HP seems to be on a tear, bouncing from litigation with one of its historically strongest partners to multiple CEOs in the last few years, continued layoffs, and a recent massive write-down of its EDS purchase. And, as we learned last week, the circus has not left town. The latest “oops” is an $8.8 billion write-down for its purchase of Autonomy, under the brief and ill-fated leadership of Léo Apotheker, combined with allegations of serious fraud on the part of Autonomy during the acquisition process.
The eventual outcome of this latest fiasco will be fun to watch, with many interesting sideshows along the way, including:
Whose fault is it? Can they blame it on Léo, or will it spill over onto Meg Whitman, who was on the board and approved it?
Was there really fraud involved?
If so, how did HP miss it? What about all the internal and external people involved in due diligence of this acquisition? I’ve been on the inside of attempted acquisitions at HP, and there were always many more people around with the power to say “no” than there were people who were trying to move the company forward with innovative acquisitions, and the most persistent and compulsive of the group were the various finance groups involved. It’s really hard to see how they could have missed a little $5 billion discrepancy in revenues, but that’s just my opinion — I was usually the one trying to get around the finance guys. :)
On Tuesday November 8, after more than a year of pre-announcement disclosures that eventually left very little to the imagination, Intel finally announced the Itanium 9500, formerly known as Poulson. Added to this was the big surprise of HP announcing a refresh of its current line of Integrity servers, from blades to the large Superdome servers, with the new Itanium 9500.
As noted in an earlier post, the Itanium 9500 offers considerable performance improvements over its predecessors, and instantiated in HP’s new Integrity line it is positioned as delivering between 2X and 3X the performance per socket as previous Itanium 9300 (Tukwilla) systems at approximately the same price. For those remaining committed to Itanium and its attendant OS platforms, notably HP-UX, this is unmitigated good news. The fly in the ointment (I have never seen a fly in any ointment, but it does sound gross), of course, is HP’s dispute with Oracle. Despite the initial judgment in HP’s favor, the trial is a) not over yet, and b) Oracle has already filed for an early appeal of the initial verdict, which would ordinarily have to wait until the second phase of the trial, scheduled for next year, to finish. The net takeaway is that Oracle’s future availability on Itanium and HP-UX is not yet assured, so we really cannot advise the large number of Oracle users who will require Oracle 12 and later versions to relax yet.
Well if you're going to make a dramatic about face from total dismissal of cloud computing, this is a relatively credible way to do it. Following up on its announcement of a serious cloud future at Oracle Open World 2011, the company delivered new cloud services with some credibility at this last week's show. It's a strategy with laser focus on selling to Oracle's own installed base and all guns aimed at Salesforce.com. While the promise from last year was a homegrown cloud strategy, most of this year's execution has been bought. The strategy is essentially to deliver enterprise-class applications and middleware any way you want it - on-premise, hosted and managed or true cloud. A quick look at where they are and how they got here:
Nathan Bedford Forrest, a Confederate general of despicable ideology and consummate tactics, spoke of “keepin up the skeer,” applying continued pressure to opponents to prevent them from regrouping and counterattacking. POWER7+, the most recent version of IBM’s POWER architecture, anticipated as a follow-up to the POWER7 for almost a year, was finally announced this week, and appears to be “keepin up the skeer” in terms of its competitive potential for IBM POWER-based systems. In short, it is a hot piece of technology that will keep existing IBM users happy and should help IBM maintain its impressive momentum in the Unix systems segment.
For the chip heads, the CPU is implemented in a 32 NM process, the same as Intel’s upcoming Poulson, and embodies some interesting evolutions in high-end chip design, including:
Use of DRAM instead of SRAM — IBM has pioneered the use of embedded DRAM (eDRAM) as embedded L3 cache instead of the more standard and faster SRAM. In exchange for the loss of speed, eDRAM requires fewer transistors and lower power, allowing IBM to pack a total of 80 MB (a lot) of shared L3 cache, far more than any other product has ever sported.
Every culture has its coming of age rituals — Confirmation, Bar Mitzvah, being hunted by tribal elders, surviving in the wilderness, driving at high speed while texting — all of which mark the progress from childhood to adulthood. In the high-tech world, one of the rituals marking the maturation of a company is the user group. When a company has a strategy it wants to communicate, a critical mass of customers, and prospects bright enough that it wants to highlight them rather than obscure them, it is time for a user group meeting.
This year, having passed a year since the acquisition of Novell by AttachMate and its subsequent instantiation as a standalone division, as well as being its 20th anniversary, SUSE had its first user group meeting. All in all, the portents were good, and SUSE got its core messages across to an audience of about 500 of its users as well as a cadre of the more sophisticated (IMHO) industry analysts.
