SaaS And Inverted OEM Channels

One of the things that I love to do: keep meeting the entrepreneurs to better understand the market and the challenges that they face. Recently, I met an entrepreneur that I highly admire. His company has SaaS components that other ISVs would OEM. Let's say, you are an ISV that would OEM his components and his company goes out of business. What are your options? We had a great conversation on SaaS escrow. Turns out that there is no real good solution. There are a few SaaS escrow solutions that ensure that the customers get their data back, if the company were to go out of business, and they also offer partial business continuity solutions. However, they won't be useful in this case.

One thing that he mentioned got stuck in my mind. He said, during his on-premise days (sigh!), the companies that OEMed his software wished that he goes out of business. The ISVs had his software working anyways and they won't have to pay him anymore. The same story is very different in the cloud. It's an inverted OEM model. If you're a SaaS ISV, you will do everything to make sure that your OEM partner stays in business for your and your customers' business continuity.

I have covered SaaS escrow before, but the solutions that are currently out there aren't perfect, and the OEM channel model makes it worse. The entrepreneur I met is attempting to solve this problem in a very creative way. I cannot discuss the specifics, but I will give you an update once he is done. SaaS changes not only the way the companies make, sell, and consume software, but it fundamentally changes how ISVs and customers need to think about their business and ecosystem. The legacy on-premise thinking won't translate well into SaaS.

5 Tips To Become An Influencer On Twitter

I have been answering quite a few questions on Quora. The most recent one was "What are 5 tips to becoming an influencer on Twitter?" This post is a version of my answer on Quora.

Being an "influencer" means different things to different people, but I would attempt to describe this in the most general sense.

1. Be unique: Twitter has very low signal to noise ratio. You don't get others' attention if you cannot differentiate yourself and your contribution. Be passionate about the topics that you care for and work hard to craft high quality tweets. Go through a brutal qualifying process to discard the weak draft tweets and post the ones that are of the highest quality. Treat your Twitter account as your personal brand and think what makes any brand stand out. As Seth Godin would say, be the purple cow.
   
   
2. Be a great blogger: Let's not forget that Twitter is still a form of blogging; a microblogging. Ask yourself what makes a great blogger? Apply those qualities on Twitter such as extensive due diligence, passionate about your point of view, not afraid of picking up a fight when you think you are right, not afraid of taking criticism in public, ability to give constructive feedback, and importantly discovering, reading, and synthesizing the information. To blog and to tweet is the last mile to influence the people. There's plenty of legwork that happens before that.
   
   
3. Converse with the influencers: Being surrounded by smart people makes you smart. This is not only true in real life, but it is also true in social media. Don't just follow the influencers, but try to understand why they are the influencers. Retweet their posts with your insights, thank them, and reach out to them with interesting stories, insights, and comments. Also, make an attempt to meet them in real life at tweetups and other networking events. At times, they are more open to meeting people than you might think.
   
   
4. Hashtags: I cannot overemphasize the importance of following and tweeting the live events. Follow a few conferences remotely such as #tcdisrupt or #sxsw and be part of weird memes such as #lessambitiousbooks. Also, try following obscure events. This is how you will discover interesting people and people will discover you. Follow up with people, that you like, after the event. Don't be afraid of self-promotion as long as you are humble and adding value in the conversations and interactions.
   
   
5. Cross-channel pollination: Twitter is one of many social media channels. Author your own Tumblr or Posterous blog, answer questions on Quora, post interesting pictures on Flickr and Instagram, and importantly, use the channels to direct people to follow you on Twitter. There are many different ways people find other people to follow on Twitter. Use the low impedance nature of Twitter to your advantage by converting all the social media interactions to have rich conversations with them on Twitter.

You don't have to be an influencer in real life to be an influencer on Twitter. In fact, that's exactly the point. It's all about Twitter as a channel that empowers simple human-beings, that are not influencers of any kind, to do amazing things and become an influencer. Justin is a great example. He found Twitter and used the medium for what it was good for. Now, he has a book and a TV show. On the other hand, Eric Schmidt has 54 tweets but has 2.34 million followers, as of 01/27. I don't think of him as an influencer on Twitter. Is he an influencer in real life? Hell, yeah. There are also people like Padmasree and Chamillionaire that have effectively been using Twitter to amplify and extend their great influence in real life to social media.

Drupal On The Cloud, Beyond Content Management

This post is co-authored by Manish Garg and Chirag Mehta

Drupal is widely recognized as a great content management system, but we strongly believe that Drupal offers a lot more than that – a framework, a platform, and a set of technology – to build and run enterprise applications, specifically on the cloud. This post is an attempt to explore the benefits and potential of Drupal on the cloud.

Elasticity

One of the last things the customers should worry about their websites is the performance degradation due to sudden spike in the traffic. For years, the customers had to size their servers to meet the peak demand. They overpaid, and still failed to deliver on promise, at peak load. Cloud solves this elasticity problem really well, and if you are using Drupal, you automatically get the elasticity benefits, since Drupal’s modularized architecture - user management, web services, caching etc. - is designed for scale-up and scale-down on the cloud for elastic load.

PaaS

If Heroku’s $212 million acquisition by Salesforce.com is any indication, the future of PaaS is bright. Drupal, at its core, is a platform. The companies such as Acquia through Drupal Gardens are doing a great job delivering the power of Drupal by making it incredibly easy for the people to create, run, and maintain their websites. This is not a full-blown PaaS, but I don’t see why they cannot make it one. We also expect to see a lot more players jumping into this category. The PaaS players such as phpfog and djangy have started gaining popularity amongst web developers.

Time-to-market and time-to-value

Drupal has helped customers move from concept to design to a fully functional content-rich interactive website in relatively short period of time using built-in features and thousands of modules. Cloud further accelerates this process. Amazon and Rackspace have pre-defined high-performance Drupal images that the customers can use to get started. Another option is to leverage PaaS as we described above. The cloud not only accelerates time-to-market and time-to-value, but it also provides economic benefits during scale-up and scale-down situations.

Application Management

The cloud management tools experienced significant growth in the last two years and this category is expected to grown even more as the customers opt for simplifying and unifying their hybrid landscapes. With Drupal, the customers not only could leverage the cloud management tools but also augment their application-specific management capabilities with Drupal’s modules such as Quant for tracking usage, Admin for managing administrative tasks, and Google Analytics for integration with Google Analytics. There is still a disconnect between the native cloud management tools and Drupal-specific management tools, but we expect them to converge and provide a unified set of tools to manage the entire Drupal landscape on the cloud.

Open source all the way

Not only Drupal is completely open source but it also has direct integration with major open source components such as memcached, Apache SOLR, and native support for jQuery. This not only provides additional scale and performance benefits to Drupal on the cloud, but the entire stack on the cloud is backed by vibrant open source communities.

Security

It took a couple of years for the customers to overcome the initial adoption concerns around the cloud security. They are at least asking the right questions. Anything that runs on the cloud is expected to be scrutinized for its security as well. We believe that the developers should not explicitly code for security. Their applications should be secured by the framework that they use. Drupal not only leverages the underlying cloud security, but it also offers additional security features to prevent the security attacks such as cross-site scripting, session hijacking, SQL injection etc. Here is the complete list by OWASP on top 10 security risks.

Search and Semantic Web

One of the core functionally that any content website needs is search. Developers shouldn’t have to reinvent the wheel. Integration with SOLR is a great way to implement search functionality without putting in monumental efforts. Drupal also has built-in support for RDF and SPARQL for the developers that are interested in Semantic Web.

NoSQL

The cloud is a natural platform for NoSQL and there has been immense ongoing innovation in the NoSQL category. For the modern applications and websites, using NoSQL on the cloud is a must-have requirement in many cases. Cloud makes it a great platform for NoSQL and so is Drupal. Drupal has modules for MongoDB and Cassandra and the modules for other NoSQL stores are currently being developed.

Drupal started out as an inexpensive content management system, but it has crossed the chasm. Not only the developers are trying to extend Drupal by adding more modules and designing different distributions, but importantly enterprise ISVs have also actively started exploring Drupal to make their offerings more attractive by creating extensions and leveraging the multi-site feature to set up multi-tenant infrastructure for their SaaS solutions. We expect that, the cloud as a runtime platform, will help Drupal, ISVs, and the customers to deliver compelling content management systems and applications on the cloud.

Research Report: 2011 Cloud Computing Predictions For Vendors And Solution Providers

This blog post was jointly authored by @Chirag_Mehta (Independent Blogger On Cloud Computing) and @rwang0 (Principal Analyst and CEO, Constellation Research, Inc.)

Part 1 was featured on Forbes: 2011 Cloud Computing Predictions For CIO’s And Business Technology Leaders

As Cloud Leaders Widen The Gap, Legacy Vendors Attempt A Fast Follow

Cloud computing leaders have innovated with rapid development cycles, true elasticity, pay as you go pricing models, try before buy marketing, and growing developer ecosystems. Once dismissed as a minor blip and nuisance to the legacy incumbents, those vendors who scoffed cloud leaders now must quickly catch up across each of the four layers of cloud computing (i.e. consumption, creation, orchestration, and infrastructure) or face peril in both revenues and mindshare (see Figure 1). 2010 saw an about face from most vendors dipping their toe into the inevitable. As vendors lay on the full marketing push behind cloud in 2011, customers can expect that:

Figure 1. The Four Layers Of Cloud Computing

General Trends

• Leading cloud incumbents will diversify into adjacencies: The incumbents, mainly through acquisitions, will diversify into adjacencies as part of an effort to expand their cloud portfolio. This will result into blurry boundaries between the cloud, storage virtualization, data centers, and network virtualization. Cloud vendors will seek tighter partnerships across the 4 layers of cloud computing as a benefit to customers. One side benefit - partnerships serve as a pre-cursor to mergers and as a defensive position against legacy on-premises mega vendors playing catch up.
  
  
• Cloud vendors will focus on the global cloud: The cloud vendors who initially started with the North America and followed the European market, will now likely to expand in Asia and Latin America. Some regions such as Brazil, Poland, China, Japan, and India will spawn regional cloud providers. The result - accelerated cloud adoption in those countries, who resisted to use a non-local cloud provider. Cloud will prove to be popular in countries where software piracy has proven to be an issue.
  
  
• Legacy vendors without true Cloud architectures will continue to cloud wash with marketing FUD: Vendors who lack the key elements of cloud computing will continue to confuse the market with co-opted messages on private cloud, multi-instance, virtualization, and point to point integration until they have acquired or built the optimal cloud technologies. Expect more old wine (and vinegar, not balsamic but the real sour kind, in some cases) in new bottles: The legacy vendors will re-define what cloud means based on what they can package based on their existing efforts without re-thinking the end-to-end architecture and product portfolio from grounds-up.
  
  
• Tech vendors will make the shift to Information Brokers: SaaS and Cloud deployments provide companies with hidden value and software companies with new revenues streams. Data will become more valuable than the software code. Three future profit pools willl include benchmarking, trending, and prediction. The market impact - new service based sub-categories such as data-as-service and analysis-as-a-service will drive information brokering and future BPO models.

SaaS (Consumption Layer)

