For the second year in a row, I have the honor of hosting our Security Forum EMEA in London, March 17th - 18th. This is Forrester's 5th annual Security Forum in Europe, and each year brings a larger, more influential audience and more exciting Forrester and industry keynotes. The theme of this year's event builds on our fall event in Boston - Building The High-Performance Security Organization. It would have been easy to focus the event on one of the myriad of threats and challenges facing security and risk (S&R) professionals today — from the emergence of advanced persistent threats to the security and risk implications of cloud services, social technologies and consumer devices in the workplace — but the real challenge for S&R professionals is not in the specific response to today's threats. It's building the oversight and governance capabilities, repeatable processes, and resilient architectures that deal with today's threats but can also reliably predict, analyze, mitigate, and respond to tomorrow's threats and new business demands. For many of us in security, we are mired in day-to-day operational responsibilities — or as some of us like to call it, the Hamster Wheel Of Hell.
Today, the popular online content-sharing site SlideShare released an audio/video/web conferencing solution called Zipcast. At face value, this is yet another entry into an already crowded web conferencing market. What makes this different is SlideShare is home to the sales and marketing presentations of 45 million users. This makes Zipcast a natural extension of that content store, allowing SlideShare clients to hold inexpensive webinars for prospects. SlideShare's offering is compelling:
It has a good set of features. Zipcast provides many of the presentation tools sales and marketing pros expect when hosting a webinar. There's streaming audio and streaming video of the presenter. Slides can be pushed to the attendees and -- in a nice twist that stays true to their roots -- said attendees can advance slides independent of the presenter.
It's inexpensively priced. Zipcast is available to SlideShare Basic (free) and SlideShare Pro customers at no extra cost. Pro customers get added benefits, such as an option to host password-protected meetings and use an audio bridge from FreeConferenceCall.com. Considering Pro licenses start at $19/month, this severely undercuts WebEx and GoToMeeting pricing.
It's optimized for the Splinternet. If you've been following the work of my colleague Josh Bernoff, you know that when we refer to the "Splinternet," we're talking about the Internet's fragmentation thanks to mobile devices, social networks and password protection. To deal with this, Zipcast is an HTML5 application that also runs as Flash for browsers not currently supporting that standard. And to allow for quick access to meetings, people can enter through a SlideShare profile or with Facebook Connect.
Recently, the city of San Jose used a serious game, Buy A Feature, to address some tough budgetary challenges. Since serious games have relevance across a wide range of contexts, including application development and delivery, it's worth relating one anecdote from San Jose's exercise that demonstrates the importance of having a shared vision.
I was a "facilitator" for this exercise, which involved more than 100 members of the community, plus a couple dozen city officials, including Mayor Chuck Reed. According to the ground rules of this exercise, organized by Innovation Games, each group of several community members had to decide which municipal projects (libraries, parks, school programs, fire, police, etc.) to fund and which not to. These "wish list" items formed List A. A complementary List B included other projects that the participants could decide to cut and then shift the money into projects from List A.
Every participant had a small amount of money, but not enough to buy anything from List A outright. Funding anyone's favored project, therefore, required investment from more than one person. Money from any List B project was available only if everyone at the table agreed to cut it.
Forrester took more than a thousand inquiries from clients on cloud computing in 2010, and one of the themes that kept coming up was about which applications they should plan to migrate to infrastructure-as-a-service (IaaS) cloud platforms. The answer: Wrong question.
What enterprises should really be thinking about is how they can take advantage of the economic model presented by cloud platforms with new applications. In fact, the majority of applications we find running on the leading cloud platforms aren't ones that migrated from the data center but ones that were built for the cloud.
A lot of the interest in migrating applications to cloud platforms stems from the belief that clouds are cheaper and therefore moving services to them is a good cost-saving tactic. And sure, public clouds bring economies of scale shared across multiple customers that are thus unachievable by nearly any enterprise. But those cost savings aren't simply passed down. Each public cloud is in the profit-making business and thus shares in the cost savings through margin capture.
For enterprises to make the most of a public cloud platform, they need to ensure that their applications match the economic model presented by public clouds. Otherwise, the cloud may actually cost you more. In our series of reports, "Justify Your Cloud Investment" we detail the sweet spot uses of public cloud platforms that fit these new economics and can help guide you towards these cost advantages.
Quest is making aggressive moves to extend into the heterogeneous, non-Microsoft-centric land of identity and access management. After acquiring Voelcker Informatik for provisioning, Quest just announced the acquisition of e-DMZ, an enterprise-class, high-performance PIM appliance vendor. Novell (now Attachmate) acquired host access control specialist Fortefi, Oracle bought Passlogix (vGO-SAM), CA extended Access Control, and IBM integrated Encentuate's eSSO solution with ITIM as a service offering to manage privileged access. The remaining major PIM players like Cyber-Ark, Lieberman, and BeyondTrust will now face added client RFP scrutiny and price pressures from the competition. Forrester expects that new IAM entrants like Symantec/VeriSign, NetIQ (to compete with arch-rival Quest), or MSSPs will look at acquiring the remaining above vendors.
This article on consumerinnovation that appeared in The New York Times over the weekend was fascinating. It points to a new study conducted in the UK on the role customers play in innovation in consumer markets. A key finding was that:
“6.2% of UK consumers — 2.9 million individuals — have engaged in consumer product innovation during the prior 3 years. In aggregate, consumers’ annual product development expenditures are 2.3 times larger than the annual consumer product R&D expenditures of all firms in the UK combined.”