Among My Key Takeaways:
SUSE is a stable company with rational management — With profitable revenues of over $200M and a publicly stated plan to hit $234 for the next fiscal year, SUSE is a reasonably sized company (technically a division of $1.3B Attachmate, but it looks and acts like an independent company), with growth rates that look to be a couple of points higher than its segment.
SUSE’s management has done an excellent job of focusing the company — SUSE, acknowledging its size disadvantage over competitor Red Hat, has chosen to focus heavily on enterprise Linux, publicly disavowing desktop and mobile device directions. SUSE’s claim is that their market share in the core enterprise segment is larger than their overall market share compared to Red Hat. This is a hard number to even begin to tweeze out, but it feels like a reasonable claim.
This week the California courts handed down a nice present for HP — a verdict confirming that Oracle was required to continue to deliver its software on HP’s Itanium-based Integrity servers. This was a major victory for HP, on the face of it giving them the prize they sought — continued availability of Oracle’s eponymous database on their high-end systems.
However, HP’s customers should not immediately assume that everything has returned to a “status quo ante.” Once Humpty Dumpty has fallen off the wall it is very difficult to put the pieces together again. As I see it, there are still three major elephants in the room that HP users must acknowledge before they make any decisions:
Oracle will appeal, and there is no guarantee of the outcome. The verdict could be upheld or it could be reversed. If it is upheld, then that represents a further delay in the start date from which Oracle will be measured for its compliance with the court ordered development. Oracle will also continue to press its counterclaims against HP, but those do not directly relate to the continued development or Oracle software on Itanium.
Itanium is still nearing the end of its road map. A reasonable interpretation of the road map tea leaves that have been exposed puts the final Itanium release at about 2015 unless Intel decides to artificially split Kittson into two separate releases. Integrity customers must take this into account as they buy into the architecture in the last few years of Itanium’s life, although HP can be depended on to offer high-quality support for a decade after the last Itanium CPU rolls off Intel’s fab lines. HP has declared its intention to produce Integrity-level x86 systems, but OS support intentions are currently stated as Linux and Windows, not HP-UX.
The long-rumored changing of the guard at VMware finally took place last week and with it came down a stubborn strategic stance that was a big client dis-satisfier. Out went the ex-Microsoft visionary who dreamed of delivering a new "cloud OS" that would replace Windows Server as the corporate standard and in came a pragmatic refocusing on infrastructure transformation that acknowledges the heterogeneous reality of today's data center.
Paul Maritz will move into a technology strategy role at EMC where he can focus on how the greater EMC company can raise its relevance with developers. Clearly, EMC needs developer influence and application-level expertise, and from a stronger, full-portfolio perspective. Here, his experience can be more greatly applied -- and we expect Paul to shine in this role. However, I wouldn't look to see him re-emerge as CEO of a new spin out of these assets. At heart, Paul is more a natural technologist and it's not clear all these assets would move out as one anyway.
If you wanted to see the full spectrum of cloud choices that are coming to market today you only have to look at these two efforts as they are starting to evolve. They represent the extremes. And ironically both held analyst events this week.
OpenStack is clearly an effort by a vendor (Rackspace) to launch a community to help advance technology and drive innovation around a framework that multiple vendors can use to bring myriad cloud services to market and deliver differentiated values. Whereas Oracle, who gave analysts a brief look inside its public cloud efforts this week, is taking a completely closed and self-built approach that looks to fulfill all cloud values from top to bottom.
On March 20, 2012, Oracle released its financial results for the quarter ending February 28, 2012, and Accenture did the same on March 22, 2012. Both had generally positive results, but with different implications for the software, hardware, and services markets of which they are a part. In short, we think the software and computer equipment market will do better in Q1 2012 than Oracle’s results suggest, while the IT services market will not do as well as Accenture did.
Oracle reported its results for the three months to February 29th yesterday, and it beat analysts’ expectations. Software license sales were up 15% from last quarter, and up 7% on last year’s Q3. The blogosphere’s “Oraclefreude” delight at its disappointing Q2 appears to have been premature. Enterprises’ insatiable demand for processing power and Oracle’s excellent products ensure a continuing demand for more "per core" license capacity of its flagship database products.
“Oracle is on track to deliver the highest operating margins in our history this year,” said Oracle President and CFO, Safra Catz, in the company’s press release. “Oracle can achieve these record margins as an integrated hardware and software company because we are focusing on high margin systems where hardware and software are engineered to work together.”
What does this mean for sourcing professionals considering Oracle deals in its important fourth quarter to May 31st?
Despite Oracle’s financial rebound, I’m still confident that sourcing professionals with leverage will be able to get better prices in the next three months than they’ve gotten before, provided they use that leverage wisely. Here are three reasons why: