My report on the cloud ALM tool Codenvy is up, for 451 Research clients. You can also sign up for a trial if you want to take a peek behind the paywall.
Here’s the 451 take:
The idea of a Web-based IDE comes into vogue almost predictably every three to four years, just like all-meat diets. This space is usually plagued with developers scoffing at the idea of coding in a browser, figuring that lag time and other performance problems will ruin their typing. Codenvy is positioning itself as more than just an in-browser IDE, having built its offering as more of an ALM back end that could theoretically be used through any front end. This approach to automating the everyday announcements of a developer’s life, like switching between different projects, standing up different versions of an application to debug, and maintaining the virtual labs needed to run and test the applications being built, makes Codenvy interesting beyond the in-browser IDE du jour play. With 100,000 users and an initial round of funding, Codenvy has a respectable amount of momentum. We’re curious to see how the company expands into ALM and devops services, where there’s much white space to fill out, especially for enterprise customers.
CEO Tyler Jewell’s interview on the DevOpsCafe is excellent as well if you want to check out more about Codenvy.
Codenvy delivers a code- and build-developer experience through the browser (451 Report)
Mike Olson of Cloudera on the Intel relationship:
It genuinely is true that the important story here is the commercial relationship we’ve crafted with Intel. We go to market together, and that’s fantastic for us both—we reach many more customers directly and through our partners. We build better software that takes advantage of Intel silicon innovations, and get it into the open source sooner. Our customers get the best product earlier and get more value from their data.
And then Matt Asay to drive the point home:
By claiming $740 million of Intel’s money, Cloudera now has its attention in a big way. The cash is nice, but it’s the relationship that matters.
The official Cloudera press release on the $900m round puts Intel’s stake at 18%.
Also, Matt Aslett over at 451 has an analysis on who Cloudera might acquire with that pile of cash:
While we expect Cloudera’s M&A strategy to be driven by products that complement Cloudera Manager, we also see opportunities for the company to purchase vendors and technologies that complement the core Hadoop distribution. At this level, we are not talking so much about Cloudera wanting to ‘own’ Hadoop-related projects in the traditional sense, but to boost its own talent in key areas as well as bring its resources to bear to accelerate adoption.
Cloudera’s $740m Intel relationship
Yup, this is a what a tech conference looks like, complete with Venetian-decor.
I’m envisioning one of those butcher charts with all the cuts of meat, except it’s a human and all their social info and personal data/records:
If Facebook values your phone book at $42, or £25.24 today, what do you think your lifelong medical record is worth? The health industry is a colossal business, much bigger than internet social networking, and pharmaceutical companies desperately need the data to reduce the risk on their own drug research planning. They have the means and willingness to pay for this data. [The UK government says £11,865.]
Your address book is worth ~$45, your medical records ~£12,000
I don’t know about counterintuitive, but there was a great piece of insight that Sam Zell, the real estate mogul from Chicago, said to me that really made me rethink what a big organization is really about. He said, as an entrepreneur, [he needs] as much information as possible. In a big corporation, people use information as currency. So they trade it. The more information a person has, the more power that person has in a big organization. But, he said, in a small company or an entrepreneurial environment, if you’re keeping a piece of information away from [him], then you’re damaging [his] company because [he needs] to make decisions quickly and [he needs] to make them with as much information as possible.
He told me a story about a woman who he hired from a major corporation. He said she was an overachiever. He said she was a star all the way through her career. Nine months after she joined his organization, he fired her. He said it was because she used the same practice of using information as currency. When he told me that, I thought, “Geez, how many big companies have I worked for where I have seen that happen?” I have done the same thing. I have committed the same crime of using information to get information from other people and using information and hoarding it so that I have power over colleagues. I thought, “That is such a great observation, and I need to check myself….” Organizations talk about transparency, but it’s the execution of it that really matters.
Some good insights on how big companies work (that is, the people in them!), there, and how to work adjust per the size of the company and team.
Hoarding and trading information as currency in the enterprise
If they added in support for saving to Dropbox, Box, GDrive, etc. it’d be niftier, but there’d less of that pot of gold in the strategy. We’ll see how it shakes out.