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Erlang and the Chasm
Erlang and the Chasm
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Erlang and the Chasm

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Video and slides synchronized, mp3 and slide download available at http://bit.ly/18YMJhz. …

Video and slides synchronized, mp3 and slide download available at http://bit.ly/18YMJhz.

Torben Hoffmann looks at the status of Erlang using the technology life cycle lenses of Geofrey More and in particular discuss if Erlang is before, in or after the Chasm. Filmed at qconlondon.com.

Torben Hoffmann is Product & Research Manager for Erlang Solutions. He has been active in the Erlang community for several years and has spoken at conferences world-wide. His first big Erlang related project was the introduction of Erlang as a technology to write a gateway in for Motorola Solutions in Denmark. Twitter: @LeHoff

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  • 1. Erlang  and  the  Chasm A  tour  of  the  interac5on  between   engineering  and  marke5ng Torben  Hoffmann Product  &  Research  Manager Erlang  Solu5ons  Ltd @LeHoff Session  code:  #3799 1 torsdag den 7. marts 13
  • 2. InfoQ.com: News & Community Site • 750,000 unique visitors/month • Published in 4 languages (English, Chinese, Japanese and Brazilian Portuguese) • Post content from our QCon conferences • News 15-20 / week • Articles 3-4 / week • Presentations (videos) 12-15 / week • Interviews 2-3 / week • Books 1 / month Watch the video with slide synchronization on InfoQ.com! http://www.infoq.com/presentations /erlang-pros-cons
  • 3. Presented at QCon London www.qconlondon.com Purpose of QCon - to empower software development by facilitating the spread of knowledge and innovation Strategy - practitioner-driven conference designed for YOU: influencers of change and innovation in your teams - speakers and topics driving the evolution and innovation - connecting and catalyzing the influencers and innovators Highlights - attended by more than 12,000 delegates since 2007 - held in 9 cities worldwide
  • 4. © 1999-2012 Erlang Solutions Ltd. Have you ever... 2 torsdag den 7. marts 13
  • 5. © 1999-2012 Erlang Solutions Ltd. Have you ever... •wondered about why some technologies did not make it? 2 torsdag den 7. marts 13
  • 6. © 1999-2012 Erlang Solutions Ltd. Have you ever... •wondered about why some technologies did not make it? •worked on a product that did well for a while only to falter away? 2 torsdag den 7. marts 13
  • 7. © 1999-2012 Erlang Solutions Ltd. Have you ever... •wondered about why some technologies did not make it? •worked on a product that did well for a while only to falter away? •been met with “Who else is using that?” when trying to advocate a tool? 2 torsdag den 7. marts 13
  • 8. © 1999-2012 Erlang Solutions Ltd. Have you ever... •wondered about why some technologies did not make it? •worked on a product that did well for a while only to falter away? •been met with “Who else is using that?” when trying to advocate a tool? •felt the lack of ways to address these issues? 2 torsdag den 7. marts 13
  • 9. © 1999-2012 Erlang Solutions Ltd. Have you ever... •wondered about why some technologies did not make it? •worked on a product that did well for a while only to falter away? •been met with “Who else is using that?” when trying to advocate a tool? •felt the lack of ways to address these issues? •Then this is the talk for you! 2 torsdag den 7. marts 13
  • 10. © 1999-2012 Erlang Solutions Ltd. Have you ever... 3 torsdag den 7. marts 13
  • 11. © 1999-2012 Erlang Solutions Ltd. Have you ever... •been looking for a way to leapfrog your competition using new technology? 3 torsdag den 7. marts 13
  • 12. © 1999-2012 Erlang Solutions Ltd. Have you ever... •been looking for a way to leapfrog your competition using new technology? •felt that productivity using mainstream technologies X, Y and Z has been abysmal? 3 torsdag den 7. marts 13
  • 13. © 1999-2012 Erlang Solutions Ltd. Have you ever... •been looking for a way to leapfrog your competition using new technology? •felt that productivity using mainstream technologies X, Y and Z has been abysmal? •ignored “Who else is using that?” when selecting a tool ? 3 torsdag den 7. marts 13
  • 14. © 1999-2012 Erlang Solutions Ltd. Have you ever... •been looking for a way to leapfrog your competition using new technology? •felt that productivity using mainstream technologies X, Y and Z has been abysmal? •ignored “Who else is using that?” when selecting a tool ? •felt the lack of ways to address these issues? 3 torsdag den 7. marts 13