• Everyone will take the SaaS offensive: Every hardware and system integrator seeking higher profit margins will join the Cloud party for the higher margins. Software is the key to future revenue growth and a cloud offense ensures the highest degree of success and lowest risk factors. Hardware vendors will continue to acquire key integration, storage, and management assets. System integrators will begin by betting on a few platforms, eventually realizing they need to own their own stack or face a replay of the past stack wars.
• On-premise enterprise ISVs will push for a private cloud: The on-premise enterprise ISVs are struggling to keep up with the on-premise license revenue and are not yet ready to move to SaaS because of margin cannibalization fears,lack of scalable platforms, and a dirth of experience to run a SaaS business from a sales and operation perspectives. These on-premise enterprise software vendors will make a final push for an on-premise cloud that would mimic the behavior of a private cloud. Unfortunately, this will essentially be a packaging exercise to sell more on-premise software. This flavor of cloud will promise the cloud benefits delivered to a customer's door such as pre-configured settings, improved lifecycle, and black-box appliance. These are not cloud applications but will be sold and marketed as such.
• Money and margin will come from verticalized cloud apps: Last mile solutions continue to be a key area of focus. Those providers with business process expertise gain new channels to monetize vertical knowledge. Expect an explosion of vertical apps by end of 2011. More importantly, as the buying power shifts away from the IT towards the lines of businesses, highly verticalized solutions solving specific niche problems will have the greatest opportunities for market success.
• Many legacy vendors might not make the transition to cloud and will be left behind: Few vendors, especially the legacy public ones, lack the financial where with all and investor stomachs to weather declining profit margins and lower average sales prices. In addition, most vendors will not have the credibility to to shift and migrate existing users to newer platforms. Legacy customers will most likely not migrate to new SaaS offerings due to lack of parity in functionality and inability to migrate existing customizations.
• Social cloud emerges as a key component platform: The mature SaaS vendors that have optimized their "cloud before the cloud" platform, will likely add the social domain on top of their existing solutions to leverage the existing customer base and network effects. Expect to see some shake-out in the social CRM category. A few existing SCRM vendors will deliver more and more solutions from the cloud and will further invest into their platforms to make it scalable, multi-tenant, and economically viable. Vendors can expect to see some more VC investment, a possible IPO, and consolidation across all the sales channels.

DaaS & Paas (Creation and Orchestration Layers)

• Battle for PaaS begins with developers: Winning the hearts and minds will drive the key goals of PaaS providers. As mobile, social, and cloud intersect, expect new battle lines to be drawn by existing vendors seeking entry in the cloud. The first platform to enable write once deploy any how will win. PaaS vendors will seek to incorporate the latest disruptive technologies in order to attract the right class of developers and drive continuous innovation into the platform.
• Vendors must own the platform (both DaaS and Saas) to survive: ISV’s who give up on investing in their own cloud platform to other ISV’s will be relegated to second class citizens. Despite the tremendous upfront cost savings, these platform moves cut-off future revenue streams as the stack wars move to the cloud. For example, ISV’s will avoid Java to mitigate risk with Oracle or IBM. The ability to control information brokering services will be limited to the platform owner.
• Tension between indirect channel partners and vendors in the cloud will only increase: Cloud shifts customer account control to the vendor. Partners who wholeheartedly embrace the cloud risk losing direct relationships with their customers. In the case of .NET development in Azure, greater allegiance by partners to Microsoft will result in less account control with Azure.
• PaaS will be modularized and niche: New PaaS vendors will focus on delivering specific modules to compete with end-to-end application platforms. One approach - dominate niche areas int the cloud such as programming language runtimes, social media proxies, algorithmic SDK, etc. Expect more players to jump into fill big gaps in big data, predictive analytics and information management.
• Mobile app development will move to the cloud: App dev professionals and developers want one place to reach the mobile enterprise to build, mange, and deliver. The app dev life cycles will follow the delivery models and device management will prove to be the keystone in ensuring the complete development experience. Vendors should expect the cloud to be the predominant delivery channel for mobile apps to end users. Success will require seamless management of extensions and disconnected support.

IaaS (Infrastructure Layer)

• Cloud management will continue to grow and consolidate: Cloud management tools saw significant growth and investment in the last couple of years. This trend will continue. Expect to see a lot more investment in this category as increasing customer adoption drives demand for tools to manage hybrid landscapes. Also expect consolidation in this category as several VC-backed start-ups seek profitable and graceful exits.
• Cloud storage will be a hot cake: Explosive growths in information in many verticals for early adopters already factor into this fast-growing category. With more and more data moving to the cloud, customers can anticipate significant innovation in this category including SSD-based block storage, replication, security, alternate file systems, etc. Data-as-a-service and NoSQL PaaS category will further boost the growth.
• NoSQL will skyrocket in market share and acceptance: Substantial growth in the number of NoSQL companies reflect an emerging trend to dump the infrastructure of SQL for non-transactional applications. The cloud inherently makes a great platform for NoSQL and that further drives the growth for data-as-a-service and storage on the cloud.

The Bottom Line For Vendors (Sell Side)

Cloud ushers a new era of computing that will displace the existing legacy vendor hegemony. Many vendors caught off guard by the shift in both technology and user sentiment must quickly make strategic course corrections of face extinction. Here are some recommendations for vendors making the shift to Cloud:

1. Embrace, don't wait, don’t even hesitate: Which is worse; cannibalizing your margins or not having margins to cannibalize? Faster time to market and greater customer satisfaction will pay off. The move to cloud ensures a seat at the table for the next generation of computing.
2. Begin all new development projects in the cloud: The rapid development cycles for cloud projects ensures that innovation will meet today’s time to market standards. Test out new projects in the cloud and experience rapid provisioning and elasticity. However, don’t forget to fail fast and recover quickly.
3. Avoid investing in platform led apps: Apps should drive platform design not the other way around. Form really does follow function in the Cloud. Platform designs must focus on agility and scale. Apps prove out what’s really needed versus what’s theoretical. Plan for social, mobile, analytics, collaboration, and unified communications but deliver only when it makes business sense.
4. Focus on developers, developers, and developers: Steve Ballmer is right. Success in the cloud will require bringing the developers with along on the PaaS journey. Don't make them wait until the platform is done. Otherwise, it may be too late for the company and developer ecosystem.
5. Prioritize power usage effectiveness (PUEs): As with the factories during the last turn of century, IaaS will be the heart of delivery. Companies with the lowest cost of computing will win and be able to pass cost savings onto their customers or pocket the margin. Further, data center efficiencies do their part in green tech initiatives.
6. Help customers simplify their landscape: Build compelling business cases to shift from legacy infrastructure to cloud efficiencies. Lead the race to optimize legacy at your competitor’s expense.

Disclaimer: The views expressed in this post are mine and not of my current or past employers'. This is my independent blog.

Salesforce.com's $212 Million Acquisition of Heorku - A Sparkling Gem In Radiant Future Of Cloud And PaaS

I met James Lindenbaum, a founder of Heroku, in early 2009, at the Under The Radar conference in Mountain View. We had a long conversation on cloud as a great platform for Ruby, why Ruby on Rails is a better framework than PHP, and viability of PaaS as a business model. He also explained to me why he chose to work on Heroku at Y Combinator. I was sold on their future, on that day, and kept in touch with them since then. The last week, Salesforce.com acquired Heroku for $212 million. That's one successful exit, which is good news in many different dimensions.

PaaS is a viable business model

PaaS is not easy. It takes time, laser sharp focus, and hard work to build something that the developers would use and pay for. A few companies have tried and many have failed. But, it is refreshing to see the platform and the ecosystem that Heroku has built since its inception. Heroku did not raise a lot of money, kept the cost low, and attracted customers early on. I was told (by Byron, I think) that an average cost for Heroku to run a free Ruby app for a month was $1. They considered it as marketing cost to get new customers and convert the free customers to paying ones, as they outgrew their needs. I cannot overpraise this brilliant execution model. I hope to see more and more entrepreneurs being inspired from - simplicity, elegance, and execution of Heroku's model - to help the developers deploy, run, and scale their applications on the cloud. In the last few years, we have seen a great deal of innovation in dynamic programming languages, access algorithms, and NoSQL persistence stores. They all require a PaaS that the developers can rely on - without worrying about the underlying nuts and bolts - and focus on what they are good at - building great applications. If anyone had the slightest doubt on viability of PaaS as a business model, this acquisition is a proof point that PaaS is indeed the future. Heroku is just the beginning and I am hoping for more and more horizontal as well as vertical PaaS that the entrepreneurs will aspire to build.

Superangels and incubators do work

There have been many debates on viability of the investing approach of the superangels and the incubators, where people are questioning, whether the approach of thin slicing the investment, by investing into tens and hundreds of companies, would yield similar returns, as compared to return on traditional venture capital investment. I also blogged about the imminent change in the VC climate, and decided to watch their returns. The numbers are in with Heroku. It's a first proof point that a superangel or an incubator approach, structurally, does not limit the return on the investment. I believe in investors investing in right people solving the right problems. If you ever meet James and hear him passionately talk about Ruby, the Heroku platform, and the developer community, you will quickly find out why they were successful. Hats off to YC on finding this "jewel". No such thing as too little investment, or too many companies.

Ruby goes enterprise

I know many large ISVs that have been experimenting with Ruby for a while, but typically these efforts are confined to a few small projects. It's good to see that Ruby, now, has a shot of getting much broader adoption. This would mean more developers learning Ruby, cranking out great enterprise gems, embracing Git, and hopefully open source some of their work. I have had many religious discussions, with a few cloud thought leaders and bloggers in the past few months, regarding the boundaries of PaaS. The boundaries have always been blurry - somewhere between SaaS and IaaS - but, I don't care. My heart is at delivering the applications off the cloud that scales, delivers compelling experiences, and leverages economies of scale and network effects. To me, PaaS is means to an end and not the end. I am hoping that an acquisition of a PaaS vendor by a successful SaaS vendor will make Ruby more attractive to enterprise ISVs and non-Ruby developers.

I have no specific insights into what Salesforce.com will do with Heroku, but I hope, they make a good home for Heroku, where they flourish and continue to do great work on Ruby and PaaS. This is what a cloud and Ruby enthusiast would wish for.

10 Business Books In 2010

These are the 10 business books published in 2010, that I would recommend you to read. Originally, I wrote this on Quora, in response to "What are must read business books of 2010?". Yes, I have read all of them, and no, they are not in any specific order.

1) What the Dog Saw by Malcolm Gladwell

I am a big fan of Malcolm Gladwell and his style. This is a compilation of his "The New Yorker" stories. Even though the articles are available on his website, this book makes it a great read.

2) Cognitive Surplus by Clay Shirky

The next time someone asks you how come people have so much time to blog, answer questions on Quora, or contribute to Wikipedia, ask them to read this book.

3) The Big Short by Michael Lewis

Want to know all about CDO and subprime mortgage and still be entertained? This is the book. Michael Lewis has great storytelling skills that makes serious and complex topics fun to read. I like this book as much as I liked Moneyball - http://amzn.to/b9YPx9

4) Open Leadership by Charlene Li

If you liked Groundswell - http://amzn.to/c8faH5 - you will like this as well. If you are interested in organizational transformation through social media, this will make a great read. Social media adoption can certainly make the leaders more credible, open, and transparent. Being a social media freak and an enterprise 2.0 strategist, I loved this book.

5) Engage by Brian Solis

This book is Seth Godin meet Social Media. It's a must-read if you are a marketer, trying to understand the impact of social media on your brand and working on engaging your customers using social media. Brian Solis has a fluid style with a lot of relevant examples.

6) The New Polymath by Vinnie Mirchandani

Vinnie is a great enterprise software analyst and a prolific blogger. I closely follow his work. This is an upbeat book that will excite the technologists as well as the business folks. If you think you have a stretch goal and want to change the world, this book will further stretch your stretch goals, and will give you a reason and purpose, to get out of bed every morning and run for it.

7) Rework by Jason Fried

I have followed 37Signals and Jason's blog. This book puts everything together with illustrations and a simple style making it easy to read, just like 37Signals. If you are itching to be an entrepreneur, this might make you take that leap. If you're starting out and want inspiration and design principles, this is the book. All design is re-design and so is this book.

8) The Facebook Effect by David Kirkpatrick

Some watch the movie, I prefer to read a book. The book is more accurate than the movie. Well, duh. David is a great writer, and he used the access that he had to Zuckerberg and Facebook, to produce a great book. It's quite insightful.

9) Gamestorming by Dave Gray

I love XPLANE. They do a great job and now they are part of Dachis group where I am expecting them to do even better. It's incredibly difficult to take complex concepts and simplify to communicate to any audience. The book outlines great approaches to accomplish the simplicity and facilitate learning, discovery, and decision making.

10) Delivering Happiness by Tony Hsieh

Zappos is a great company. I have learned a lot from its culture and from Tony's management style. This is a must-read, if you believe you want to excel in serving your customers and have your entire team live by those values.

And this is the first 2011 book that you may want to read:

The Capitalist Manifesto by Umair Haque

Knowing Umair, this will be a great book.

Challenging Stonebraker’s Assertions On Data Warehouses - Part 2

Check out the Part 1 if you haven’t already read it to better understand the context and my disclaimer. This is the Part 2 covering the assertions from 6 to 10.

Assertion 6: Appliances should be "software only."

“In my 40 years of experience as a computer science professional in the DBMS field, I have yet to see a specialized hardware architecture—a so-called database machine—that wins.”

This is a black swan effect; just because someone hasn’t seen an event occur in his or her lifetime, it doesn’t mean that it won’t happen. This statement could also be re-written as “In my 40 years of experience, I have yet to see a social network that is used by 500 million people.” You get the point. I am the first one who would vote in favor of commodity hardware against a specialized hardware, but there are very specific reasons why the specialized hardware makes sense in some cases.

“In other words, one can buy general purpose CPU cycles from the major chip vendors or specialized CPU cycles from a database machine vendor.”

Specialized machines don’t necessarily mean specialized CPU cycles. I hope the word “CPU cycle” is used as metaphor and not to indicate its literal meaning.

“Since the volume of the general purpose vendors are 10,000 or 100,000 times the volume of the specialized vendors, their prices are an order of magnitude under those of the specialized vendor.”

This isn’t true. The vendors who make general-purpose hardware also make specialized hardware, and no, it’s not an order of magnitude expensive.

“To be a price- performance winner, the specialized vendor must be at least a factor of 20-30 faster.”

It’s a wrong assumption that BI vendors use specialized hardware just because of the performance reasons. The “specialized” in many cases for an appliance is simply a specialized configuration. The appliance vendors also leverage their relationship with the hardware vendors to fine tune the configuration based on their requirements, negotiate a hefty discount, and execute a joint go-to-market strategy.

The enterprise software follows value-based pricing and not cost-based pricing. The price difference between a commodity and a specialized appliance is not just the difference of the cost of hardware that it runs on.

“However, every decade several vendors try (and fail).”

Not sure what is the success criteria behind this assertion to declare someone a winner or a failure. Acquisitions of Netezza, Greenplum, and Kickfire are recent examples of how well the appliance companies have performed. The incumbent appliance vendors are doing great, too.

“Put differently, I think database appliances are a packaging exercise”

The appliances are far more than a packaging exercise. Other than making sure that the software appliance works on the selected hardware, commoditized or otherwise, they provide a black box lifecycle management approach to the customers. The upfront cost of an appliance is a small fraction of the overall money that the customers would end up spending during the entire lifecycle of an appliance and the related BI efforts. The customers do welcome an approach where they are responsible for managing one appliance against five different systems at ten different levels with fifteen different technology stack versions.

Assertion 7: Hybrid workloads are not optimized by "one-size fits all."

Yes, I agree, but that’s not the point. It’s difficult to optimize hybrid workloads for a row or a column store, but it is not as difficult, if it’s a hybrid store.

“Put differently, two specialized systems can each be a factor of 50 faster than the single "one size fits all" system in solution 1.”

Once again, I agree, but it does not apply to all the situations. As I discussed earlier, the performance is not the only criteria that matters in the BI world. In fact, I would argue the opposite. Just because the OLTP and OLAP systems are orthogonal, the vendors compromised everything else to gain the performance. Now that’s changing. Let’s take an example of an operational report. This is the kind of report that only has the value if consumed in realtime. For such reports, the users can’t wait until the data is extracted out of the OLTP system, cleaned up, and transferred into the OLAP system. Yes, it could be 50 times faster, but completely useless, since you missed the boat.

The hybrid systems, the once that combine OLTP and OLAP, are fairly new, but they promise to solve a very specific problem, which is real real-time. While the hybrid systems evolve, the computational capabilities of OLTP and OLAP systems have started to change as well. I now see OLAP systems supporting write-backs with a reasonable throughput and OLTP systems with good BI style query performance, all of these achieved through modern hardware and clever use of architectural components.

