses has become ever more accessible
35、 as trends such as Moores Law in computing, its equivalent in digital storage, and cloud computing continue to lower costs and other technology barriers. 3For less than $600, an individual can purchase a disk drive with the capacity to store all of the worlds music. 4The means to extract insight fro
36、m data are also markedly improving as software available to apply increasingly sophisticated techniques combines with growing computing horsepower. Further, the ability to generate, communicate, share, and access data has been revolutionized by the increasing number of people, devices, and sensors t
37、hat are now connected by digital networks. In 2010, more than 4 billion people, or 60 percent of the worlds population, were using mobile phones, and about 12 percent of those people had smartphones, whose penetration is growing at more than 20 percent a year. More than 30 million networked sensor n
38、odes are now present in the transportation, automotive, industrial, utilities, and retail sectors. The number of these sensors is increasing at a rate of more than 30 percent a year. There are many ways that big data can be used to create value across sectors of the global economy. Indeed, our resea
39、rch suggests that we are on the cusp of a tremendous wave of innovation, productivity, and growth, as well as new modes of competition and value captureall driven by big data as consumers, companies, and economic sectors exploit its potential. But why should this be the case now? Havent data always
40、been part of the impact of information and communication technology? Yes, but our research suggests that the scale and scope of changes that big data are bringing about are at an inflection point, set to expand greatly, as a series of technology trends accelerate and converge. We are already seeing
41、visible changes in the economic landscape as a result of this convergence. Many pioneering companies are already using big data to create value, and others need to explore how they can do the same if they are to compete. Governments, too, have a significant opportunity to boost their efficiency and
42、the value for money 3 Moores Law, first described by Intel cofounder Gordon Moore, states that the number of transistors that can be placed on an integrated circuit doubles approximately every two years. In other words, the amount of computing power that can be purchased for the same amount of money
43、 doubles about every two years. Cloud computing refers to the ability to access highly scalable computing resources through the Internet, often at lower prices than those required to install on ones own computers because the resources are shared across many users. 4 Kevin Kelly, Web 2.0 Expo and Conference, March 29, 2011. Video available at:
