From Rachel Chalmer’s 2003, coverage of Novell buying “SuSE” (451 client access required): Historically, Novell’s Achilles’ heel has been its inability to keep its independent developer community happy. Some fled NetWare for OS/2, which IBM botched in its turn. Meanwhile, Microsoft was happy to embrace and pamper NetWare and OS/2 burn victims as independent software vendors for Windows. Now developers are asking themselves whether Novell has learned its lesson, or whether it’s about to make the same mistake again.

From Rachel Chalmer’s 2003, coverage of Novell buying “SuSE” (451 client access required): Historically, Novell’s Achilles’ heel has been its inability to keep its independent developer community happy. Some fled NetWare for OS/2, which IBM botched in its turn. Meanwhile, Microsoft was happy to embrace and pamper NetWare and OS/2 burn victims as independent software vendors for Windows. Now developers are asking themselves whether Novell has learned its lesson, or whether it’s about to make the same mistake again.

While this dude’s tone is pretty harsh, there’s not too much wrong here if you peel that back. The issue is one of contextualizing OpenStack. I think a lot of people want it to be a finished, done product. There’s even the sense from some OpenStack die-hards I’ve spoken with over recent years that commercializing at this point is a joke: it’s too early. I don’t think any of them realize that’s what they’re thinking, but when you hear about modularity and customization, it’s a good sign that the person is implying “it’s not fully baked yet” (though not always).

While this dude’s tone is pretty harsh, there’s not too much wrong here if you peel that back. The issue is one of contextualizing OpenStack. I think a lot of people want it to be a finished, done product. There’s even the sense from some OpenStack die-hards I’ve spoken with over recent years that commercializing at this point is a joke: it’s too early. I don’t think any of them realize that’s what they’re thinking, but when you hear about modularity and customization, it’s a good sign that the person is implying “it’s not fully baked yet” (though not always).

While this dude’s tone is pretty harsh, there’s not too much wrong here if you peel that back. The issue is one of contextualizing OpenStack. I think a lot of people want it to be a finished, done product. There’s even the sense from some OpenStack die-hards I’ve spoken with over recent years that commercializing at this point is a joke: it’s too early. I don’t think any of them realize that’s what they’re thinking, but when you hear about modularity and customization, it’s a good sign that the person is implying “it’s not fully baked yet” (though not always).

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.

Most of what I write professionally is behind a paywall now, so it’s fun when something gets unleashed. One of our clients, Boundary, re-printed a piece on them I wrote recently, which provides an update and overview of their business, and speaks to their new VPC-driven private cloud offering. Here’s an excerpt of the customers section, which is good for a quick, numbers-driven take on Boundary’s momentum: Boundary reports 100 paying customers and about 1,000 non-paying customers in its ‘freemium’ model.

We’re all curious what Dell and BMC are going to do now that they’re private. I hope a lot of “crazy” stuff, myself, otherwise: why go private? Here are some comments from BMC’s VP Asia Pacific, Chip Salyards: “With a publically traded company you are on these 90 day cycles so you can’t change from an on-premise model to a SaaS model. You are a little bit restricted in the investments made and how great you can make them.

We’re all curious what Dell and BMC are going to do now that they’re private. I hope a lot of “crazy” stuff, myself, otherwise: why go private? Here are some comments from BMC’s VP Asia Pacific, Chip Salyards: “With a publically traded company you are on these 90 day cycles so you can’t change from an on-premise model to a SaaS model. You are a little bit restricted in the investments made and how great you can make them.