Kellogg keeps a close eye on its trade spend, analyzing large volumes of data and running complex simulations to predict which promotional activities will be the most effective. Kellogg needed to decrease the trade spend but its traditional relational database on premises could not keep up with the pace of demand.

NASA's Jet Propulsion Laboratory wanted to share the launching of Curiosity with fans by providing up-to-the-minute details of the mission. Supporting hundreds of thousands of concurrent visitors to the website would have been very difficult since NASA did not have significant web and live video streaming infrastructure.

With the acquisition of hardware and platform partner, AlertMe, in 2015, Centrica Connected Home was faced with the prospect of a significant shift in focus. Previously the relationship had been one of vendor-customer with AlertMe also pursuing it's own goals for expansion and licensing of its software. After the acquisition, Centrica Connected Home moved to quickly integrate the technical talent from the two companies and then to realign the development efforts of the teams.The new common goals of product evolution, feature enhancement and international launch, presented a number of challenges in the form of a rapid scaling requirement for their live platform, whilst maintaining stability and availability. Added to these demands on the company were an expansion into new markets, and brand new product launches, including smart boiler service and a growing ecosystem of new Hive smart home devices. They even found the time to develop deeply functional Alexa skills for their products and hence be a Smart Home Launch Partner for the Amazon Echo in the UK in 2016.

 Brooks Brothers frequently launches new business initiatives, which helps the company stay competitive in the retail industry. The organization needed a more agile way of quickly testing these new projects. “When we embark on a new initiative, as with anything in the retail industry, it has a short timeframe from the initial idea to solving business needs, as driven by consumer preferences,” says Philip Miller, director of infrastructure and technical engineering at Brooks Brothers. “We’re very good at deploying technology that will exist for the long term in our data center, but we’ve struggled to spin up resources for testing new projects. We wanted to become more agile in moving concepts into an environment we could easily access and possibly move into production.”The organization was also seeking a more cost-effective way to manage its SAP HANA in-memory database management system, which would support a new customer relationship management (CRM) application. “We wanted to save money when we implemented the CRM system on SAP HANA, and we also wanted to be able to test out new projects on that platform,” says Miller. 

Haven’s focus on customer service has fuelled a rapid level of growth since its launch in 2006. For its first five years, the company ran on a hybrid infrastructure that was made up of a mixture of onsite and offsite servers. Haven’s systems were not as flexible as it would have liked, with limited support for technology testing and development. The company lacked a complete business continuity and disaster recovery (DR) plan, and needed a technology infrastructure that could both keep up with demand and help drive further growth.Haven had three options: getting a DR solution through the data center of its parent company, Drax Group; going through a third-party re-location disaster recovery service; or moving to the cloud.

Based on a program need to build a collaborative data repository for the Marine Hydrokinetic Program, NREL wanted to build a secure, yet collaborative, platform to collect, curate, store, and share moderately sensitive data, which focuses on water power research. As part of this effort, NREL built an environment with a Moderate Authority to Operate (ATO) accreditation from the Federal Information Security Management Act (FISMA). With a FISMA Moderate ATO, NREL maintains all mandated cyber security requirements, while gaining the ability to manage and share moderately sensitive data with other government agencies and research entities.As it prepared to design the new infrastructure, NREL knew it needed agility and flexibility. “Our goal was to make it easy for analysts and scientists to access and publish data, but we didn’t want to spend our time managing infrastructure to facilitate that. We want to focus on the product—the data itself,” says Webber. For example, NREL uses a dev-ops team approach focused on the needs of the client and ensures that the research metadata is optimized for accessibility. “We need to make sure the right descriptors and keywords are there so we can easily connect our users to all the other research sites,” says Jon Weers, senior web strategist at NREL. “If the data isn’t discoverable, it’s not useful to researchers.”