Amazon Web Services (AWS) held its first global customer and partner conference, re:Invent, in late November in Las Vegas, attracting approximately 6,000 attendees. While aimed squarely at developers, AWS highlighted two key themes that will appeal directly to enterprise IT decision-makers:
Continued global expansion. AWS cites customers in 190 countries, but the company is clearly pushing for greater penetration into enterprise accounts via aggressive global expansion. AWS now has nine regions (each of which has at least one data center), including three in Asia Pacific: Tokyo, Singapore, and Sydney.
An expanded services footprint within customer accounts. The major announcement at re:Invent was a limited preview of a new data warehouse (DW) service called Amazon Redshift — a fully managed, cloud-based, petabyte-scale DW. As my colleague Stefan Ried tweeted during the event, with a limit of 1.6 petabytes, this is not just for testing and development — this is a serious production warehouse.
Forrester cloud computing expert James Staten recently published 10 Cloud Predictions For 2013 with contributions from nine other analysts, including myself. The prediction that is near and dear to my heart is #10: "Developers will awaken to: development isn't all that different in the cloud," That's right, it ain't different. Not much anyway. Sure. It can be single-click-easy to provision infrastructure, spin up an application platform stack, and deploy your code. Cloud is great for developers. And Forrester's cloud developer survey shows that the majority of programming languages, frameworks, and development methodologies used for enterprise application development are also used in the cloud.
Forget Programming Language Charlatans
Forget the vendors and programming language charlatans that want you to think the cloud development is different. You already have the skills and design sensibility to make it work. In some cases, you may have to learn some new APIs just like you have had to for years. As James aptly points out in the post: "What's different isn't the coding but the services orientation and the need to configure the application to provide its own availability and performance. And, frankly this isn't all that new either. Developers had to worry about these aspects with websites since 2000." The best cloud vendors make your life easier, not different.
It looks that EMC has finally admitted it needs a better approach for courting developers and is doing something significant to fix this. No longer will key assets like Greenplum, Pivotal, or Spring flounder in a corporate culture dominated by infrastructure thinking and selling.
After months of rumors about a possible spin-out going unaddressed, EMC pulled the trigger today, asking Terry Anderson, its VP of Corporate Communications, to put out an official acknowledgement on one of it its blogs (a stealthy, investor-relations-centric move) of its plans to aggregate its cloud and big data assets and give them concentrated focus. It didn't officially announce a spin out or even the creation of a new division. Nor did it clearly identify the role former VMware CEO Paul Maritz will play in this new gathering. But it did clarify what assets would be pushed into this new group:
So what does VMware and EMC’s announcement of the new Pivotal Initiative mean for I&O leaders? Put simply, it means the leading virtualization vendor is staying focused on the data center — and that’s good news. As many wise men have said, the best strategy comes from knowing what NOT to do. In this case, that means NOT shifting focus too fast and too far afield to the cloud.
I think this is a great move, and makes all kinds of sense to protect VMware’s relationship with its core buyer, maintain focus on the datacenter, and lay the foundation for the vendor’s software-defined data center strategy. This move helps to end the cloud-washing that’s confused customers for years: There’s a lot of work left to do to virtualize the entire data center stack, from compute to storage and network and apps, and the easy apps, by now, have mostly been virtualized. The remaining workloads enterprises seek to virtualize are much harder: They don’t naturally benefit from consolidation savings, they are highly performance sensitive, and they are much more complex.
As the end of 2012 approaches there is one clear takeaway about the cloud computing market — enterprise use has arrived. Cloud use is no longer solely hiding in the shadows, IT departments are no longer denying it’s happening in their company, and legitimate budgeting around cloud is now taking place. According to the latest Forrsights surveys nearly half of all enterprises in North America and Europe will set aside budget for private cloud investments in 2013 and nearly as many software development managers are planning to deploy applications to the cloud.
