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.
B2B communication, with its original form of EDI messages, is the oldest and unfortunately the least flexible form of integration between systems and different enterprises. Many enterprises run B2B gateways on-premises or have managed service contracts for “their instance of their B2B Hub.”
I’ve received over the past months an increasing number of inquiries from Forrester clients asking for the future of this approach and the market trend. This is what I usually explain:
Your future cloud/legacy integration should cover your business partner and your SaaS applications. Cloud computing is disrupting the integration space! Why? Traditionally, you had two very distinguished integration scenarios. Either, it was about the integration between multiple systems within your enterprise — middleware software, with product categories like EAI, ESB, CIS, and BPM, was the matching solution, as all systems have been on premises in the past. Or, it was about the integration with your business partners — the well-established B2B/EDI gateways and managed services were the matching solution over the Internet (or VANs). However, cloud computing disrupted the space already: Suddenly parts of your business unit’s applications are in the cloud on packaged SaaS applications, and they needed to be integrated with your on-premises legacy. Or, you and your business partners even use the same SaaS applications, and B2B traffic is as simple as moving data from one tenant to the other tenant on the same cloud platform. To face this trend of an increasing variety of integration, a good cloud integration strategy should look at synergies between the cloud/legacy integration scenarios with your business partners and the SaaS tenants of your own enterprise holistically!
In the Business Apps Casino, change is afoot. For a long time, one table – software-as-a-service ERP – attracted a limited number of players and fans. However, over the past 12 months, an increasing number of ERP vendors have lined up to place sizeable SaaS bets, while more potential customers are paying close attention to the gambles those vendors are making.
In Forrester ERP inquiries, it’s now the norm for clients to ask us about SaaS ERP. In fact, it’s unusual to field a call where SaaS isn’t mentioned. Firms may be actively considering a future change in deployment model or simply wanting to kick the tires on SaaS ERP adoption, pros and cons, and comparisons with on-premises ERP. They also seek more information about SaaS ERP market players and likely future entrants. In general, what’s changed since a year ago is that companies want to include SaaS ERP options in their assessments.
Each ERP vendor’s SaaS bet differs somewhat from those of its peers, determined both by the type of customers it’s aiming at and architectural concerns. However, there are some shared themes:
Repurposing existing apps. Some ERP vendors began their SaaS endeavors with apps targeted at small and midsize businesses. They’re now working to deepen the functionality of those apps to appeal to a broader, more enterprise audience. There are two key approaches: 1) expand the scope of an existing SMB product and aim it up market; or 2) carve off functionality from a SaaS midmarket apps suite (while retaining that suite) and create a new enterprise app.
In typical Microsoft fashion, they don't catch a new trend right with the first iteration but they keep at it and eventually strike the right tone and in more cases than not, get good enough. And often good enough wins. That seems the be the pattern playing out with Windows Azure, its cloud platform.
As developers, we often ask for more resources from the infrastructure & operations (I&O) teams than we really need so we don't have to go back later and ask for more - too painful and time consuming. We also often don't know how many resources our code might need, so we might as well take as much as we can get. But do we ever give it back when we learn it is more than we need?
On the other hand, I&O often isn't any better. The first rule we learned about capacity planning was that it's more expensive to underestimate resource needs and be wrong than to overestimate, and we always seem to consume more resources eventually.
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.
When getting introduced to a new subject or new people, we sometimes play a game called "two truths and a lie." The basics of the game are simple: Anyone introducing a subject - or themselves - states two truths and one lie. The audience then has to identify what the lie is.
Below, you will find three bullets related to our future of software development research. Two are truths as identified by our research, one is a lie:
Software's fueling today's disruption, becoming embedded in everything to make technology useful, usable, and desirable.
Software development expertise will increasingly be centered on Java, .NET, and proprietary development and application platforms.
The U.S. Bureau of Labor Statistics projects software-development-related roles and jobs to increase at double the national average through 2020.
Based on the very high interest in this blog and its cloud predictions we are planning to host a Forrester Teleconference entiteled "2012 — The Year The Cloud Matures: A Deeper Dive Into 10 Cloud Predictions For The Upcoming Year" on February 28th, 1-2pm EST/6-7pm UK time, where we will highlight and go through the 10 below predictions one by one. For more details and registration please follow the link to the: teleconference web page.
1. Multicloud becomes the norm
As companies quickly adopt a variety of cloud resources, they’ll increasingly have to address working with several different cloud solutions, often from different providers. By the end of 2012, cloud customers will already be using more than 10 different cloud apps on average. Cloud orchestration will become a big topic and an opportunity for service providers.
2. The Wild West of cloud procurement is over
While 2011 still witnessed different stakeholders within a company brokering (sometimes unsanctioned by IT) a lot of cloud deals, most companies will have established their formal cloud strategy by the end 2012, including the business models between IT and lines of business for their own, private cloud resources.
Some Reflections On The Deal For Competitors, Partners, and Customers
On December 3, SAP announced the acquisition of SuccessFactors, a leading vendor for human capital management (HCM) cloud solutions. SAP will pay $3.5 billion (a 52% premium over the Dec 2 closing price) out of its full battle chest and take a $1 billion loan. SuccessFactors brings about 1,500 employees, more than 3,500 customers, and about 15 million users to the table. In 2010, the company reported revenues of $206 million and a net loss of $12.5 million. A price of $3.5 billion is certainly a big premium, but the acquisition catapults SAP into the ranks of leading software-as-a-service (SaaS) solution providers — a business that will grow from $21.3 billion in 2011 to $78.4 billion by 2015 (for more information, check out our report “Sizing The Cloud”). The deal will certainly help SAP to achieve its 2015 target of $20 billion revenue and 1 billion users as it mainly targets the 500,000 employees that SAP’s already existing customers have. The deal is expected to close in Q1 next year. However, because most of the stocks are widely spread, stakeholders might hold back for now, waiting for possible counter bids from competition.