  • 15. © 1999-2012 Erlang Solutions Ltd. Have you ever... •been looking for a way to leapfrog your competition using new technology? •felt that productivity using mainstream technologies X, Y and Z has been abysmal? •ignored “Who else is using that?” when selecting a tool ? •felt the lack of ways to address these issues? •Then this is the talk for you! 3 torsdag den 7. marts 13
  • 16. © 1999-2012 Erlang Solutions Ltd. The Link to Architecture •Understanding how your customers think is good for engineers •Non-obvious customer needs can easy or hard to implement depending on your engineering choices •Having a common vocabulary across the organisation will make communication better 4 torsdag den 7. marts 13
  • 17. © 1999-2012 Erlang Solutions Ltd. Model: Crossing the Chasm •“Crossing the Chasm” by Geoffrey More - Marketing and Selling Disruptive Products to Mainstream Customers •1st edition in 1991 •Revised 2001 •Makes you think •Not the Silver Bullet 5 torsdag den 7. marts 13
  • 18. © 1999-2012 Erlang Solutions Ltd. Use Case: Erlang and friends •Presenting a model without personal use cases is dull •Erlang fits the notion of disruption very well - Erlang has great benefits, if you are willing to change parts of your technology stack •Erlang shows signs of “being in the Chasm” - Eco-system not as mature as, e.g., Java - A number of people have had massive successes with Erlang, but mainstream penetration is has not happened yet 6 torsdag den 7. marts 13
  • 19. 7 slides[<your favorite tech>/Erlang] torsdag den 7. marts 13
  • 20. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers torsdag den 7. marts 13
  • 21. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers Technology enthusiasts torsdag den 7. marts 13
  • 22. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers Technology enthusiasts Visionaries torsdag den 7. marts 13
  • 23. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers Technology enthusiasts Visionaries Pragmatists torsdag den 7. marts 13
  • 24. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers Technology enthusiasts Visionaries Pragmatists Conservatives torsdag den 7. marts 13
  • 25. © 1999-2012 Erlang Solutions Ltd. Technology Adaptation Life Cycle 8 Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers Technology enthusiasts Visionaries Pragmatists Conservatives Laggards torsdag den 7. marts 13
  • 26. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 27. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 28. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake •Great critics ´cause they really care! 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 29. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake •Great critics ´cause they really care! •Gatekeepers for new tech 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 30. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake •Great critics ´cause they really care! •Gatekeepers for new tech •Want the truth - no tricks!! 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 31. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake •Great critics ´cause they really care! •Gatekeepers for new tech •Want the truth - no tricks!! •Want the latest stuff... 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 32. © 1999-2012 Erlang Solutions Ltd. The Technology Enthusiast •Appreciates technology for its own sake •Great critics ´cause they really care! •Gatekeepers for new tech •Want the truth - no tricks!! •Want the latest stuff... •but it has to be cheap! 9 Source: https://en.wikipedia.org/wiki/File:GyroDisney.jpg torsdag den 7. marts 13
  • 33. © 1999-2012 Erlang Solutions Ltd. The Visionaries 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 34. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 35. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” •Business goals, not technology goals 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 36. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” •Business goals, not technology goals •Looking for a quantum leap forward 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 37. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” •Business goals, not technology goals •Looking for a quantum leap forward •Willing to take high risks 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 38. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” •Business goals, not technology goals •Looking for a quantum leap forward •Willing to take high risks •Easy to sell - very hard to please 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 39. © 1999-2012 Erlang Solutions Ltd. The Visionaries •Driven by a “dream” •Business goals, not technology goals •Looking for a quantum leap forward •Willing to take high risks •Easy to sell - very hard to please •Understand their dream and you can market to them 10 Source: https://en.wikipedia.org/wiki/ File:Steve_Jobs_Headshot_2010-CROP.jpg torsdag den 7. marts 13
  • 40. © 1999-2012 Erlang Solutions Ltd. The Pragmatists 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 41. © 1999-2012 Erlang Solutions Ltd. The Pragmatists •Looking for incremental, measurable, predictable progress 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 42. © 1999-2012 Erlang Solutions Ltd. The Pragmatists •Looking for incremental, measurable, predictable progress •Risk = the chance to waste money and time 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 43. © 1999-2012 Erlang Solutions Ltd. The Pragmatists •Looking for incremental, measurable, predictable progress •Risk = the chance to waste money and time •Loyal once won 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 44. © 1999-2012 Erlang Solutions Ltd. The Pragmatists •Looking for incremental, measurable, predictable progress •Risk = the chance to waste money and time •Loyal once won •Likes standards 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 45. © 1999-2012 Erlang Solutions Ltd. The Pragmatists •Looking for incremental, measurable, predictable progress •Risk = the chance to waste money and time •Loyal once won •Likes standards •Expect to live personally with a technology choice for a long time 11 Dana Scully (X-Files) as opposed to Fox Mulder Source: http://en.wikipedia.org/wiki/File:Scully.jpg torsdag den 7. marts 13
  • 46. © 1999-2012 Erlang Solutions Ltd. The Conservatives 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 47. © 1999-2012 Erlang Solutions Ltd. The Conservatives •Against discontinuous innovations 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 48. © 1999-2012 Erlang Solutions Ltd. The Conservatives •Against discontinuous innovations •Often fear high tech a little bit 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 49. © 1999-2012 Erlang Solutions Ltd. The Conservatives •Against discontinuous innovations •Often fear high tech a little bit •Likes to buy pre-assembled packages at a huge discount! 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 50. © 1999-2012 Erlang Solutions Ltd. The Conservatives •Against discontinuous innovations •Often fear high tech a little bit •Likes to buy pre-assembled packages at a huge discount! •Tech just has to work! Period! 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 51. © 1999-2012 Erlang Solutions Ltd. The Conservatives •Against discontinuous innovations •Often fear high tech a little bit •Likes to buy pre-assembled packages at a huge discount! •Tech just has to work! Period! •Products dedicated to a single function are best understood 12 Comes in all shapes and forms. I went for a Palm TX instead of a smart phone in 2004. We can all be conservative in some dimensions and something else in other dimensions. torsdag den 7. marts 13
  • 52. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 torsdag den 7. marts 13
  • 53. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 torsdag den 7. marts 13
  • 54. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 2 torsdag den 7. marts 13
  • 55. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 2 3 torsdag den 7. marts 13
  • 56. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 2 3 4 torsdag den 7. marts 13
  • 57. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 2 3 4 5 torsdag den 7. marts 13
  • 58. © 1999-2012 Erlang Solutions Ltd. In Theory... •You conquer the TALC group by group in one smooth motion 13 1 2 3 4 5 but it’s just an illusion :-( torsdag den 7. marts 13
  • 59. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 torsdag den 7. marts 13
  • 60. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts torsdag den 7. marts 13
  • 61. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries torsdag den 7. marts 13
  • 62. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists torsdag den 7. marts 13
  • 63. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists Conservatives torsdag den 7. marts 13
  • 64. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists Conservatives Laggards torsdag den 7. marts 13
  • 65. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists Conservatives Laggards Crack torsdag den 7. marts 13
  • 66. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists Conservatives Laggards Crack Crack torsdag den 7. marts 13
  • 67. © 1999-2012 Erlang Solutions Ltd. Cracks and a Chasm 14 Technology enthusiasts Visionaries Pragmatists Conservatives Laggards Crack CrackChasm torsdag den 7. marts 13
  • 68. © 1999-2012 Erlang Solutions Ltd. 1st Crack 15 torsdag den 7. marts 13
  • 69. © 1999-2012 Erlang Solutions Ltd. 1st Crack •From Technology Enthusiasts to Visionaries 15 torsdag den 7. marts 13
  • 70. © 1999-2012 Erlang Solutions Ltd. 1st Crack •From Technology Enthusiasts to Visionaries •Typical issue: not able to show that the tech enables a leap forward 15 torsdag den 7. marts 13
  • 71. © 1999-2012 Erlang Solutions Ltd. 1st Crack •From Technology Enthusiasts to Visionaries •Typical issue: not able to show that the tech enables a leap forward •Benefit typically shown as a single, compelling application 15 torsdag den 7. marts 13
  • 72. © 1999-2012 Erlang Solutions Ltd. 2nd Crack 16 torsdag den 7. marts 13
  • 73. © 1999-2012 Erlang Solutions Ltd. 2nd Crack •From Pragmatists to Conservatives 16 torsdag den 7. marts 13
  • 74. © 1999-2012 Erlang Solutions Ltd. 2nd Crack •From Pragmatists to Conservatives •Conservatives are not willing to become technologically competent - Product must be easier to adopt than before 16 torsdag den 7. marts 13
  • 75. © 1999-2012 Erlang Solutions Ltd. 2nd Crack •From Pragmatists to Conservatives •Conservatives are not willing to become technologically competent - Product must be easier to adopt than before •User interface and user experience has to be redesigned - Don’t spend R&D on adding more features 16 torsdag den 7. marts 13
  • 76. © 1999-2012 Erlang Solutions Ltd. The Chasm 17 torsdag den 7. marts 13
  • 77. © 1999-2012 Erlang Solutions Ltd. The Chasm •From Visionaries to Pragmatists 17 torsdag den 7. marts 13
  • 78. © 1999-2012 Erlang Solutions Ltd. The Chasm •From Visionaries to Pragmatists •Visionaries buy a change agent to get a radical discontinuity 17 torsdag den 7. marts 13
  • 79. © 1999-2012 Erlang Solutions Ltd. The Chasm •From Visionaries to Pragmatists •Visionaries buy a change agent to get a radical discontinuity •Pragmatists want a productivity improvement for existing operations 17 torsdag den 7. marts 13
  • 80. © 1999-2012 Erlang Solutions Ltd. The Chasm •From Visionaries to Pragmatists •Visionaries buy a change agent to get a radical discontinuity •Pragmatists want a productivity improvement for existing operations •Pragmatists want evolution, not revolution 17 torsdag den 7. marts 13
  • 81. © 1999-2012 Erlang Solutions Ltd. The Chasm •From Visionaries to Pragmatists •Visionaries buy a change agent to get a radical discontinuity •Pragmatists want a productivity improvement for existing operations •Pragmatists want evolution, not revolution •Pragmatists wants references 17 torsdag den 7. marts 13
  • 82. © 1999-2012 Erlang Solutions Ltd. Visionaries vs Pragmatists 18 Visionaries have four characteristics that alienate Pragmatists: torsdag den 7. marts 13
  • 83. © 1999-2012 Erlang Solutions Ltd. Visionaries vs Pragmatists •Lack of respect for their colleagues’ experiences 18 Visionaries have four characteristics that alienate Pragmatists: torsdag den 7. marts 13
  • 84. © 1999-2012 Erlang Solutions Ltd. Visionaries vs Pragmatists •Lack of respect for their colleagues’ experiences •Takes greater interest in technology than in their industry 18 Visionaries have four characteristics that alienate Pragmatists: torsdag den 7. marts 13
  • 85. © 1999-2012 Erlang Solutions Ltd. Visionaries vs Pragmatists •Lack of respect for their colleagues’ experiences •Takes greater interest in technology than in their industry •Fail to recognise the importance of existing product infrastructure 18 Visionaries have four characteristics that alienate Pragmatists: torsdag den 7. marts 13
  • 86. © 1999-2012 Erlang Solutions Ltd. Visionaries vs Pragmatists •Lack of respect for their colleagues’ experiences •Takes greater interest in technology than in their industry •Fail to recognise the importance of existing product infrastructure •Overall disruptiveness 18 Visionaries have four characteristics that alienate Pragmatists: torsdag den 7. marts 13
  • 87. 19 Meanwhile in galaxy far, far away from here... torsdag den 7. marts 13
