The cloud computing wars have forgotten the enterprise

At this week’s Oracle OpenWorld conference, Oracle chairman Larry Ellison announced his company’s new autonomous database product. However, Larry being Larry, he took several minutes to disparage Amazon Web Services, especially its Redshift database technology.

AWS dominates the cloud market. Now that Oracle is fully committed to gunning for the exploding cloud marketplace, AWS stands in Ellison’s crosshairs. As you might imagine, AWS took exception to his comments and decided to issue a public rebuke.

What was the mudslinging all about? Ellison stated that AWS’s cloud is not at all elastic, and he provided a use case for his argument, stating that Redshift can’t automatically scale up and down. AWS responded that what Ellison said is “factually incorrect” and that you can resize AWS clusters anytime you want.

I’m sure we’ll see many of these silly vendor disputes pop up over the next several years as the titans of the enterprise vendor marketplace fight over the cloud computing customers in their target markets. In fact, Ellison also played the same game at OpenWorld with Splunk, which also refuted his critiques. (Ellison just can’t help himself—you know, Larry being Larry.)

But behind Ellison’s competitive swipes is fear of Oracle losing its lucrative dominance, AWS is a technology provider that no one saw coming. Much like Tesla and Uber, AWS created the market it now dominates. It certainly dominates perceptions in the market, which seems more important these days. That makes AWS a target for the old guard, like Oracle.

What’s missing from the vendor bickering is advocacy for the enterprise. Rarely do I hear technology providers, traditional or new, describe use cases that solved real-life enterprise problems. Such a list would include data migration, security, and porting of old and poorly designed applications.

Enterprises need real tools and real technology, they want to stuff to work right away, and hey want examples to follow that prove things can work right away.

Instead, the larger cloud providers seem to focus on what’s shiny and new, such as machine learning, serverless, and containers, when the enterprises are just trying to make it to next year’s budget planning with enough migrated workloads to simply justify the use of cloud computing.

Yes, the pursuit and development of new technology led us to the cloud revolution. The failure to ensure the adoption of the cloud on a widespread basis will stop that revolution. History is littered with the ghosts of failed revolutions.

The message I’m getting from enterprises is that they want to focus on the fundamentals; getting data and applications placed in public clouds, and working well the first time. This means vendors need to focus on the daily grind, the mundane (but necessary) tasks that won’t find their way into an Ellison keynote.

Those tasks are more important for the cloud users who are actually trying to make this stuff work. Focus on them, please.


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Fear Your on-Premises Security, Not the Cloud

A new research report from cloud security provider CloudLock argues that more than a quarter of cloud workloads used in corporate environments are “high risk.” Of course, CloudLock is biased; it makes a living spreading FUD about security, tapping into old-school IT fears about cloud computing. Its conclusions are largely foregone.

Although this is yet another self-serving report from a vendor, it’s a good opportunity for me to make sense of this information for everyone else.

First, the alternative to using the cloud is to leave the applications pretty much unprotected on premises. 

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VMware cloud boss to leave

Bill Fathers, the former executive of Savvis who has been leading VMware’s hybrid cloud efforts for the past three years, is leaving the company.

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VMware EVP and GM of Cloud Services Bill Fathers is leaving the company

VMware confirmed the news that was first reported by Fortune.

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How the cloud is transforming HR

“Wash, rinse and repeat.” That’s how Justin Watras describes the paper-based process that used to take up hours of managers’ time whenever a new employee started at Brooks Brothers.

“In a perfect scenario they’d show up with a bunch of employment documents, but more often than not they forgot or weren’t told,” explained Watras, the clothing retailer’s director of talent management and organizational effectiveness. “Either way, a manager or HR member would have to devote significant time to sitting with them and filling out paperwork in a process that often lasted hours.”

It’s a little different today.

Now, as soon as someone accepts a job, Brooks Brothers sends out an email with a link to the online equivalent of all that paperwork so they can do their part ahead of time. Also included is access to an employee portal filled with resources such as FAQs and a video from the CEO.

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