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  • 1. Situation normal, everything must change
  • 2. Simon Wardley
  • 3. Canonical and the Cloud
  • 4. DANGER! Will Robinson DANGER!
  • 5. Sccott Beale/Laughing Squid : http://www.flickr.com/photos/laughingsquid/
  • 6. Pain
  • 7. Pain No. Slides
  • 8. 35 slides Pain Severe risk of harm OK No. Slides
  • 9. 227 slides Pain Severe risk of harm OK No. Slides
  • 10. http://flickr.com/photos/jonnygoldstein/
  • 11. Cloud Computing
  • 12. Cloud Computing What is “Cloud computing” ?
  • 13. http://www.flickr.com/photos/fimbrethil/
  • 14. It’s like computers on the internet, innit.
  • 15. http://www.flickr.com/photos/radioflyer007/
  • 16. http://www.flickr.com/photos/radioflyer007/ http://upload.wikimedia.org/wikipedia/en/5/51/Metropolis.jpg
  • 17. It’s a disruptive shift of the computing stack to online services.
  • 18. It’s like computers on the internet, innit.
  • 19. http://www.flickr.com/photos/radioflyer007/
  • 20. Image from Oliver Twist,
  • 21. It’s like SaaS or software as a service, and infrastructure provision and PaaS, that’s platform as a Service and utility computing being provided in public clouds, which is different from private clouds which aren’t cloud computing, unless of course you’re talking about hybrid clouds which sort of are and it’s hype and lock-in and did I mention infrastructure?
  • 22. Cloud Computing Not a thing ...
  • 23. Cloud Computing “Cloud computing” is a consequence of economic and technological conditions that have combined to cause a disruptive change in I.T. towards a service based economy.
  • 24. Why I.T. is changing.
  • 25. Why I.T. is changing. Benefits & Risks.
  • 26. Why I.T. is changing. Benefits & Risks. Canonical and the Cloud.
  • 27. Why I.T. is changing.
  • 28. Why I.T. is changing http://www.strassmann.com/ Paul Strassmann
  • 29. Why I.T. is changing Not all IT is the same.
  • 30. Why I.T. is changing Not all IT has value.
  • 31. Why I.T. is changing Yesterday’s hot stuff
  • 32. Why I.T. is changing Yesterday’s Today’s hot stuff boredom
  • 33. http://www.flickr.com/photos/privatenobby
  • 34. http://www.flickr.com/photos/billege
  • 35. http://www.flickr.com/photos/billege/
  • 36. Why I.T. is changing Innovation
  • 37. Why I.T. is changing Bespoke Innovation
  • 38. Why I.T. is changing Bespoke Products Innovation
  • 39. Why I.T. is changing Bespoke Products Services Innovation
  • 40. Why I.T. is changing Commoditisation Bespoke Products Services Innovation
  • 41. Why I.T. is changing Commoditisation Bespoke Products Services Innovation Competitive Advantage
  • 42. Why I.T. is changing Commoditisation Bespoke Products Services Innovation Cost of doing business
  • 43. Why I.T. is changing 1832 Innovation
  • 44. Why I.T. is changing 1832 Bespoke Innovation
  • 45. Why I.T. is changing 1837 1832 Bespoke Products Innovation
  • 46. Image from Oliver Twist
  • 47. Image from Chicago Historical Society
  • 48. Sccott Beale/Laughing Squid : http://www.flickr.com/photos/laughingsquid/
  • 49. http://upload.wikimedia.org/wikipedia/en/5/51/Metropolis.jpg
  • 50. Why I.T. is changing 1890 1837 1832 Utility Bespoke Products Innovation Grids (Services)
  • 51. Why I.T. is changing Harvey Hubbell (1857-1927)
  • 52. Why I.T. is changing 1930 1837 1832 National Bespoke Products Innovation Grid (Services)
  • 53. Why I.T. is changing As IT becomes ubiquitous it has no strategic value Nicholas Carr
  • 54. Why I.T. is changing Not all IT is the same.
  • 55. Why I.T. is changing As IT [activities] becomes ubiquitous it has no strategic value Nicholas Carr
  • 56. Why I.T. is changing Common Ubiquity Novel
  • 57. Why I.T. is changing Common Ubiquity Novel
  • 58. Why I.T. is changing Common Ubiquity Novel
  • 59. Why I.T. is changing Common Ubiquity Novel Low High Certainty
  • 60. Why I.T. is changing Common Ubiquity Novel Low High Certainty
  • 61. Why I.T. is changing Common TV’s, Phone,VCRs Ubiquity Novel Low High Certainty
  • 62. Why I.T. is changing Common Ubiquity Novel Low High Certainty
  • 63. Why I.T. is changing Common Ubiquity INNOVATION Novel Low High Certainty
  • 64. Why I.T. is changing Common COMMODITY Ubiquity INNOVATION Novel Low High Certainty
  • 65. Why I.T. is changing Common Ubiquity Innovation of CRM. Novel Low High Certainty
  • 66. Why I.T. is changing Common Ubiquity Mid '80s DB marketing. Novel Low High Certainty
  • 67. Why I.T. is changing Common CRM products 90’s Ubiquity Novel Low High Certainty
  • 68. Why I.T. is changing Common “Cloud Providers” like Salesforce Ubiquity Novel Low High Certainty
  • 69. Why I.T. is changing Common Expense Payroll Procedure Accounts Payable Company Web site Ubiquity Wiki Social Network Analysis Novel Low High Certainty
  • 70. Why I.T. is changing Common Expense Payroll Procedure Accounts Payable Company Web site Ubiquity Wiki Social Network Analysis Novel Low High Certainty
  • 71. Why I.T. is changing Common Ubiquity Novel Low High Certainty
  • 72. Why I.T. is changing Common Features Ubiquity Novel Low High Certainty
  • 73. Why I.T. is changing Common Widespread Ubiquity Novel Low High Certainty
  • 74. Why I.T. is changing Common Widespread Ubiquity Feature Complete Novel Low High Certainty
  • 75. Why I.T. is changing Common Widespread Ubiquity Feature Complete Novel Low High Certainty
  • 76. Why I.T. is changing Common “as a Service” Ubiquity Novel Low High Certainty
  • 77. Why I.T. is changing Utility Computing John McCarthy
  • 78. Why I.T. is changing Bespoke Products Services Innovation highly disruptive
  • 79. Why I.T. is changing The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers, goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates. Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 80. Why I.T. is changing The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers, goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates. Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 81. Why I.T. is changing Creative Destruction Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 82. Why I.T. is changing Commoditisation Bespoke Products Services Innovation
  • 83. Why I.T. is changing Bespoke Products Services Innovation
  • 84. Why I.T. is changing Power Hardware Bespoke Products Innovation Internet
  • 85. Why I.T. is changing Power Hardware Bespoke Products Google Internet
  • 86. Why I.T. is changing Operating System Hypervisor CPU Memory I/O
  • 87. Why I.T. is changing Database Framework Messaging Operating System Hypervisor CPU Memory I/O
  • 88. Why I.T. is changing Application Service Database Framework Messaging Operating System Hypervisor CPU Memory I/O
  • 89. Why I.T. is changing Application Service Database Framework Messaging Operating System Hypervisor CPU Memory I/O
  • 90. Why I.T. is changing Application Service Database Framework Messaging Operating System Hypervisor CPU Memory I/O
  • 91. Why I.T. is changing Application Service Database Framework Messaging Operating System Hypervisor CPU Memory I/O
  • 92. Why I.T. is changing Application Service Database Framework Messaging 10,000 x Operating System Hypervisor CPU Memory I/O
  • 93. Why I.T. is changing Componentisation Herbert A. Simon (1916 - 2001)
  • 94. Why I.T. is changing The rate of evolution of a system is directly related to the organisation of its subsystems Herbert A. Simon (1916 - 2001)
  • 95. Why I.T. is changing Application Service Database Platform Messaging Operating System Hypervisor CPU Memory I/O
  • 96. Why I.T. is changing Application Service se Platform Messaging Operating System Infrastructure Hypervisor Memory I/O
  • 97. Why I.T. is changing Application Service Platform se Platform Messaging Operating System Infrastructure Virtualisation Memory I/O
  • 98. Why I.T. is changing Application Application Service Platform se Platform Messaging Operating System Infrastructure Virtualisation Memory I/O
  • 99. Why I.T. is changing Application Platform Infrastructure Bespoke Products Services Innovation Disruptive Shift
  • 100. Why I.T. is changing Application Platform Infrastructure Bespoke Products Services Innovation (Componentisation)
  • 101. Why I.T. is changing Common Widespread Ubiquity Feature Complete Novel Low High Certainty
  • 102. Why I.T. is changing “as a Service” Common industry Ubiquity Novel Low High Certainty
  • 103. Why I.T. is changing Infrastructure as a Service Amazon EC2
  • 104. Why I.T. is changing Google App Platform as a Service Engine Infrastructure as a Service Amazon EC2
  • 105. Why I.T. is changing Software as a Service SalesForce Google App Platform as a Service Engine Infrastructure as a Service Amazon EC2
  • 106. Why I.T. is changing As IT [activities] becomes ubiquitous it has no strategic value Nicholas Carr
  • 107. Why I.T. is changing Commoditisation Bespoke Products Services Innovation Cost of doing business
  • 108. Why I.T. is changing Application Platform Infrastructure Bespoke Products Services Innovation Disruptive Shift
  • 109. Why I.T. is changing Application Platform Infrastructure Bespoke Products Services Innovation (Componentisation)
  • 110. Why I.T. is changing “Cloud computing” is a consequence of economic and technological conditions that have combined to cause a disruptive change in I.T. towards a service based economy.
