A Reflection Of What I Learned At Cisco Live: Growing Up Isn't Easy

Andre Kindness

Even though CiscoLive was a month ago, I’m getting a lot of inquiry calls from clients asking me what I thought and what does Cisco’s megalaunch mean to them. I feel Cisco’s emerging out of their teenage years of taking things for granted and is getting down to business. But is it too late? I don’t think so, but Cisco has a lot of work ahead of them to win the hearts and minds of infrastructure and operations personnel. On some strong indicators that positive change is in action, I&O managers can hang their hats on Cisco in three areas:

  • Vision. If there is one attribute that customers can bank on, Cisco always delivers a vision and helps provide a road map for enterprises on what networking professionals should expect to see their networks support. In general, their visions provide a guide light on value beyond the sea of commodity issues: price, features, and speed.
  • Operations. Cisco’s drive toward consolidating its own operations and dissolving technology silos into services is in alignment with what enterprises need to do and where technology solutions must evolve. Cisco is blending teams into five areas: 1) core routing/switching innovation and optimization; 2) collaboration solutions ; 3) virtualization (including data center and cloud) technologies; 4) video as a primary communication medium and IT task; and 5) architecture — defining and delivering IT architecture for businesses and service providers. I&O managers can expect to see much more integrated and simplified solutions. This should help enterprises reduce the overhead associated with long deployment times and expensive services built on complicated solutions.
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A Rift At The High-End For Server Requirements?

Richard Fichera

We have been repeatedly reminded that the requirements of hyper-scale cloud properties are different from those of the mainstream enterprise, but I am now beginning to suspect that the top strata of the traditional enterprise may be leaning in the same direction. This suspicion has been triggered by the combination of a recent day in NY visiting I&O groups in a handful of very large companies and a number of unrelated client interactions.

The pattern that I see developing is one of “haves” versus “have nots” in terms of their ability to execute on their technology vision with internal resources. The “haves” are the traditional large sophisticated corporations, with a high concentration in financial services. They have sophisticated IT groups, are capable fo writing extremely complex systems management and operations software, and typically own and manage 10,000 servers or more. The have nots are the ones with more modest skills and abilities, who may own 1000s of servers, but tend to be less advanced than the core FSI companies in terms of their ability to integrate and optimize their infrastructure.

The divergence in requirements comes from what they expect and want from their primary system vendors. The have nots are companies who understand their limitations and are looking for help form their vendors in the form of converged infrastructures, new virtualization management tools, and deeper integration of management software to automate operational tasks, These are people who buy HP c-Class, Cisco UCS, for example, and then add vendor-supplied and ISV management and automation tools on top of them in an attempt to control complexity and costs. They are willing to accept deeper vendor lock-in in exchange for the benefits of the advanced capabilities.

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What Does Google's Acquisition Of Motorola Mobility Mean To I&O Professionals?

Christian Kane

Google sent shock waves through the mobile world this morning as it announced a planned acquisition of Motorola Mobility for $12.5 billion in cash. The initial commentary has largely focused around Motorola’s patent portfolio, how this will affect the other Android manufacturers, and what Google will do with the rest of Moto’s hardware business which my colleague John McCarthy summed up nicely in his blog post.

So what kind of an impact does this have on infrastructure and operations (I&O) professionals? For the most part, not much of one.  I&O professionals are working to make their organizations platform-agnostic by deploying mobile device management (MDM) solutions. For them, Android is only one in an increasingly crowded space of platforms including iOS, Blackberry, and Windows 7 Mobile. 

Still, there is one interesting implication in this deal that I&O pros should take note of — Google gets 3LM. Back in February Motorola Mobility acquired 3LM, a startup including former Google employees who worked on Android, which specializes in enterprise security and management software. Rumors had already been flying that some of the 3LM functionality like storage encryption and anti-malware would be included in the next version of Android (Ice Cream Sandwich). With 3LM now a part of Google, firms might finally management and security capabilities I&O and security pros have been asking for in Android.

