By now you have may have seen the Cisco announcement of the Unified Data Center and Unified Management http://newsroom.cisco.com/press-release-content?type=webcontent&articleId=578106. This exciting story around Unified Management began in the late summer of 2010 when the engineering team in Cisco’s Tidal Software acquisition began the integration of the Tidal Enterprise Orchestrator and the UCS Manager. We realized that we could take our experience with hundreds of customers in application automation and apply that toward infrastructure automation, specifically around provisioning, virtualization and cloud. Our future was cloudy and that was indeed a good thing.
Five months later after intensive technical and business innovation, in the third week of January in 2011, the Intelligent Automation Solutions Business Unit introduced our cloud automation suite which brought the ease of Amazon EC2 to the private cloud for both physical and virtual clouds. The solution consisted of newScale’s self service and service catalog technology, integrated to the Tidal Enterprise Orchestrator for automation of infrastructure provisioning and IT operations management tool integrations. I had been a customer of both of these companies at a previous job and had experienced the benefits of automating both the end user and back end systems with these two companies. With the new use cases of data center and cloud automation I was convinced that these technologies could be the basis of something transformational for our customers.
Recently, a customer asked me what was the value of using automation to operate a private cloud? It was a good question. Working in the middle of the reality distorition field of the cloud industry I take it for granted that everyone knows automation’s benefits.
Fundamentally, automation tools help to reduce labor costs, rationalize consumption and increase utilization.
Costs are lower because the labor required to configure and deploy is eliminate. This automation is possible by creating standard infrastructure offerings. Standard infrastructure offering make possible a new operational model: to move from the artesanal approach of delivering infrastructure ,where every system and configuration is uniqe, to the industrialized approach, that ensures repeatability, quality and agility. It’s the difference between custom tailoring and standardized sizes at The Gap. Both have their place, but one costs more.
For a while now, I’ve been bothered with the word commodity. Like legacy, greenfield, there are value judgements implicit in the words. When we apply them to technology adoption, they serve as marketing oars to rock the new tech boat, but are not useful when you need a fish for dinner.
And this article on the NYSE community cloud is a great example of why there are no commodity clouds.
The NYSE’s community cloud platform is design to ensure that its customers are treated fairly, and it ensures them that the maximum latency that any user will experience in this data center is 70 microseconds (one millionth of a second) round-trip for any message, O’Sullivan said.
“We guarantee that nobody will have an advantage on the network,” said O’Sullivan. “It’s designed to be a level playing field for trading.
Basically, this compute service comes with a latency service level and a promise that no one gets better latency, thus ensuring a level playing field for traders.
So it’s “level-playing-field-as-a-service;” which is right and ridiculous. Right because that’s the differentiators; ridiculous that I have to pull the *aaS to describe what before I would have simply called “service.”
There was a time when coffee was called a commodity, then Howard Schultz of Starbucks came along, and Peet’s came along, and next, we are all paying $5 for coffee.