So what does that mean for the coming year? In short, cloud use in 2013 will get real. We can stop speculating, hopefully stop cloudwashing, and get down to the real business of incorporating cloud services and platforms into our formal IT portfolios. As we get real about cloud, we will institute some substantial changes in our cultures and approaches to cloud investments. We asked all the contributors to the Forrester cloud playbook to weigh in with their cloud predictions for the coming year, then voted for the top ten. Here is what we expect to happen when enterprise gets real about cloud in 2013:
The year 2012 brought a significant amount of growth in enterprise use of cloud services but did it fulfill our expectations? With just five weeks left in the year, it’s time to reflect on our predictions for this market in 2012. Back in November 2011 we said that the cloud market was entering a period of rebellion, defiance, exploration, and growth, not unlike the awkward teenage years of a person’s life. The market certainly showed signs of teen-like behavior in 2012, but many of the changes we foresaw, it appears, will take several years to play out.
It's now my pleasure to share the definition on my public blog above. You'll see that the real-time sharing is an interesting characteristic of the Business Network concept. Actually, cloud computing and the further development of multitenancy architectures into a "collaborative tenancy" are an important enabler for Business Networks. Traditional B2B vendors, middleware vendors, and PaaS vendors are eager to get a share in the emerging world of cloud enterprise collaboration.
But, the first step is with the CIOs: They have to identify these business scenarios where a trust-relationship-model can save manual effort or stimulate totally new business models. This helps CIOs finally deliver the vision of Business Technology, which innovates their companies' core business and not just the way they run IT.
I’ve been writing about platform-as-a-service (PaaS) since the beginning of 2009, and we published our first Forrester Wave™ on the PaaS market about 18 months ago. While the lines between IaaS, PaaS, and SaaS are blurring in the minds of some end users and developers, delivering PaaS requires a lot more intellectual property on the part of the cloud provider. IaaS is “just” the offering of an industrialized infrastructure service — but full PaaS service turns the cloud provider basically into a real software vendor or VAR of a decent stack of software platform components.
The market has undergone amazing changes since 2009 and the market landscape has been shaken up considerably since the last Forrester Wave. Why? A number of vendors have joined the crowd from three different directions:
IaaS cloud providers such as Amazon are moving up the stack to PaaS. From advanced database, messaging, and parallel processing to identity management and federation services, Amazon is arming itself with a myriad of value-added PaaS services to combat margin pressure in the commoditizing pure infrastructure space. Other IaaS providers are about to follow, most by OEMing PaaS stacks like those from Cordys or LongJump, or some other PaaS stack that is available to third-party infrastructure provider models.
Fujitsu’s annual Fujitsu Forum attracted about 13.000 in Tokyo and even about 10.000 people over the last two days in Munich. Fujitsu’s strength is still the competitive hardware portfolio in the class of IBM and HP. And similar to HP, Fujitsu used to have a narrow and focused software portfolio, which offered value very close to their hardware. The FlexFrame infrastructure management product is a traditional example of this strategy. But, before we go into FlexFrame, I have to attest that Fujitsu’s software portfolio has become richer and broader:
This year’s Fujitsu Forum showed major traction for the Fujitsu Cloudstore. An ecosystem approach enables software vendors to offer SaaS application in the SMB space in Germany. The concept is now rolling out to other countries and even to the US. Fujitsu’s Cloudstore also holds Fujitsu’s own CRM solutions, which are based on an early branch of Sugar CRM and now further developed by Fujitsu.
A personal cloud approach, still very close to all flavors of personal hardware from Fujitsu, but well supported by multiple software tools and scenarios.
Fujitsu Eco Track, an energy/carbon management and compliance reporting application – delivered exclusively next quarter as a Fujitsu-developed SaaS application.
Axway just announced it will acquire the security specialist Vordel; and you might ask, does this make sense at all?
I do believe it does!
Actually, I was personally evaluating security vendors as an acquisition target for middleware vendors and B2B integration companies a number of times over the last five years as a Forrester analyst (and before).
The need to modernize security around integration scenarios becomes more important than ever:
Traditional B2B integration over private networks is more and more replaced with B2B connectivity and cloud-based integration over the Internet.
Traditional rigid EDI gateways still exist and handle huge volumes, but many new applications are developed in the cloud and access synchronous REST or SOAP APIs for immediate customer and partner engagement.
Large enterprises have heterogeneous integration strategies to meet different characteristics of integration. See my recent blog for an overview.