  • 88. © 1999-2012 Erlang Solutions Ltd. 20 Introducing Erlang •Erlang is a programming language originally invented by Ericsson - create telephone switches faster and with higher quality •Open source since 1998 •Main development still supported by Ericsson torsdag den 7. marts 13
  • 89. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements 21 torsdag den 7. marts 13
  • 90. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency 21 torsdag den 7. marts 13
  • 91. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time 21 torsdag den 7. marts 13
  • 92. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems 21 torsdag den 7. marts 13
  • 93. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction 21 torsdag den 7. marts 13
  • 94. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems 21 torsdag den 7. marts 13
  • 95. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems • Complex functionality 21 torsdag den 7. marts 13
  • 96. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems • Complex functionality • Continuous operation for many years 21 torsdag den 7. marts 13
  • 97. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems • Complex functionality • Continuous operation for many years • Software maintenance on-the-fly 21 torsdag den 7. marts 13
  • 98. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems • Complex functionality • Continuous operation for many years • Software maintenance on-the-fly • High quality and reliability 21 torsdag den 7. marts 13
  • 99. © 1999-2012 Erlang Solutions Ltd. Erlang’s Original Requirements • Large scale concurrency • Soft real-time • Distributed systems • Hardware interaction • Very large software systems • Complex functionality • Continuous operation for many years • Software maintenance on-the-fly • High quality and reliability • Fault tolerance 21 torsdag den 7. marts 13
  • 100. © 1999-2012 Erlang Solutions Ltd. Erlang’s Sweet Spot 22 GUI Drivers Middleware Coordination Control Erlang torsdag den 7. marts 13
  • 101. © 1999-2012 Erlang Solutions Ltd. Erlang Success Stories •Riak (NoSQL DB) - used in Denmark’s Shared Medicine Record •CouchBase (NoSQL DB) - used in Draw Something •XMPP (ejabberd and MongooseIM) •Messaging Gateways - both text and voice 23 torsdag den 7. marts 13
  • 102. © 1999-2012 Erlang Solutions Ltd. •So if Erlang is the best thing since sliced bread, how successful is it? 24 torsdag den 7. marts 13
  • 103. © 1999-2012 Erlang Solutions Ltd. Erlang Vital Statistics 25 TIOBE Index Feb-2013 Source: http://www.tiobe.com/index.php/content/paperinfo/tpci/index.html torsdag den 7. marts 13
  • 104. © 1999-2012 Erlang Solutions Ltd. Erlang Vital Statistics 25 TIOBE Index Feb-2013 Source: http://www.tiobe.com/index.php/content/paperinfo/tpci/index.html In a league far, far away... torsdag den 7. marts 13
  • 105. © 1999-2012 Erlang Solutions Ltd. Erlang Vital Statistics 26 Language Popularity Index tool Feb-2013 Source: http://lang-index.sourceforge.net/ torsdag den 7. marts 13
  • 106. © 1999-2012 Erlang Solutions Ltd. Erlang Vital Statistics 26 Language Popularity Index tool Feb-2013 In a league far, far away... Source: http://lang-index.sourceforge.net/ torsdag den 7. marts 13
  • 107. © 1999-2012 Erlang Solutions Ltd. Is Erlang in the Chasm? 27 torsdag den 7. marts 13
  • 108. © 1999-2012 Erlang Solutions Ltd. Is Erlang in the Chasm? •Some, but not many, are enthusiastic about Erlang •Some, but not many, success stories •No major upward trend to be found •Erlang might very well be stuck in the Chasm 27 torsdag den 7. marts 13
  • 109. 28 Market Definition torsdag den 7. marts 13
  • 110. © 1999-2012 Erlang Solutions Ltd. 29 What is a Market? torsdag den 7. marts 13
  • 111. © 1999-2012 Erlang Solutions Ltd. 29 What is a Market? •Before we go any further we need to agree on what a market is: - a set of actual/potential customers - for a given set of products/services - who have a common set of needs/wants, and - who reference each other when making buying decisions torsdag den 7. marts 13
  • 112. © 1999-2012 Erlang Solutions Ltd. 29 What is a Market? •Before we go any further we need to agree on what a market is: - a set of actual/potential customers - for a given set of products/services - who have a common set of needs/wants, and - who reference each other when making buying decisions •The referencing aspect is key! torsdag den 7. marts 13
  • 113. 30 Crossing the Chasm torsdag den 7. marts 13