Let’s not forget what optimization really is. It means desired functionality at reasonable performance. A real-time report, that takes 10 seconds to run could be far more valuable than a report that runs under ten milliseconds, three days later.

“A factor of 50 is nothing to sneeze at.”

Yes, point taken. :-)

Assertion 8: Essentially all data warehouse installations want high availability (HA).

No, they don’t. This is like saying all the customers want five 9 SLA on the cloud. I don’t underestimate the business criticality of a DW if it goes down, but not all the DW are being used 24x7 and are mission critical. One size doesn’t fit all. And, if your DW is not required to be highly available, you need to ask yourself, whether it is fair for you to pay for the HA architectural cost, if you don’t want it. Tiered SLAs are not new, and tiered HA is not a terrible idea.

Let’s talk about the DWs that do require to be highly available.

“Moreover, there is no reason to write a DBMS log if this is going to be the recovery tactic. As such, a source of run-time overhead can be avoided.”

I am a little confused how this is worded. Which logs are we referring to - the source systems or the target systems? The source systems are beyond the control of a BI vendor. There are newer approaches to design an OLTP system without a log, but that’s not up for discussion for this assertion. If the assertion is referring to the logs of the target system, how does that become a run-time overhead? Traditional DW systems are a read-only system at runtime. They don’t write logs back to the system. If he is referring to the logs while the data is being moved to DW, that’s not really run-time, unless we are referring to it as a hot-transfer.

There is one more approach, NoSQL, where eventual consistency is achieved over a period of time and the concept of a “corrupted system” is going away. Incomplete data is an expected behavior and people should plan for it. That’s the norm, regardless of a system being HA or not. Recently Netflix moved some of its applications to the cloud, where they have designed a background data fixer to deal with data inconsistencies.

HA is not black and white, and there are way more approaches, beyond the logs, to accomplish to achieve desired outcome.

Assertion 9: DBMSs should support online reprovisioning.

“Hardly anybody wants to take the required amount of down time to dump and reload the DBMS. Likewise, it is a DBA hassle to do so. A much better solution is for the DBMS to support reprovisioning, without going offline. Few systems have this capability today, but vendors should be encouraged to move quickly to provide this feature.”

I agree. I would add one thing. The vendors, even today, have a trouble supporting offline provisioning to cater to the increasing load. On-line reprovisioning is not trivial, since in many cases, it requires to re-architect their systems. The vendors typically get away with this, since the most customers don’t do capacity planning in real-time. Unfortunately, traditional BI systems are not commodity where the customers can plug-in more blades when they want and take them out when they don’t.

This is the fundamental premise behind why cloud makes it a great BI platform to address such re-provisioning issues with elastic computing. Read my post “The Future Of BI In The Cloud”, if you are inclined to understand how horizontal scale-out systems can help.

Assertion 10: Virtualization often has performance problems in a DBMS world.

This assertion, and the one before this, made me write the post “The Future Of BI In The Cloud”. I would not repeat what I wrote there, but I will quickly highlight what is relevant.

“Until better and cheaper networking makes remote I/O as fast as local I/O at a reasonable cost, one should be very careful about virtualizing DBMS software.”

Virtualizing I/O is not a solution for large DW with complex queries. However, as I wrote in the post, a good solution is not to make the remote I/O faster, but rather tap into the innovation of software-only SSD block I/O that are local.

“Of course, the benefits of a virtualized environment are not insignificant, and they may outweigh the performance hit. My only point is to note that virtualizing I/O is not cheap.”

This is what a disruption initially looks like. You start seeing good enough value in an approach, for certain types of solutions, that seems expensive for other set of solutions. Over a period of time, rapid innovation and economies of scale remove this price barrier. I think that’s where the virtualization stands, today. The organizations have started to use the cloud for IaaS and SaaS for a variety of solutions including good enough self-service BI and performance optimization solutions. I expect to see more and more innovation in this area where traditional large DW will be able to get enough value out of the cloud, even after paying the virtualization overhead.