Our Technical Marketing Engineers (TMEs) have delivered a library of technical videos, accompanied with voiceover explanations in clear, simple English, to show you how the Unified Computing System really works. Taken as a whole, this library provides a great functional tour of UCS, but it’s broken down into very digestible, well-defined topics so that you can zero in on topics and features of particular interest.
It has been a long winter for many of us. Nevertheless, the snow is finally melting and it’s an entirely new season for Qwest and Cisco.
Qwest has implemented the Cisco Unified Service Delivery (USD) solution across its CyberCenters. Qwest CyberCentersSM provide a highly-secure, reliable, scalable foundation for the delivery of state-of-the-art hosting for mission-critical enterprise application services.
Qwest VP of Product Management and National Network Services, Eric Bozich, talks about how
Cisco Unified Service Delivery brings new flexibility to cloud service delivery.
The Cisco USD solution helps Qwest optimize its CyberCenter network, application, compute and storage resources, while reducing capital, operating, real estate and energy costs. This creates new economies of scale for Qwest and attractive pay-per-use business models for their enterprise customers. The Cisco Unified Service Delivery is helping Qwest to change the game by bringing new levels of service agility to the cloud.
So, innovation comes in many forms. You hear me use this space to talk about all sorts of cool new products and technologies, but, sometimes, innovation manifests itself in other ways. One of the points we have always maintained about the Cisco UCS is that it was a clean-sheet design, driven by fresh thinking on what the convergence of network and compute infrastructure should look like. One result of this is that, with UCS, we have a completely new approach to management and operations--almost shocking in its simplicity. While I could wax rhapsodic about this for the next few hundred words, I thought its a story better told by others.
The first story came to me via Michael Heil, aka HeathITGuy. Michael has written numerous times about his positive experiences with the Cisco UCS. Recently, he related the story of adding a chassis to his existing system. Now, bear in mind, I had heard stories that doing this with some of the other “integrated systems” out there actually involves a professional services engagement. In Michael’s case, he gave the job to Jason, someone who joined his team all of a month ago. Michael helped Jason rack the new chassis, but beyond that, Jason was able to do the rest of the turn-up by himself--took all of 27 minutes.
A couple of recent media stories suggested that Cisco is “giving away” Unified Computing System trial units in order to accelerate our growth in the data center market.
We wanted to take a moment to let you know these allegations are completely incorrect.
Of the almost 4,000 customers that Cisco has amassed in just eighteen months since we started shipping UCS, every single one is a paying customer.
It is true that many companies have taken advantage of Cisco’s demo loan program, which allows customers to trial UCS for free, but all loaned evaluation units must be returned or bought.
We have never given away UCS equipment– it is loaned, and then must be returned. Also, no loaned units are counted in Cisco’s revenue reporting, only units that have been purchased.
While we’re focused on the facts, I would like to confirm that sales of Cisco’s UCS (introduced just 18 months ago) were up 700 percent last quarter (Q2 FY11) and are on pace to hit $650 million this year!
So I go traveling for a few weeks and suddenly, it seems, everyone’s talking about moving “beyond silos”. This is a subject near and dear to my heart, but I’m also a pragmatist. Many prescient sages have been warning for years of impending organizational shifts in IT—“Be prepared, or be doomed! Conquer your fear!” is the executive summary of many an article. This is easier said than done, of course. What’s often left out is the “how” of leading an organization through such a transition, perhaps because until recently there were few case studies from which the prognosticators could glean best practices.
So here are a few considerations, and some examples of how to address them.