  • 114. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 torsdag den 7. marts 13
  • 115. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 Mainstream market torsdag den 7. marts 13
  • 116. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 Early Market base torsdag den 7. marts 13
  • 117. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 Strategic target market segment torsdag den 7. marts 13
  • 118. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 Chasm torsdag den 7. marts 13
  • 119. © 1999-2012 Erlang Solutions Ltd. D-day Analogy 31 Additional market segments torsdag den 7. marts 13
  • 120. 32 Trying to cross the chasm without taking a niche market approach is like trying to light a fire without kindling torsdag den 7. marts 13
  • 121. 32 Trying to cross the chasm without taking a niche market approach is like trying to light a fire without kindling If this is all you remember from this talk you are not too bad off! torsdag den 7. marts 13
  • 122. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 123. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 124. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? - disastrous 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 125. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? - disastrous •Surely things can just work themselves out? 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 126. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? - disastrous •Surely things can just work themselves out? - not always 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 127. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? - disastrous •Surely things can just work themselves out? - not always •We will discover our market, led to it by our customers? 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 128. © 1999-2012 Erlang Solutions Ltd. Why is it difficult to Commit to a Niche ? •How bad can it be to be sales driven? - disastrous •Surely things can just work themselves out? - not always •We will discover our market, led to it by our customers? - not in a million years! 33 Most companies do not have the discipline to stop pursuing any sale at any time for any reason torsdag den 7. marts 13
  • 129. © 1999-2012 Erlang Solutions Ltd. Crossing Goal 34 torsdag den 7. marts 13
  • 130. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market 34 torsdag den 7. marts 13
  • 131. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market - create a referenceable pragmatist customer base 34 torsdag den 7. marts 13
  • 132. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market - create a referenceable pragmatist customer base •By ensuring that our first set of customers completely satisfy their buying objectives 34 torsdag den 7. marts 13
  • 133. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market - create a referenceable pragmatist customer base •By ensuring that our first set of customers completely satisfy their buying objectives - give them a whole product 34 torsdag den 7. marts 13
  • 134. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market - create a referenceable pragmatist customer base •By ensuring that our first set of customers completely satisfy their buying objectives - give them a whole product •Anything missing = incomplete solution 34 torsdag den 7. marts 13
  • 135. © 1999-2012 Erlang Solutions Ltd. Crossing Goal •Must secure a beachhead in the mainstream market - create a referenceable pragmatist customer base •By ensuring that our first set of customers completely satisfy their buying objectives - give them a whole product •Anything missing = incomplete solution •Incomplete solution = cannot be referenced 34 torsdag den 7. marts 13
  • 136. © 1999-2012 Erlang Solutions Ltd. 35 Source: http://sustainablethoughts.org/2010/12/02/the-siren-call/50/ The Lure of Selling to Everyone torsdag den 7. marts 13
  • 137. © 1999-2012 Erlang Solutions Ltd. Market Leadership •Pragmatists wants to buy from market leaders •Owning a market provides a solid base 36 Source: http://www.stay-a-stay-at-home-mom.com/stay-at-home-mom-income.html torsdag den 7. marts 13
  • 138. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms 37 torsdag den 7. marts 13
  • 139. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier 37 torsdag den 7. marts 13
  • 140. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure 37 torsdag den 7. marts 13
  • 141. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure - if one fixes a broken, mission-critical business process end users will force IT departments to install 37 torsdag den 7. marts 13