  • 111. Why I.T. is changing Creative Destruction Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 112. Why I.T. is changing Utility Computing John McCarthy
  • 113. Recap
  • 114. Recap Commoditisation Bespoke Products Services Innovation
  • 115. Recap Common Expense Payroll Procedure Accounts Payable Company Web site Ubiquity Wiki Social Netwok Analysis Novel Low High Certainty
  • 116. Recap Common COMMODITY Ubiquity INNOVATION Novel Low High Certainty
  • 117. Recap http://www.strassmann.com/ Paul Strassmann
  • 118. Recap Componentisation Herbert A. Simon (1916 - 2001)
  • 119. Recap Application Application Service Platform se Platform Messaging Operating System Infrastructure Virtualisation Memory I/O
  • 120. Recap Application Platform Infrastructure Bespoke Products Services Innovation Disruptive
  • 121. Recap “as a Service” Common industry Ubiquity Novel Low High Certainty
  • 122. Recap Software as a Service SalesForce Google App Platform as a Service Engine Infrastructure as a Service Amazon EC2
  • 123. Recap Utility Computing John McCarthy
  • 124. Recap “Cloud computing” is a consequence of economic and technological conditions that have combined to cause a disruptive change in I.T. towards a service based economy.
  • 125. It’s like computers on the internet, innit.
  • 126. Why I.T. is changing. Benefits & Risks.
  • 127. Benefits & Risks of Cloud Computing • Economies of scale. (volume)
  • 128. Benefits & Risks of Cloud Computing • Economies of scale. (volume) • Pay per use. (utility)
  • 129. Benefits & Risks of Cloud Computing • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. (componentisation)
  • 130. Benefits & Risks of Cloud Computing • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. (componentisation) • Focus on core. (outsourcing)
  • 131. Benefits & Risks of Cloud Computing Common Ubiquity You Novel Low High Certainty
  • 132. Benefits & Risks of Cloud Computing Common Market Ubiquity You Novel Low High Certainty
  • 133. Benefits & Risks of Cloud Computing Common Market Competitive Ubiquity Gap You Novel Low High Certainty
  • 134. Benefits & Risks of Cloud Computing The need to constantly evolve in order to stand still relative to an eco- system. Professor Leigh M.Van Valen
  • 135. Benefits & Risks of Cloud Computing Red Queen Hypothesis Professor Leigh M.Van Valen
  • 136. http://www.flickr.com/photos/privatenobby
  • 137. http://www.flickr.com/photos/billege
  • 138. http://www.flickr.com/photos/giddygoose/
  • 139. Benefits & Risks of Cloud Computing Common Market • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. Competitive (componentisation) Gap • Focus on core. (outsourcing) You • Greener (efficient supply & demand) Novel Low High
  • 140. Benefits & Risks of Cloud Computing Application Platform Infrastructure Bespoke Products Services Innovation Disruptive Shift
  • 141. Benefits & Risks of Cloud Computing Transition • Management.
  • 142. Benefits & Risks of Cloud Computing Transition • Management. • Trust.
  • 143. Benefits & Risks of Cloud Computing Transition • Management. • Trust. • Transparency.
  • 144. Benefits & Risks of Cloud Computing Transition • Management. • Trust. • Transparency. • Security of supply
  • 145. Benefits & Risks of Cloud Computing “as a Service” Common industry Ubiquity Novel Low High Certainty
  • 146. Benefits & Risks of Cloud Computing Transition General • Management. • Suitability. • Trust. • Transparency. • Security of supply.
  • 147. Benefits & Risks of Cloud Computing Transition General • Management. • Suitability. • Trust. • Price competition. • Transparency. • Security of supply.
  • 148. Benefits & Risks of Cloud Computing Transition General • Management. • Suitability. • Trust. • Price competition. • Transparency. • Lock-in. • Security of supply.
  • 149. Benefits & Risks of Cloud Computing Transition General • Management. • Suitability. • Trust. • Price competition. • Transparency. • Lock-in. • Security of supply. • Second sourcing.
  • 150. Benefits & Risks of Cloud Computing Adoption Barriers
  • 151. Benefits & Risks of Cloud Computing Common Market Vs Gap You Novel Low High
  • 152. Why I.T. is changing. Benefits & Risks. Canonical and the Cloud.
  • 153. Canonical and the Cloud
  • 154. Canonical and the Cloud • Fastest growing Linux-based operating system.
  • 155. Canonical and the Cloud • Fastest growing Linux-based operating system. • Over 10,000,000 users.
