latoga labs

In case you didn’t notice from the change of tone in my tweets, I have been on vacation with the family for the past week.  Enjoying the scenic grandeur (and at times solitude) of the Pacific Northwest and taking a ton of photos with my new camera (1388 photos to be exact…and 5 movies…).

Today, I had the joy of the first day back on the job and dealing with the flood of emails, followups, and catching ups that is the price we pay for taking some time off and not reading emails.  Like that wasn’t enough, today VMware (my employer) had to go an announce that we were acquiring SpringSource (and add a few more items to my list to completely dissolve that post-vacation glow! ).

After a day dealing with my inbox and urgent items, I had to take some time out of the evening photo processing to read the Steve Herrod and Rod Johnson blog posts on the acquisition.  And provide a bit of a different viewpoint on this acquisition…fresh from vacation and not knowing anything more about this acquisition than what has been publicly stated by others (so safe from saying anything other than my opinion – see disclosures in the About latoga labs in the sidebar).

I’ve Been Through This Before

I’m not talking about my employer acquiring a company.  I’m talking about a closed source Company acquiring essentially an Open Source company.  Before joining VMware I used to work for IONA Technologies (sound familiar….think CORBA…Yes!  That IONA!).  I was there when IONA bought LogicBlaze.  What made this acquisition interesting (especially for me…being part of the enterprise sales team at IONA) was that we went from having 1 closed source product (ESB) to three products (all ESBs) which competed with each other.  And I was only allowed to sell one of them.

Executing a successful merger is not easy even when the companies are very well matched.  But it becomes even more difficult when they have conflicting core values (and revenue models) like closed source code development and open source code development.  In my most recent experience, the Iona/LogicBlaze merger didn’t work as well as it could have because the two sides of the house competed against each other and management turned a blind eye to it while they tried to figure out a revenue strategy post merger.  Funniest thing is that a lot of the core value propositions we were discussing with clients at IONA in that Enterprise sales team that I was part of, still hold true today.  Back then virtualization was a huge hidden value savings that I couldn’t tap into.  Not any more…

Regardless of the synergies that two companies can provide each other technology wise, there is not as much focus traditionally placed on the social aspect of merging two companies.  It is that social aspect (like the social aspect of introducing any new technology in a company) that will drive the speed and revenue value of the acquisition.  Having been through this before in a rather painful way, it is important to mention this fact.

Why VMware + SpringSource Makes Sense

The good news is that this conflicting personality issue shouldn’t be a problem with the VMware/SpringSource merger.  First, there is no competing technologies between the two vendors.  SpringSource allows VMware to access the higher level parts of IT (Applications and App Developers) while also working together to enable the Cloud Vision of vSphere.

Second, based upon what Rod Johnson indicated in his blog post, he will be heading up SpringSource as a separate unit within VMware following the VMware BU organization.  This should mean that SpringSource will get to work as they have been to support their existing community and customers in that classic open source way while working together with the other VMware BUs to add bigger picture value through the combination of SpringSource technologies with VMware’s.

Paul Maritz has indicated in the past the need to move up the value stack of IT and has used the term framework more than once during the vSphere launch.  The ability to leverage the virtualization foundation of vSphere with vApp and abstract away the applications from the operating systems with SpringSource’s various build-run-manage products not only provides a much more open application development environment to compete with Google and Amazon, but also provides an solid migration path for Enterprises to move to the Private Cloud with all their web based Java applications.  Image a world where Java App developers have the ability to integrate via the spring framework right into the virtualization based cloud where their apps will be tested/QA’d/run.  Regardless of weather…er…I mean whether…that cloud is an internal cloud or an external cloud.

I see some very clear and interesting developments on the horizon from this acquisition which I’ll try to disclose my opinion on in the future.  And, as is can be the case when you put a lot of very smart people together with solid management, I’m sure we’ll see some surprises as well.  From the looks of my LinkedIn network, I’ll also be re-united with some old colleagues as well!

Tomorrow will be an interesting day of conversations with my global clients to hear their take on things!