  • 142. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure - if one fixes a broken, mission-critical business process end users will force IT departments to install •Platforms are multi-purpose 37 torsdag den 7. marts 13
  • 143. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure - if one fixes a broken, mission-critical business process end users will force IT departments to install •Platforms are multi-purpose - infrastructure is the domain of the IT community 37 torsdag den 7. marts 13
  • 144. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure - if one fixes a broken, mission-critical business process end users will force IT departments to install •Platforms are multi-purpose - infrastructure is the domain of the IT community - better to disguise as an application 37 torsdag den 7. marts 13
  • 145. © 1999-2012 Erlang Solutions Ltd. Applications vs Platforms •Applications crosses the chasm easier - end users more likely to champion disruption than tech professionals operating current infrastructure - if one fixes a broken, mission-critical business process end users will force IT departments to install •Platforms are multi-purpose - infrastructure is the domain of the IT community - better to disguise as an application - better when markets go mass 37 torsdag den 7. marts 13
  • 146. © 1999-2012 Erlang Solutions Ltd. Riak vs Erlang •Riak is an application - NoSQL database - written in Erlang - thriving company behind it with a number of million $ fundings •Erlang is a platform - supported by Ericsson and open source community - no mainstream penetration 38 torsdag den 7. marts 13
  • 147. © 1999-2012 Erlang Solutions Ltd. Crossing the Chasm Phases •Target the Point of Attack •Assemble the Invasion Force •Define the Battle •Launch the Invasion 39 torsdag den 7. marts 13
  • 148. 40 Target the Point of Attack torsdag den 7. marts 13
  • 149. © 1999-2012 Erlang Solutions Ltd. High-Risk, Low-Data Decision •You have to pick a beachhead without having any hard market data •Cannot use the data from the Visionaries •You are on your own! •Use informed intuition instead of analytical reason 41 torsdag den 7. marts 13
  • 150. © 1999-2012 Erlang Solutions Ltd. Target Customer Characterisation •Must get personal - markets are impersonal and abstract •Create a number of them until you start repeating yourself •For each customer profile you create a scenario •With a number of scenarios in hand you rate them against the Market Development Strategy Checklist 42 torsdag den 7. marts 13
  • 151. © 1999-2012 Erlang Solutions Ltd. Scenarios •Who is who? - End User, Technical Buyer, Economic Buyer •A day in the life (before) - What is the problem with the existing approach? - What are the economic consequences? •A day in the life (after) - What does the new approach enable? - Show me the money! 43 torsdag den 7. marts 13
  • 152. © 1999-2012 Erlang Solutions Ltd. Market Development Strategy Checklist •Showstoppers: - Target customer - Compelling reason to buy - Whole product - Competition •Nice to have: - Partners and allies - Distribution - Pricing - Positioning - Next target customer 44 Rate them 1-5 and sum torsdag den 7. marts 13
  • 153. © 1999-2012 Erlang Solutions Ltd. Commiting to the Point of Attack •Pick one and pick it hard •Optimal choice of beachhead not important - as long as you win it! •Size matters - pick on somebody of your own size - you have to become market leader 45 torsdag den 7. marts 13
  • 154. 46 Assemble the Invasion Force torsdag den 7. marts 13
  • 155. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 See Levitt’s “The Marketing Imagination” for details torsdag den 7. marts 13
  • 156. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 Generic Product See Levitt’s “The Marketing Imagination” for details torsdag den 7. marts 13
  • 157. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 Generic Product Expected Product See Levitt’s “The Marketing Imagination” for details torsdag den 7. marts 13
  • 158. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 Generic Product Expected Product Augmented Product See Levitt’s “The Marketing Imagination” for details torsdag den 7. marts 13
  • 159. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 Generic Product Expected Product Augmented Product Potential Product See Levitt’s “The Marketing Imagination” for details torsdag den 7. marts 13