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Hyper-V Matures As An Enterprise Platform

Richard Fichera

A project I’m working on for an approximately half-billion dollar company in the health care industry has forced me to revisit Hyper-V versus VMware after a long period of inattention on my part, and it has become apparent that Hyper-V has made significant progress as a viable platform for at least medium enterprises. My key takeaways include:

  • Hyper-V has come a long way and is now a viable competitor in Microsoft environments up through mid-size enterprise as long as their DR/HA requirements are not too stringent and as long as they are willing to use Microsoft’s Systems Center, Server Management Suite and Performance Resource Optimization as well as other vendor specific pieces of software as part of their management environment.
  • Hyper-V still has limitations in VM memory size, total physical system memory size and number of cores per VM compared to VMware, and VMware boasts more flexible memory management and I/O options, but these differences are less significant that they were two years ago.
  • For large enterprises and for complete integrated management, particularly storage, HA, DR and automated workload migration, and for what appears to be close to 100% coverage of workload sizes, VMware is still king of the barnyard. VMware also boasts an incredibly rich partner ecosystem.
  • For cloud, Microsoft has a plausible story but it is completely wrapped around Azure.
  • While I have not had the time (or the inclination, if I was being totally honest) to develop a very granular comparison, VMware’s recent changes to its legacy licensing structure (and subsequent changes to the new pricing structure) does look like license cost remains an attraction for Microsoft Hyper-V, especially if the enterprise is using Windows Server Enterprise Edition. 
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Catching Up With SUSE -- The Attachmate Group Clarifies Branding And Role For SUSE

Richard Fichera

I recently had an opportunity to spend some time with SUSE management, including President and General Manager Nils Brauckmann, and came away with what I think is a reasonably clear picture of The Attachmate Group’s (TAG) intentions and of SUSE’s overall condition these days. Overall, impressions were positive, with some key takeaways:

  • TAG has clarified its intentions regarding SUSE. TAG has organized its computer holdings as four independent business units, Novell, NetIQ, Attachmate and SUSE, each one with its own independent sales, development, marketing, etc. resources. The advantages and disadvantages of this approach are pretty straightforward, with the lack of opportunity to share resources aiming the business units for R&D and marketing/sales being balanced off by crystal clear accountability and the attendant focus it brings. SUSE management agrees that it has undercommunicated in the past, and says that now that the corporate structure has been nailed down it will be very aggressive in communicating its new structure and goals.
  • SUSE’s market presence has shifted to a more balanced posture. Over the last several years SUSE has shifted to a somewhat less European-centric focus, with 50% of revenues coming from North America, less than 50% from EMEA, and claims to be the No. 1 Linux vendor in China, where it has expanded its development staffing. SUSE claims to have gained market share overall, laying claim to approximately 30% of WW Linux market share by revenue.
  • Focus on enterprise and cloud. Given its modest revenues of under $200 million, SUSE realizes that it cannot be all things to all people, and states that it will be focusing heavily on enterprise business servers and cloud technology, with less emphasis on desktops and projects that do not have strong financial returns, such as its investment in Mono, which it has partnered with Xamarin to continue development,.
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GPU Case Study Highlights Financial Application Acceleration

Richard Fichera

NVIDIA recently shared a case study involving risk calculations at a JP Morgan Chase that I think is significant for the extreme levels of acceleration gained by integrating GPUs with conventional CPUs, and also as an illustration of a mainstream financial application of GPU technology.

JP Morgan Chase’s Equity Derivatives Group began evaluating GPUs as computational accelerators in 2009, and now runs over half of their risk calculations on hybrid systems containing x86 CPUs and NVIDIA Tesla GPUs, and claims a 40x improvement in calculation times combined with a 75% cost savings. The cost savings appear to be derived from a combination of lower capital costs to deliver an equivalent throughput of calculations along with improved energy efficiency per calculation.

Implicit in the speedup of 40x, from multiple hours to several minutes, is the implication that these calculations can become part of a near real-time business-critical analysis process instead of an overnight or daily batch process. Given the intensely competitive nature of derivatives trading, it is highly likely that JPMC will enhance their use of GPUs as traders demand an ever increasing number of these calculations. And of course, their competition has been using the same technology as well, based on numerous conversations I have had with Wall Street infrastructure architects over the past year.

My net take on this is that we will see a succession of similar announcements as GPUs become a fully mainstream acceleration technology as opposed to an experimental fringe. If you are an I&O professional whose users are demanding extreme computational performance on a constrained space, power and capital budget, you owe it to yourself and your company to evaluate the newest accelerator technology. Your competitors are almost certainly doing so.

How Are You Reacting When New, Disruptive Products Come Out?

JP Gownder

We talk to product strategists in a wide variety of industries. Regardless of the vertical industry of their companies, they tell us that the release of new, disruptive products -- like Apple's iPad -- changes their relationships with their customers. Oftentimes, nearly overnight.

