The ever-dependable Barb Darrow at Fortune reported late last week that the OpenStack Innovation Center (OSIC) is to shut down. Cue wailing, gnashing of teeth, and portents of doom. But this may not be quite so bad as it appears, because the OpenStack Innovation Center isn’t nearly so critical to the open source cloud computing project as its name might imply.
You see, the OpenStack Innovation Center isn’t an initiative of the OpenStack Foundation. Despite the name, it was only a joint initiative of two contributors to the OpenStack project - Intel and (OpenStack co-founder) Rackspace. They set up some clusters, for developers to test code. And they did some work to make OpenStack more enterprise-ready. Both efforts were useful, for sure. But both of these things were already happening in plenty of other places.
To call this useful but far-from-unique contribution the OpenStack Innovation Center seemed - to me - unwise. It almost - to me - smacked of hubris. It was a bit silly. It was another example of marketing spin far exceeding any discernible reality on the ground.
Now? It seems an own-goal that the Foundation and its backers might so easily have side-stepped.
I recently attended an event at which Bosch and SAP announced a major partnership to more closely align their respective cloud and software expertise around the industrial internet of things. This partnership underlines the fact that SAP and Bosch are prepared to significantly transform their respective business models to generate new value for their customers. The SAP and Bosch partnership focuses on two main items:
SAP will add SAP Hana database to Bosch IoT Cloud. Bosch customers will be able to access SAP Hana in the Bosch IoT Cloud with the goal of processing large quantities of data in near-real time. This makes it easier for Bosch’s customers to run analytics of IoT sensor data in the SAP Hana environment.
Bosch will make its IoT microservices available to SAP on SAP Hana Cloud Platform. This move will facilitate the safe connection of different devices and components, including vehicles, manufacturing machinery, and smart tools, with open platforms. Customers will benefit from a broad range of emerging services to support their business processes.
(Austin. Source: Paul Miller)
My very first report for Forrester, last summer, explored the ways in which the open source OpenStack cloud project has grown up. Once a science project for those interested in exploring the technologies or celebrating open source, OpenStack now runs key enterprise workloads for the likes of AT&T, BMW, Best Buy, and Volkswagen. They are choosing OpenStack because it gets the job done, not because they have some affinity for it, its community, its components, or its philosophy.
Last week, OpenStack returned to the scene of the very first community Summit - Austin - for an event that drew over 7,500 attendees from around the world.
There was little to wow, there was little that was truly new, there was little that deserved a headline. But there was a lot that demonstrated the steady, difficult, important slog to improve, to harden, to simplify. OpenStack continues to grow up.
The myth that open source software is exclusively written by and for lonely — rather odd — individual geeks remains remarkably prevalent. And yet it’s a myth that is almost entirely wrong.
Many of the world’s best-known technology firms make sizeable investments of time and money in open source projects: guiding their strategy, contributing code and expertise, and baking the results deeply into their commercial offerings. Some, like Facebook or Google or IBM, might be names you’d not be too surprised by. Others, like Microsoft or Oracle, are still unfairly associated with an earlier age, in which Linux was branded “a cancer,” and proprietary power ruled.
Many of the world’s biggest brands depend upon open source projects: using them directly, and buying commercial solutions that are themselves dependent upon open source underpinnings.
Red Hat built a $2 billion company on the back of open source software, and the likes of Hortonworks are keen to repeat that feat.
Again and again, we encounter executives who do not grasp how much their organisation already depends on open source. More importantly, they do not see the key role that open source technologies and thinking will play in enabling their efforts to transform into a customer-obsessed business that really can win, serve, and retain customers.
Most enterprises aren't fully exploiting real-time streaming data that flows from IoT devices and mobile, web, and enterprise apps. Streaming analytics is essential for real-time insights and bringing real-time context to apps. Don't dismiss streaming analytics as a form of "traditional analytics" use for postmortem analysis. Far from it — streaming analytics analyzes data right now, when it can be analyzed and put to good use to make applications of all kinds (including IoT) contextual and smarter. Forrester defines streaming analytics as:
Software that can filter, aggregate, enrich, and analyze a high throughput of data from multiple, disparate live data sources and in any data format to identify simple and complex patterns to provide applications with context to detect opportune situations, automate immediate actions, and dynamically adapt.
Forrester Wave™: Big Data Streaming Analytics, Q1 2016
To help enterprises understand what commercial and open source options are available, Rowan Curran and I evaluated 15 streaming analytics vendors using Forrester's Wave methodology. Forrester clients can read the full report to understand the market category and see the detailed criteria, scores, and ranking of the vendors. Here is a summary of the 15 vendors solutions we evaluated listed in alphabetical order:
Not very long ago, it would have been almost inconceivable to consider a new large-scale data analysis project in which the open source Apache Hadoop did not play a pivotal role.
Every Hadoop blog post needs a picture of an elephant. (Source: Paul Miller)
Then, as so often happens, the gushing enthusiasm became more nuanced. Hadoop, some began (wrongly) to mutter, was "just about MapReduce." Hadoop, others (not always correctly) suggested, was "slow."