  • 160. © 1999-2012 Erlang Solutions Ltd. Whole Product 47 Generic Product Expected Product Augmented Product Potential Product See Levitt’s “The Marketing Imagination” for details Pragmatists evaluate and buy whole products! torsdag den 7. marts 13
  • 161. © 1999-2012 Erlang Solutions Ltd. Whole Product Planning 48 Generic Product Standards & Procedures Additional Software System Integration Training & Support Installation & Debugging Additional Hardware Anything else to achieve your compelling reason to buy Simplified for chasm crossing torsdag den 7. marts 13
  • 162. © 1999-2012 Erlang Solutions Ltd. Whole Product Planning 48 Generic Product Standards & Procedures Additional Software System Integration Training & Support Installation & Debugging Additional Hardware Anything else to achieve your compelling reason to buy Simplified for chasm crossing = marketing promise to win the sale torsdag den 7. marts 13
  • 163. © 1999-2012 Erlang Solutions Ltd. Erlang Whole Product 1/2 •Generic product: - Erlang compiler and runtime •Additional software: - rich library shipped with each release - many open source libraries •Training & support: - ESL provides many courses - ErlangCamp also provides training 49 torsdag den 7. marts 13
  • 164. © 1999-2012 Erlang Solutions Ltd. Erlang Whole Product 2/2 •System integration: - mostly case-by-case - few public success stories •Installation & Debugging: - Adequate functionalities for installing applications - Lack of good mass deployment tools - Good debugging tools, but not well publicised 50 torsdag den 7. marts 13
  • 165. © 1999-2012 Erlang Solutions Ltd. Riak Whole Product 1/2 •Generic product: - Riak distributed NoSQL database •Additional software: - Riak Enterprise: multi data center - Riak Cloud Storage: storage on top of Riak - Improved graphical tools - Simplified log management •Training & support: - Offered by both Basho and ESL 51 torsdag den 7. marts 13
  • 166. © 1999-2012 Erlang Solutions Ltd. Riak Whole Product 2/2 •System integration: - Development: ongoing addition of adapters to languages - RiakCS is S3 compatible - Operations: SNMP monitoring •Installation & Debugging - syslog integration - DTrace/SystemTap - multiple adaptations to installation tools used by customers 52 torsdag den 7. marts 13
  • 167. © 1999-2012 Erlang Solutions Ltd. Whole Product Evaluation 53 torsdag den 7. marts 13
  • 168. © 1999-2012 Erlang Solutions Ltd. Whole Product Evaluation •Riak is just beginning to enter the mainstream market - still mainly Visionaries as customers - doing things to mature the whole product for mainstream customers 53 torsdag den 7. marts 13
  • 169. © 1999-2012 Erlang Solutions Ltd. Whole Product Evaluation •Riak is just beginning to enter the mainstream market - still mainly Visionaries as customers - doing things to mature the whole product for mainstream customers •Erlang is in the chasm - a number of Visionaries has picked up the tool - not clear market leader in any segment - short-comings on the whole product 53 torsdag den 7. marts 13
  • 170. © 1999-2012 Erlang Solutions Ltd. What’s Next for Erlang •ESL initiatives - working on an Operations and Maintenance tool to automate mass deployments - new and improved community site - working with clients on - publicising system integration stories - publicising testimonials about Erlang usefullness 54 torsdag den 7. marts 13
  • 171. © 1999-2012 Erlang Solutions Ltd. Define the Battle •Pragmatists needs to see competition - you can define it! •Value has to be stated in market-oriented terms •Positioning - the single largest influence on buying decisions - exists in people’s heads, not in your words - is something people are conservative about changing perception of 55 torsdag den 7. marts 13
  • 172. © 1999-2012 Erlang Solutions Ltd. Launch the Invasion •Main objective: make the pragmatist customer comfortable •Direct sales best for chasm crossing •Use distribution-oriented pricing - price as the market leader - allocate extra margin for the channel 56 torsdag den 7. marts 13
  • 173. © 1999-2012 Erlang Solutions Ltd. Reflections •Business seldom evolves smoothly - if it is not Moore’s chasm that is holding your business back, could it be another chasm? - chasm for gaming: http://www.slideshare.net/ papayamobile/papaya-webinar-leveraging-lifecycle •Focus on a niche is used in lean start-up methodologies: - Running Lean: first focus on a single of the potential customer segments 57 torsdag den 7. marts 13

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