3/1/15, 20:45 80% of companies are using cloud services in some way around the globe.#Cloud #security
3/1/15, 20:45 80% of companies are using cloud services in some way around the globe.#Cloud #security
Docker launches container orchestration toolkit with Hadoop and OpenStack support
Docker Inc. is finally making its long-anticipated management technology http://siliconangle.com/blog/2014/12/05/docker-aims-its-first-commercial-products-at-enterprise-admins/ available for download after three months of open-air incubation on GitHub. The launch marks another major step forward in the evolution of containers towards enterprise-readiness.
One of the biggest benefits that the lightweight virtualization model offers over the conventional hypervisors dominating the enterprise today is the ability to easily shuffle code and data across different types of infrastructure in standardized packages. But that interoperability only exists in theory for organizations with mission-critical applications.
In practice, the average business process takes a great deal of scaffolding to support that can’t simply migrate with the workload to another destination as part of the container. That logistical constraint also poses a lesser but no less significant challenge for developers in moving an application through the different stages of the project lifecycle.
The orchestration toolkit promises to close the loop on that manageability gap. It provides a unified way to handle a container from the time it’s created on a developer’s laptop to the final production rollout and every pit stop in between. The launch version offers several improvements over the original release from December that significantly broadens the range of supported use cases.
Docker Machine, the command line utility that handles bulk deployment and updating of containers across hosts, can now run on a dozen different platforms. The list includes OpenStack and the major public clouds as well as more surprising items like VMware’s OS X desktop hypervisor, which is a response to increasingly vocal demand for more operating system options than just Linux.
The same pressure had previously led the Docker to team up with Microsoft to bring its namesake technology to Windows http://siliconangle.com/blog/2014/11/19/microsoft-ships-out-new-docker-client-for-windows/, an effort that has already produced a native command line client http://siliconangle.com/blog/2014/11/12/microsoft-opens-up-net-to-expand-developer-reach-beyond-windows/. But although the journey of a container may start on the developer’s laptop, the startup’s ambition hardly end there.
That is evident in the update to the Docker Swarm, the clustering component, which has been extended to support three other schedulers besides Mesos including the hugely popular Kubernetes from Google and Amazon’s homegrown alternative. The enhancement provides that much more flexibility when it comes to scaling container clusters in the cloud.
Joining the new options is compatibility with the ZooKeeper coordination service for Hadoop. The data crunching platform was quietly updated to run on containers in November, a major opening that the update is meant to seize. It also targets other distributed applications with the addition of support for Consul, a similar technology that offers the same kind of capabilities for other distributed applications.
Another reason that the latter addition stands out is the fact that the framework is part of a another recently introduced http://siliconangle.com/blog/2014/12/19/skytap-lands-another-35-million-for-enterprise-devops-platform/orchestration suite that directly competes with Docker on many areas, which reinforces the startup’s much-touted policy of openness. But as important as it is, freedom of choice alone won’t bring containers into the enterprise. Much more progress is needed on the orchestration front to turn the paradigm into a viable alternative for traditional virtualization.
John Furrier and Dave Vellante spoke with Docker SVP of Product Scott Johnson at the recent industry event #IBMInterconnect speaking about the impact of Docker and it’s future.
Scott Johnson, SVP Product, Docker
IBM Tries to Paint the Computing Cloud Blue
IBM's chief, Virginia Rometty. IBM said it was opening corporate cloud centers in Australia, Canada, India and Italy.Credit Kazuhiro Nogi/Agence France-Presse — Getty Images IBM hopes everything looks better in IBM blue.
The company Monday announced at a conference in Las Vegas a series of technologies and investments designed to win business customers over to IBM’s version of modern computing. As the chief executive Virginia Rometty sees it, the future is about using computers both inside corporations and in remote cloud computing systems.
Companies need these, the thinking goes, to rapidly create mobile and data analysis-intensive applications. That leaves a potentially profitable opening for IBM’s thousands of consultants to work with corporate customers.
In a nod to the current passion for computing that can be broken apart into different suppliers’ components, IBM is also stressing a newfound passion for letting the competition play alongside IBM. To some extent.
“This is a big deal. People are trying to make a diversity of clouds behave as one, with applications that bring together the best of breed from lots of suppliers,” said Angel Diaz, vice president of standards and open technology at IBM. “They want services from us, our partners and competitors to work together.”
IBM, not surprisingly, thinks they should be running the diverse abundance on a uniform suite of IBM stuff. And they are doing what big companies in tech do best to get the word out – announcing their moves in front of 20,000 people at a conference http://www.ibm.com/cloud-computing/us/en/interconnect/ in Las Vegas.
