Google IO people, London edition

From Tim Anderson on the London IO viewing party:

I found the demographics different than most IT events I attend: a younger crowd, and plenty of start-ups and very small businesses, not at all enterprisey (is that a word?)

That’s, as always, the thing to track: is Google changing to get into the enterprise, or is the enterprise going to have to change if they want to make use of Google?

Google IO people, London edition

The Great Rewrite, IBM style: a “reordering”

[Big Data, cloud and social/mobile] are truly going to change the profile of this company. And, if you think about it, actually they’re going to change the profile of this industry. As I like to think of it, the industry is reordering. If you take cloud, data and engagement, those are shifts that taken in total, this convergence, it will reorder the industry and we will lead that. We’ll lead it from the enterprise perspective. –IBM’s Ginni Rometty

There’s a bunch of “reordering” to be done: injecting new technologies into creaky old enterprise tech.

The Great Rewrite, IBM style: a “reordering”

What Does “Enterprise Grade” Mean, Really?

“A triangle model to deal with an ever evolving thought technology”:

At this year’s Uptime Symposium I was asked to give a lunch time talk. I proposed “What does enterprise grade mean really?” as a sort of way to force myself to contemplate it. Here’s my first cut, input would be great as I’ll be tuning and practicing it between Monday and actually giving it on Wednesday.

It has some of my usual nonsense on DevOps and “software defined business,” but also a proposal for a triangle. It’s more, you know, intended to be “thought provoking” than correct and “prescriptive.”

See the raw slides over in Slideshare, as always.

Enterprise grade means you’ll run it a long time

I’m always looking for definitions of “enterprise grade,” and this is a good contextual point for that:

The noise in the consumer market would have us believe that software is almost disposable. Something doesn’t work – junk it. Users don’t like XYZ software – replace it. Fail fast, fail often – that’s the road to success. That’s not the way (most) things work in the enterprise. It is largely true regardless of whether we’re talking a mom and pop shop, the truly global companies and pretty much everything in between. Whether they know it or not, most organizations make bets for the long term for the bulk of their software acquisitions.

Enterprise grade means you’ll run it a long time

Under Development- new podcast on software development

I have a new podcast up that’s on the ongoing topic of software development, big and small, tools and practices, news and theory, old and new. I’m co-hosting it with Bill Higgins. I’ve talked with Bill Higgins for many years, and occasionally we’ve done a podcast episode together. He was in town a few weeks back, and I thought we should start recording our conversations rather than have them disappear into the ether.

The first episode is now up over on the blog for it, along with show notes for the episode. It’ll be weekly when it works out (like, next week won’t work out). There’s the Google Hangouts recording of it too if you prefer that.

I hope you enjoy it, and we’d love to hear from you if you do. I’ve learned to not type up my ambitions with a new podcast because it essentially curses me to not do them, so I’ll spare you, and me.

I’ll post little pointers here for each episode, of course, just like I do for all the podcasts I fart around on.

The DNS crap is going through, but it’ll eventually be at (in the meantime: The podcast feed is here:

Under Development- new podcast on software development

Google is confusing in the “enterprise” space, in a mostly good way

Urs Hölzle announcing Google Cloud Platform news on March 25th, 2014

There’s a lot interesting going on here, mostly this dude wearing a t-shirt doing a major presentation. That’s a good symbol of why cloud seemingly confuses the crap out of The Establishment. These guys all wear t-shirts and yet seem to know what they’re talking about.

Google as a business is pretty much inscrutable which makes thinking about them strategically very difficult. We assume (because they tell us this) that their goals are to get more people using the Internet and to keep it the Internet open as possible, in so much as openness helps Google; that is, the walled garden of Facebook is anti-Google: there’s no way to insert Google Ads into walled gardens and Google loses account control.

The culture and operational dynamics of Google are seemingly entirely different than the incumbents they’re competing with in cloud. Those incumbents are all of the on-premises hardware, software, and services companies. That is, the entire IT sector, more or less. If they’re not directly competing (like in CRM or HCM), then they’re indirectly competing by offering up a different platform and application ecosystems around them. Think about how Tableau “competes” against the mainframe ecosystem stacks, or how: it competes for ecosystem oxygen and share of wallet.

Anyhow, these dudes are dangerous to other vendors in the “enterprise” IT world, mostly because it’s hard to figure out what motivates Google and use that to find the attack/defence surface. You often hear that Google isn’t serious, or “enterprise” enough… which is sort of proving the point. Those claims amount to “they’re not like us, dear customer! We’re enterprise!” Indeed: Google is something else entirely, and no one is really sure what.

(And, sure, there were several folks who bothered with buttons-up presenting as well.)