Study author Eric A. Von Hippell, of the MIT Sloan School of Management, said, “We’ve been missing the dark matter of innovation. This is a new pattern for how innovations come about.”
Well, maybe not so new. The NYT journalist, Patricia Cohen, goes on to point out that “The very study of collaborative user innovation is a relatively new phenomenon that began only in the mid-1990s when advocates for open-source software began to argue that computer code should be freely available for thousands of independent minds to play with and improve.” “They overturned the widely held model,” Ms. Cohen quoted Carliss Y. Baldwin, a business administration professor at the Harvard Business School, adding: “What makes Eric’s work so significant is that it is unprecedented to try to measure the extent of user innovation. He shows that we’ve had on a set of mental blinders.”
Since its introduction of its Core 2 architecture, Intel reversed much of the damage done to it by AMD in the server space, with attendant publicity. AMD, however, has been quietly reclaiming some ground with its 12-core 6100 series CPUs, showing strength in benchmarks that emphasize high throughput in process-rich environments as opposed to maximum performance per core. Several AMD-based system products have also been cited by their manufacturers to us as enjoying very strong customer acceptance due to the throughput of the 12-core CPUs combined with their attractive pricing. As a fillip to this success, AMD this past week announced speed bumps for the 6100-series products to give a slight performance boost as they continue to compete with Intel’s Xeon 5600 and 7500 products (Intel’s Sandy Bridge server products have not yet been announced).
But the real news last week was the quiet subtext that the anticipated 16-core Interlagos products based on the new Bulldozer core appear to be on schedule for Q2 ’11 shipments system partners, who should probably be able to ship systems during Q3, and that AMD is still certifying them as compatible with the current sockets used for the 12-core 6000 CPUs. This implies that system partners will be able to quickly deliver products based on the new parts very rapidly.
Actual performance of these systems will obviously be dependent on the workloads being run, but our gut feeling is that while they will not rival the per-core performance of the Intel Xeon 7500 CPUs, for large throughput-oriented environments with high numbers of processes, a description that fits a large number of web and middleware environments, these CPUs, each with up to a 50% performance advantage per core over the current AMD CPUs, may deliver some impressive benchmarks and keep the competition in the server space at a boil, which in the end is always helpful to customers.
So you thought Neoview’s demise signaled HP’s exit from the enterprise data warehousing (EDW) market? You could not have been more mistaken.
Yes, HP recently abandoned that slow-motion train wreck after several years of anemic customer adoption and directionless product management. But you should regard the unlamented Neoview as little more than a blip in HP’s long-running campaign to deepen its presence in all things EDW. And you should consider today’s announcement that they’re acquiring Vertica Systems as a key building block in HP’s emerging new strategy in the EDW market. It remains to be seen what that strategy is, inasmuch as new HP CEO Leo Apotheker has not yet articulated a clear vision. Perhaps he’s playing close to the vest so as not to call attention to further acquisitions in adjacent segments, such as business intelligence (BI) and data integration (DI).
A couple of weeks ago, I read that one of the largest US car makers was trying to buy out several thousand machinists and welders. While we have grown accustomed to bad news in this economy, what I found significant was that these were skilled workers. Personally, I find it a lot easier to write code than to weld two pieces of steel together, and I have tried both.
For the past 20 years, the job market in industrialized countries has shown a demand increase at the high and low ends of the wage and skill scale, to the detriment of the middle. Although it’s something that we may have intuitively perceived in our day-to-day lives, a 2010 paper by David Autor of MIT confirms the trend:
“. . . the structure of job opportunities in the United States has sharply polarized over the past two decades, with expanding job opportunities in both high-skill, high-wage occupations and low-skill, low-wage occupations, coupled with contracting opportunities in middle-wage, middle-skill white-collar and blue-collar jobs.”
One of the reasons for this bipolarization of the job market is that most of the tasks in the middle market are based on well-known and well-documented procedures that can be easily automated by software (or simply offshored). This leaves, at the high end, jobs that require analytical and decision-making skills usually based on a solid education, and at the low end, “situational adaptability, visual and language recognition, and in-person interactions. . . . and little in the way of formal education.”
Can this happen to IT? As we are fast-forwarding to an industrial IT, we tend to replicate what other industries did before us, that is remove the person in the middle through automation and thus polarize the skill and wage opportunities at both ends of the scale.
Nokia’s announcement in London on Friday that Microsoft’s Windows Phone would be its primary smartphone platform for the future represents a dramatic shift in its smartphone strategy, one that it hopes will resurrect its once-dominant position in that market. And Microsoft hopes that adding the scale, reach, and technology of the global leader in mobile phone shipments will establish its platform as “the third ecosystem” alongside those of Apple and Google. Our clients can read Forrester’s take from a product strategy perspective here; here’s a summary:
Nokia’s choice is the least bad among its options. Nokia rightly distilled its choice to among three, the alternatives to Microsoft being to stick with the Symbian and MeeGo platforms that Nokia controls or to join the Android bandwagon. Symbian has proven itself noncompetitive with customers, operators, and developers; MeeGo, with one lone device in the market, is a nonentity. Google’s platform would have rendered Nokia a “me-too” competitor — albeit one with massive scale — having to play catch-up in an extremely fast-moving market. Microsoft’s platform offers Nokia the possibility to create products that will motivate consumers and operators to buy, and help convince developers to elevate Windows Mobile in their priority list.