Then newer tools came along. Hadoop, a growing cacophony (innacurately) trumpeted, was "not as good as Spark."
But, in the real world, Hadoop continues to be great at what it's good at. It's just not good at everything people tried throwing in its direction. We really shouldn't be surprised by this. And yet, it seems, so many of us are.
For CIOs asked to drive new programmes of work in which big data plays a part (and few are not), the competing claims in this space are both unhelpful and confusing. Hadoop and Spark are not, despite some suggestions, directly equivalent. In many cases, asking "Hadoop or Spark" is simply the wrong question.
I was in Tokyo last week, for the latest OpenStack Summit. Over 5,000 people joined me from around the world, to discuss this open source cloud project's latest - Liberty - release, to lay the groundwork for next year's Mitaka release, and to highlight stories of successful adoption.
Tokyo's Hamarikyu Gardens combine old with new (Source: Paul Miller)
And, unlike many events, this wasn't a hermetically sealed bubble of blandly anodyne mid-Atlantic content, served up to the same globe-trotting audience in characterless rooms that could so easily have been in London, Frankfurt, or Chicago. Instead, we heard from local implementers of OpenStack like Fujitsu, Yahoo! Japan, and - from just across the water - SK Telecom and Huawei.
In keynotes, case studies, and deep-dive technical sessions, attendees learned what worked, debated where to go next, and considered the project's complicated relationship to containers, software-defined networks, the giants of the public cloud, and more.
There's never been a question on the advantages of open source software. Crowdsourcing, vendor independence, ability to see and in some cases control the source code, and lower costs are just a few benefits of open source software (OSS) and business model. Linux and Apache Hadoop are prime examples of successful OSS projects. It's a different story, however, when it comes to OSS BI. For years, OSS BI vendors struggled with growth because of:
The developer-centric nature of open source projects. The target audience for open source projects is developers, which means deals are mostly sealed by technology management. The industry, on the other hand, has gravitated toward business decision-makers within organizations over the last several years. However, business users are less interested in the opportunities that a collaborative open source community offers, and more concerned about ease of use and quick setup. Indeed, Forrester's research constantly finds evidence correlating business ownership as one of the key success factors for effective BI initiatives.
Several events over the past few months in China will affect both the IT procurement strategy of Chinese organizations and the market position and development of local and foreign IT vendors, including:
A government-led push away from foreign IT vendors. Amid security concerns, the Chinese government has issued policies to discourage the use of technology from foreign IT vendors. As a result, many IT and business decision-makers at state-owned enterprises (SOEs) and government agencies have put their IT infrastructure plans — most of which involved products and solutions from foreign IT vendors — on hold. They’ve also begun to consider replacing some of their existing technology, such as servers and storage, with equivalents from domestic vendors. This is significant given that government agencies and SOEs are the key IT spenders in China.
A trend to get rid of IBM, Oracle, and EMC. Alibaba was an early mover, replacing its IBM Unix servers, Oracle databases, and EMC storage with x86 servers, open source databases like MySQL and MongoDB, and PCIe flash storage. This has evolved into replacing these foreign products and solutions with ones from local Chinese vendors. For example, Inspur launched the I2I project to stimulate customers to drop IBM Unix servers in favor of Inspur Linux servers to support business development. The Postal Savings Bank of China, China Construction Bank, and many city commercial banks have started deploying Inspur servers in their data centers. However, this only affects the x86 server and storage product market: While domestic vendors can provide x86 servers and storage, they still have no databases to replace Oracle’s.
Since Tibco acquired Jaspersoft on April 28th, 2014, I keep being asked the question: “Will this deal change the BI and analytics landscape?” (If you missed the announcement, here’s the press release.)
The short answer is: it could. The longer answer goes something like this: Jaspersoft and Tibco Spotfire complement each other nicely; Jaspersoft brings ETL and embedded BI to the table, whereas Spotfire has superior data analysis, discovery, and visualization capabilities. Jaspersoft’s open source business model provides Tibco with a different path to market, and Jaspersoft can benefit from Tibco’s corporate relationships and sales infrastructure. And with its utility-based cloud service, Jaspersoft also adds another option to Spotfire’s SaaS BI offering.
But that’s only the narrow view: once you take into consideration Tibco’s history (the hint’s in the name - “The Information Bus Company”) and the more recent string of acquisitions, a much larger potential story emerges. Starting with Spotfire in 2007, Tibco has assembled a powerful set of capabilities, including (but not limited to) analytics, data management, event processing, and related technologies such as customer loyalty management and mapping. If Tibco manages to leverage all of its assets in a way that provides enterprises with a flexible and agile integrated platform that helps them turn their data into actionable information, it will be a powerful new force that has the potential of changing enterprise BI platforms market.
To get there, Tibco has a number of challenges to address. On a tactical basis, it’s all about making the Jaspersoft acquisition work:
Retaining the talent
Making it easy for clients and prospects to engage with both companies