Whether their product comes in the form of “bits” (content, like media, software, or games) or “atoms” (physical products, like shoes, consumer packaged goods, or hardware), consumer product strategists must navigate a world filled with a dizzying array of new devices (like mobile phones, tablet computers, connected TVs, game consoles, eBook readers, and of course PCs). We call this proliferation of devices the Splinternet, a world in which consumers access the digital world across a diverse and growing number of hardware and platforms. And product strategists have to react by developing new apps, by crafting digital product experiences, and by rethinking their product marketing.

Delivering digital products across the Splinternet isn’t easy: It requires understanding -- and acting upon -- an ever-changing landscape of consumer preferences and behaviors. It also requires reapportioning scarce resources -- for example, from web development to iPad or Android development. Yet product strategists who fail to contend with newly disruptive devices (like the iPad or Xbox Kinect) will find themselves in danger of being left behind -- no matter what industry they’re in.

We'd like to invite product strategists to take our super-quick, two-minute survey to help us better understand how you are reacting to disruptions caused by the Splinternet: 

UPDATED: THE SURVEY IS NOW CLOSED

Thank you!

The Future Of The Service Desk Requires A "Customer-Savvy" Approach

John Rakowski

Hi,

Last week I took part in a podcast focusing on the "Future of the Service Desk." Unsurprisingly, this is a hot topic at Forrester for the I&O role. The standard equation for measuring service desk performance is simply the highest possible quality or customer service over the lowest possible cost. While simple on paper, the challenge to try and achieve this equilibrium is a complex conundrum for many service desk managers.

Developments such as the "consumerization" of IT further compound this issue. Service desk professionals now operate in a business environment in which their end users or customers are "tech savvy." This leads to a potential conflict spark point where IT customers believe that they have more IT know-how than the service desk. In some cases, this could well be true and it would be dangerous to dismiss these customers and their knowledge. So what is the answer? Well, on the podcast I explained that the service desk and IT as a whole has to focus on becoming "customer savvy" to embrace these pressures.

So what does customer savvy mean?

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Recent Benchmarks Reinforce Scalability Of x86 Servers

Richard Fichera

Over the past months server vendors have been announcing benchmark results for systems incorporating Intel’s high-end x86 CPU, the E7, with HP trumping all existing benchmarks with their recently announced numbers (although, as noted in x86 Servers Hit The High Notes, the results are clustered within a few percent each other). HP recently announced new performance numbers for their ProLiant DL980, their high-end 8-socket x86 server using the newest Intel E7 processors. With up to 10 cores, these new processors can bring up to 80 cores to bear on large problems such as database, ERP and other enterprise applications.

The performance results on the SAP SD 2-Tier benchmark, for example, at 25160 SD users, show a performance improvement of 35% over the previous high-water mark of 18635. The results seem to scale almost exactly with the product of core count x clock speed, indicating that both the system hardware and the supporting OS, in this case Windows Server 2008, are not at their scalability limits. This gives us confidence that subsequent spins of the CPU will in turn yield further performance increases before hitting system of OS limitations. Results from other benchmarks show similar patterns as well.

Key takeaways for I&O professionals include:

  • Expect to see at least 25% to 35% throughput improvements in many workloads with systems based on the latest the high-performance PCUs from Intel. In situations where data center space and cooling resources are constrained this can be a significant boost for a same-footprint upgrade of a high-end system.
  • For Unix to Linux migrations, target platform scalability continues become less of an issue.

First Sign Of A Cloud Bubble Ready To Pop - An ETF

James Staten

On July 5th, First Trust launched an exchange traded fund (ETF) designed to help investors capitalize on the growing market for cloud computing. I'd be excited about this sign of maturity for the market if the fund let you invest in the companies that are truly driving cloud computing, but most of them aren't publicly traded. Now don't get me wrong, there are clearly some cloud leaders in the ISE Cloud Index, such as Amazon, saleforce.com and Netflix, but many of the stocks in this fund are traditional infrastructure players who get a fraction (at most) of their revenues from cloud computing, such as Polycom, Teradata and Iron Mountain. The fund is a mix of cloud leaders, arms dealers and companies who are directionally heading toward the cloud - dare I say "cloudwashing" their traditional revenue streams. 

The bigger question, though, is should anyone invest in this fund? Ignore the name and why not. Many of these stocks are market leaders in their respective areas, so if you are looking for a good technology fund, this is probably as good as any. 

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