“Openstack is not a product, it is a collection of projects designed to be productised,” he said. The companies making that effort today, he said, are focusing on large-scale opportunities.
“Customer participation drives the change that customers want,” he said, and with not many users deploying OpenStack to date there’s therefore not much impetus for change or innovation.
And, when I actually think about what is going on, I’m using Microsoft Outlook on my Apple iPhone to read my Google Gmail.
I’ve used it since back when it was Acompli. It’s good stuff! I’m looking forward to the desktop Outlook working well in OS X (I run the preview and last I checked it didn’t work with GMail, need to check again). What a world!
Quick overview of the new OpenStack version.
In this week’s Pivotal Conversations podcast, Andrew and I talk about the history of DevOps and how it’s doing now. Aside for a good recommendation for coffee in Salt Lake, the part that stuck with me most is that we might as well start thinking about DevOps and continious delivery as the same thing. Sure, they’re not perfectly so, but it’s close enough for me. That’s an idea I’m going to float at DevOpsDays Austin next week and see where it takes us.
I’m always wary of discounting Office: the closer you are to the corporate world, the more you appreciate its reach, but on the flip side, the further away I get from that world the more I appreciate how much of Office’s importance is based on habit rather than need.
Microsoft Corp. wants to reach annualized revenue of $20 billion in its corporate cloud business in the fiscal year that ends in June 2018.
At the moment, it’s:
The company last week said it has a current run rate of $6.3 billion for the cloud business, which includes its Azure data-center services and cloud versions of Office software and customer management programs.
There’s a quick overview of Dell’s new “we do all of IT” marketing push up. They’ve got their cloud management strategy in play:
The company doesn’t have its own public cloud infrastructure, but it’s happy to help set up a private cloud or link a customer to one of the major public clouds, such as those offered by Amazon, Google or Microsoft, and run it all for them. And if they want to run it themselves? Dell can build the software needed to manage all of those clouds in one place. Security concerns means that businesses will always need to maintain some level of in-house IT architecture, which needs to be maintained. Dell wants a piece of that action, even if the overall pie is shrinking.
And it looks like they’ve been growing account sizes (a possible indication that they’re selling more new stuff, not the same old stuff):
The company recently [back in Sep 2014] said that the aggressive strategy was paying off, with new lines of business within existing Dell accounts up 175% in North America for the quarter ending April 30, compared with the same quarter last year.
In an interview with their new hardware CTO, you can peek into what they’re thinking beyond “computers are awesome,” among other comments, e.g.:
“There’s been an interesting transition happening in the market where things used to be a web economy, and it’s in a transition to becoming an application economy. I would say that today we’re seeing an API economy. Customers’ focus isn’t necessarily on developing applications. Many do, but it’s really about how quickly can you tile together a service through the integration of multiple APIs from services that already exist?”
Dell’s problem in expanding their business has typically been, ironically, not getting low level enough to explain the “how” and “what” of their new stuff. They’re often big on “why” and end-result instead. I’d get all excited when they’d stoop down into the stack as their last hardware CTO was prone to do in recent years.
Having helped put together software and cloud strategy a few years ago when I worked there: I hope it works out for my old pals in Round Rock.