At the end of last week I was directed to Matt Mullenweg’s post The Way I Work, Annotated, which he wrote after his The Way I Work article was published in Fortune.  It was a great insight into how Matt uses technology and structures his day to achieve the things he wants to achieve.  (also check out the other The Way I Work articles from Fortune).

Then, this past weekend, I heard a radio interview with Jim Lehrer on KQED’s City Arts and Lectures where Lehrer talked a bit about his working style and how it changed in recent years (after his heart attack).  The key thing that Lehrer mentioned was creating a list of what he wants to do and then comparing that to what he did do on a daily basis.

Both of these were a great reminder to me about the things that you want to accomplish.  I have a note card sitting on my desk with three aphorisms printed on it.  The first one is “Your Focus Determines Your Reality”.  Every now and then you need to step back and analyze your focus and look at your reality so you can do a gut check.  Coming across the aforementioned items recently reminded me to do that…

One of my clients made an interesting comment this week about a new way they are thinking of measuring their data centers.  Anyone dealing with virtualization knows that measuring a data center on square feet or number of physical servers alone is rather meaningless.  We mostly talk about ratios:  VMs per Socket (CPU) or VMs per Core.  But as green initiatives push on I had one client mention the new metric of VMs per Kilowatt hour.

This is interesting because it not only takes into consideration the efficiency of your virtualization solution, but also the power efficiency of your servers, storage, and network.  What is the efficiency at which one can run a data center?  When you get into a cloud computing environment where users pay for what they use, don’t the providers also want to only be paying for what is required?  If companies are now placing notes in their annual reports on their corporate carbon foot print, shouldn’t they also be thinking about defining, measuring and tracking their data center carbon foot print?

This takes one down an interesting thought process that I think I’ve only scratched the surface of.

(Thanks goes out ot Mike P. for pointing me to the above Dilbert strip!)

While catching up on some email today, I came across an confluence in my inbox. First, I catch the following Computerworld headline in a technology industry email newsletter:

As rumors swirl, Twitter says no rush for business model

A few email later, I run across a humor email (that I’m sure everyone has seen by now) that discusses derivative market explained for laymen. It starts off:

Heidi is the proprietor of a bar in Detroit. In order to increase sales, she decides to allow her loyal customers – most of whom are unemployed alcoholics – to drink now but pay later.

My first raction to Heidi’s business plan is ‘how acinine, she’ll never see any money by loaning drinks to alcholics.’ By now we all know the rest of the story about the derivative markets, banks kept giving Heidi loans based on her debt assets only to never see their money come back.

And now we switch over to the alcholic users of the web 2.0, where everyone can get drunk for free off of their favorite services. So, will Twitter’s VCs and Investors ever see their investement dollars turn into the lucrative cash flow that Heidi’s bankers thought they had? Or will Twitter end up with some risk manager calling in the marker and cause the fall of the micro-blogging derivative markets?

Guess Twitter needs to determine which definition of business they want applied to them:

3. a person, partnership, or corporation engaged in commerce, manufacturing, or a service; profit-seeking enterprise or concern.

or will they keep focused on features and building more mass market appeal adding more noise to the signal until they reach

11. excrement: used as a euphemism.

Round and round we go…last call, drink up!

Today I had yet another of my customers indicate that they are trying to figure out how to get rid of the corporate owned laptop.  Last fall I had a similar discussion with a customer about employee owned laptops.  At that time it was a conversation with an IT knowledge worker who would have rather been given the choice of which laptop he could use versus be forced upon a single brand.  This time it was from an IT executive who would rather reduce his corporate desktop support costs by getting ride of the physical computers all together.

By providing a yearly or bi-yearly stipend and a set of minimum system requirements, let the employee buy the laptop of their choice.  The company provides the business desktop as a virtual desktop that runs back in the data center and the employee accesses it from their own computer.  Lower or no hardware support costs, data is secure in the corporate data center, easier centralized backups, and longer refresh cycles as the virtual desktop’s computing power can be dynamically expanded when needed and the servers can run for 4-5 years versus the company paying the expense of the refreshing laptop hardware every 2-3 years.

I think this company could get there eventually.  Though it won’t be for all laptops in the organization, but a larger enough number of them to make the savings turn into real dollars.