The technologies and services announced include software containers http://www.nytimes.com/2015/01/13/business/a-small-software-company-sees-a-future-in-containers-of-code.html, or ways of developing and deploying software over multiple computers, with extra security and quality agreements.
IBM has also added tools for moving between corporate and public computers, particularly for using different types of data and services and development resources for Bluemix, its cloud application business, that tie into IBM’s cognitive computing products. The latter includes stuff like speech, text and image recognition.
IBM also said it was opening corporate cloud centers in Australia, Canada, India and Italy. These follow a company effort to best Amazon Web Services, Google and Microsoft by renting computation in more locations. “Mega clouds are great, but not that great if you’re not in their geography,” Mr. Diaz said.
What IBM appears to be doing is both cutting edge, in terms of using cloud and open source software resources, and very traditional. Older companies that want to survive in tech must almost always seek a way to throw off the less profitable businesses they are in, and get customers into new, higher-margin products.
In this case, IBM wants those people to leave Las Vegas keen to use development tools that draw on IBM’s most valuable resources. For some time now, the company has been shedding less valuable businesses that do not serve this goal, most notably when it sold http://bits.blogs.nytimes.com/2014/01/23/ibm-happy-to-be-rid-of-low-end-server-business/ its commodity computer server business to Lenovo of China last year.
IBM is hardly alone in moving fast to an enterprise tech world with lots of cloud computing, open-source software and products that supposedly embrace all technologies, while offering a one-stop shop.
Last week, Hewlett-Packard said http://bits.blogs.nytimes.com/2015/02/19/hp-to-sell-open-source-networking-gear/it was getting into commodity networking using open-source technology. HP will announce quarterly earnings on Tuesday, and the chief executive Meg Whitman is expected to talk more about her efforts to split the company into two more focused consumer and business companies.
EMC, a leader in data storage that also owns big server, networking and open source businesses, has plans to put more storage software into open source later this year.
All Cloud will be Hybrid Cloud. It will become superfluous to designate a Cloud being Hybrid Cloud.
Eric Egnet (@InTheKnowCIO)
The best way to predict the future is to create it. -Alan Kay
All Things Distributed http://www.allthingsdistributed.com/ Werner Vogels' weblog on building scalable and robust distributed systems.
Back-to-Basics Weekend Reading - RAID: High-Performance, Reliable Secondary Storage http://www.allthingsdistributed.com/2015/02/raid-high-performance-reliable-secondary-storage.html By Werner Vogels on 20 February 2015 03:30 PM | Permalink http://www.allthingsdistributed.com/2015/02/raid-high-performance-reliable-secondary-storage.html | Comments (0) http://www.allthingsdistributed.com/2015/02/raid-high-performance-reliable-secondary-storage.html#comments
Disk arrays, which organize multiple, independent disks into a large, high-performance logical disk, were a natural solution to dealing with constraints on performance and reliability of single disk drives. The term "RAID" was invented by David Patterson, Garth A. Gibson, and Randy Katz at the University of California, Berkeley in 1987. In their June 1988 paper "A Case for Redundant Arrays of Inexpensive Disks (RAID) http://www.cs.cmu.edu/~garth/RAIDpaper/Patterson88.pdf" they argued that the top performing mainframe disk drives of the time could be beaten on performance by an array of the inexpensive drives that had been developed for the growing personal computer market. Although failures would rise in proportion to the number of drives, by configuring for redundancy, the reliability of an array could far exceed that of any large single drive. In 1994 Peter Chen together with Ed Lee and the Berkeley team wrote a computer survey paper that lays out in great detail the background case for disk arrays and goes into the details of the various RAID models. RAID: High-Performance, Reliable Secondary Storage https://web.eecs.umich.edu/~pmchen/papers/chen94_1.pdf Peter Chen, Edward Lee, Garth Gibson, Randy Katz and David Patterson, ACM Computing Surveys, Vol 26, No. 2, June 1994. Comments
Werner Vogels CTO - Amazon.com
Follow werner on twitter http://www.twitter.com/werner if you want to know what he is current reading or thinking about. At werner.ly http://werner.ly/ he posts material that doesn't belong on this blog or on twitter. Syndication
The German NetApp technical team came up with a clever video explaining the unique benefits of Clustered Data ONTAP.
Thanks to a killer 2014, this week Apple became the first U.S. company to be worth over $700 billion http://americasmarkets.usatoday.com/2015/02/10/apple-just-made-history-again/. Could a company that makes electric cars ever be worth that much? Well, yes, according to comments made by Tesla CEO Elon Musk during the company’s earnings call Wednesday night.
Musk said that Tesla is investing a “staggering” amount of money into its capital expenditures ($1.5 billion in 2015), including manufacturing, expanding its own branded stores, installing charging stations, designing the Model 3, finishing engineering and tooling of the Model X, and building the massive battery factory. But that amount of capex spending could turn Tesla into a company worth $700 billion in a decade, said Musk, noting that his comments were his personal opinion and not company predictions.
So here’s his, admittedly back of the envelope math: take Tesla’s annual revenue of 2015, which he says will be $6 billion or so. If Tesla maintains a 50 percent growth rate for ten years, with a 10 percent profitability number, and a P/E (price to earnings) ratio of 20, Tesla’s market cap would be about $700 billion in 2025. Or essentially the valuation that Apple reached — the first for any company in the U.S — this week.
It’s possible. But it’s also very optimistic. Musk said the calculation was based on “certain assumptions,” which he said he’d “bet” would occur, but couldn’t state for sure as truth. It’s not unusual for Musk to be wildly optimistic when it comes to timelines, but he has tended to be directionally accurate. He says that type of growth could also be done without significant dilution to the company.
Still, there are still a lot of uncertainties in Tesla’s future. Musk has also said in the past that Tesla won’t be profitable on a non-GAAP annual basis until 2020, and Tesla still needs to get its much-delayed Model X to customers, get the Model 3 designed and ready to sell, and get the battery factory built on time and budget.
What do you think? Can Tesla reach the Apple $700 billion market value in a decade?
Rich Rogers (@RichRogersHDS)
2/15/15, 15:02 How you see the road ahead...what it will actually be like...and what you can plan for today. - @andywhitlock pic.twitter.com/Zq52ft9BeC
How to Be Successful in the 21st Century
A story about a Taxi driver, two technology companies and doing right by the Customer.
Every so often, we meet people who inspire us. This inspiration is usually born out of a combination of their personality and the life story they share. Recently, while on a business trip to Munich, I had the privilege of meeting such a person and an interesting side effect to this encounter was the business question it helped me solve.
I had just finished presenting NetApp's Cloud vision to a group of IT professionals and asked reception to order me a taxi back to the hotel. The taxi arrived and it was a beautiful Mercedes S-Class http://www5.mercedes-benz.com/en/vehicles/passenger-cars/s-class/; a stark comparison to the beat up Taxi I had that morning. The driver got lost and ironically --due to the pricing model being tied to the meter-- he profited from his mistake.
I sat down in this beautiful automobile and the driver turns to me and says, “how come I don't know you!?” “Well, we can change that right now”, I said as I extended my and hand to introduce myself. He told me his name was Nuri! And I responded to that, “ah, your the one”. I've been at NetApp for 13 years and for as long as I can remember I've heard stories about Nuri from other NetAppers.
He told me that NetApp changed his life. Quite a bold statement yet one I could relate to given that I had joined the company at the ripe age of 25 and owe everything I know about business and technology to NetApp and my Undergraduate Business Education.
Ten years ago, to start his work as a Taxi driver, Nuri had an old E-Class Mercedes that he purchased 2nd hand. He had entered a market, which was saturated by other Taxi companies, and margins that were very dependent on the total journey distance. During this same time, NetApp had an office, which was in close proximity to a hotel but not close enough that visitors could easily walk there. As you can imagine, each time a taxi would be ordered, the driver would get upset given the poor economics of having to drive all the way to the office only to realize a small fare journey. We’ve all been in this situation and it can be nerve racking both for the customer and the driver.
When looking back on our lives we can often recognize that particular tipping point where our attitudes, habits and character coincide in the right situation that changes everything. This moment 10 years ago was Nuri’s.
A NetApp Executive had a car ordered to bring him from the NetApp Munich office to this same hotel hotel but this time it was Nuri in his 2ndhand taxi. When told of the destination, Nuri responded with a positive, customer friendly attitude in that it was his pleasure to take him to the hotel. This was a complete departure from what every person going from this office to the hotel had experienced. Nuri, was essentially putting his customer first and his eye off the Taxi fare margin. This NetApp executive was so impressed that he put in a request to NetApp Work Place Resources to use Nuri whenever possible.
Today, Nuri has a thriving business of 17 beautiful S-Class Mercedes and a staff of 47 drivers. What I find even more incredible is that the rates Nuri’s company charges is equal to and in some cases lower then that of the standard off the street Taxi’s.
How does all of this play into building a successful business in the 21st century. The first principle is doing right by the customer, which in it’s essence is nothing new however I’m seeing this take a different form in the 21st Century.
Attending an Amazon Web Services Summit, one of the Keynote Speakers was Dr. Werner Vogels http://www.linkedin.com/in/wernervogels CTO, Amazon. He spoke about the Infrastructure Innovation circle which AWS uses. It goes something like this: More Customers = More AWS Usage = More Infrastructure = Economies of Scale = Lower Infrastructure Costs = Reduced Prices = More Customers …and so the cycle continues. Without that one key component of price reduction, the cycle does not work. If they were to keep prices where they are, it would have a positive short term benefit however would not enable this Infrastructure Innovation and ultimately the building up of customers and most importantly, customer success. Amazon takes the long-term view and as we see, it’s paying off.
When I look at NetApp I see a similar phenomenon. Ever since our inception, NetApp has dedicated a large part of their Engineering Innovation towards Storage Efficiency http://www.netapp.com/us/technology/storage-efficiency but most importantly Efficiency on all tiers of Storage. It’s one thing to provide storage efficiency on a relatively inexpensive tier of storage such as Backup and Archive but to do this also at the high-end and the whole infrastructure provides a whole different set of economics. As Dave Hitz http://www.netapp.com/us/company/news/executive-bios.aspx#david_hitz, one of NetApp’s founders, says that we help customers buy less and store more. I personally believe this has a strong effect on our short term revenues however it is exactly what has made NetApp Data ONTAP http://www.netapp.com/au/products/platform-os/data-ontap-8/index.aspx the #1 Storage Operating System in the world. Dave Hitz says it perfectly, “If I can help you save 30 or 50 cents from every dollar, you will be more likely to come back to me next time you get a dollar.”
To build a successful business in the 21st century, I believe we need to take a strong look at the examples of Nuri, Amazon and NetApp. Nuri and how he focused only on what the customer wanted which was a ride to the hotel and not on his bottom line, this style of thinking and customer experience triggered a number of events, which brought him to a very successful place with his business.
For those of you who may be traveling to Munich, I would strongly recommend you use the Taxi service of Nuri and see first hand an example of putting the customer first. He can be reached via the following contact information:
Nuri Sezer – your personal driver in Munich +49 172 – 786-5545 Nurisezer71@yahoo.de
Apple Has Hundreds Working On An Electric Car Design, Says WSJ
Apple is working on a car, according to the Wall Street Journal http://www.wsj.com/articles/apples-titan-car-project-to-challenge-tesla-1423868072. The Mac maker kicked off a top-secret project to develop an electric car with a minivan aesthetic, per the WSJ’s sources, after CEO Tim Cook approved the project nearly a year ago. It includes “hundreds” of staffers and is led by Ford Motor vet and Apple VP Steve Zadesky. The project involves research into battery tech, robotics and metal production, according to the paper.
The report comes hot on the heels of a Financial Times story http://www.ft.com/intl/cms/s/0/84906352-b3a5-11e4-9449-00144feab7de.html?siteedition=intl#axzz3RePFWcIh confirming Apple R&D efforts around car tech, and goes further than either that report or an earlier one from Business Insider wherein an Apple employee reportedly confirmed some kind of car-focused project. As I wrote earlier, it makes perfect logical sense that Apple would focus some effort on this area http://techcrunch.com/2015/02/13/why-it-makes-perfect-sense-for-apple-to-invest-in-the-future-of-the-car/, given the direction in which the tech industry in general is headed.
Apple has allotted for as many as 1,000 people to work on the project, according to the newest report, and the team includes former Mercedez-Benz head of R&D Johann Jungwirth. The fact that Apple’s target in this case is an electric vehicle means earlier reports that it is seeking employees from Tesla (at the same time as Tesla is attempting to poach employees from Cupertino) make a lot of sense.
The WSJ, like the FT, reports that while design and research are underway, Apple still hasn’t decided on any kind of firm product release plans. Apple has also been rumored to have been working on various other product categories in the past, including an Apple television set, which never ended up as shipping products (or haven’t yet shipped, at least).
That isn’t to say Apple will never make a car, but the fact remains that this would be a dramatic departure from the company’s core business, with huge risk involved in actually shipping anything and at this point, it’s unclear how much they’d stand to gain from such a move.
Gross margins on the iPhone range fall just under 50 percent, according to analyst estimates, and Elon Musk has promised (but not necessarily achieved) a 25 percent gross margin on every vehicle. Still, Apple has a track record of achieving premiums unheard of at competitors, so it is conceivable it could find success in the luxury car space, given its expertise with supply-chain management.
Apple also stands to make big gains in a number of other areas even if it ultimately doesn’t ship any cars – research into making a vehicle includes research about how to build software for a car, and has benefits with regards to battery and materials tech. Money spent on R&D for a car (especially an EV), therefore, even if you don’t ship a car, doesn’t go to waste.
One more thing: With the Apple Watch, Apple is clearly interested in seeing how it can extend its reputation and a premium device-maker into other categories, and it’s approaching that market as a fashion brand rather than as a straightforward gadget-maker. Car research could be another step in the same direction, with Apple exploring how its brand might translate to premium goods beyond just the home computing market.