  • 156. Canonical and the Cloud Transition General • Management. • Suitability. • Trust. • Price competition. • Transparency. • Lock-in. • Security of supply. • Second sourcing.
  • 157. Canonical and the Cloud Electricity
  • 158. Canonical and the Cloud Electricity BOOM!
  • 159. Canonical and the Cloud Standard Output BOOM!
  • 160. Canonical and the Cloud Application Platform Infrastructure
  • 161. Canonical and the Cloud Application Platform Infrastructure
  • 162. Canonical and the Cloud Data You Application
  • 163. Canonical and the Cloud Data Application Platform Operating Provider System (i.e. CogHead) Hypervisor Bare Metal
  • 164. Canonical and the Cloud Data Application Platform Operating System BOOM! Hypervisor Bare Metal
  • 165. Canonical and the Cloud Data Application Platform Platform Operating Operating System System BOOM! Hypervisor Hypervisor Bare Metal Bare Metal
  • 166. Canonical and the Cloud Data Application Multiple Platform Platform Providers Operating Operating System System Hypervisor Hypervisor Bare Metal Bare Metal
  • 167. Canonical and the Cloud Data Application Easy Platform Platform Switching Operating Operating System System Hypervisor Hypervisor Bare Metal Bare Metal
  • 168. Canonical and the Cloud Data Application Standard Platform Platform Output Operating Operating System System Hypervisor Hypervisor Bare Metal Bare Metal
  • 169. Canonical and the Cloud Paul Baran
  • 170. Canonical and the Cloud IPX / SPX Banyan Vines AppleTalk SNA DECNET
  • 171. Canonical and the Cloud IPX / SPX Banyan Vines AppleTalk TCP/IP SNA Decnet
  • 172. Canonical and the Cloud IPX / SPX Banyan Vines AppleTalk TCP/IP SNA Decnet Open
  • 173. Canonical and the Cloud IPX / SPX Banyan Vines Bind AppleTalk SendMail TCP/IP SNA Apache Decnet Open Open Source
  • 174. Canonical and the Cloud IPX / SPX Banyan Vines AppleTalk TCP/IP Innovation SNA Decnet (Componentisation)
  • 175. Canonical and the Cloud Harvey Hubbell (1857-1927)
  • 176. Canonical and the Cloud Application Platform Infrastructure
  • 177. Canonical and the Cloud Application Platform Amazon EC2
  • 178. Canonical and the Cloud Beta program for Ubuntu Server Edition on Amazon EC2. http://www.ubuntu.com/ec2
  • 179. Canonical and the Cloud 9.04 Technology Preview Ubuntu Enterprise Cloud
  • 180. Canonical and the Cloud Eucalyptus
  • 181. Canonical and the Cloud Private in-house cloud matching Amazon EC2 API
  • 182. Canonical and the Cloud Hypervisor Bare Metal Private Cloud
  • 183. Canonical and the Cloud Hypervisor Hypervisor Bare Metal Bare Metal Amazon EC2 Private Cloud
  • 184. Canonical and the Cloud Easy Hypervisor Hypervisor Switching Bare Metal Bare Metal Amazon EC2 Private Cloud
  • 185. Canonical and the Cloud Common Market • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. Competitive (componentisation) Gap • Focus on core. (outsourcing) You • Greener (efficient supply & demand) Novel Low High
  • 186. Canonical and the Cloud Standard Ouptut
  • 187. Canonical and the Cloud Ecosystem
  • 188. Canonical and the Cloud Hypervisor Bare Metal
  • 189. Canonical and the Cloud Hypervisor Bare Metal Hypervisor Bare Metal
  • 190. Canonical and the Cloud Hypervisor Bare Metal Hypervisor Bare Metal
  • 191. Canonical and the Cloud Hypervisor Price Bare Metal Hypervisor Bare Metal
  • 192. Canonical and the Cloud Hypervisor Quality of Service Bare Metal Hypervisor Bare Metal
  • 193. Canonical and the Cloud Common Feature Differentiation Ubiquity Novel Low High Certainty
  • 194. Canonical and the Cloud Common Price vs QoS Ubiquity Novel Low High Certainty
  • 195. Canonical and the Cloud Competitive Market
  • 196. Recap
  • 197. Recap Commoditisation Bespoke Products Services Innovation
  • 198. Recap http://www.strassmann.com/ Paul Strassmann
  • 199. Recap Application Platform Infrastructure Bespoke Products Services Innovation Disruptive
  • 200. Recap “as a Service” Common industry Ubiquity Novel Low High Certainty
  • 201. Recap Utility Computing John McCarthy
  • 202. Recap “Cloud computing” is a consequence of economic and technological conditions that have combined to cause a disruptive change in I.T. towards a service based economy.
  • 203. Recap • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. (componentisation) • Focus on core. (outsourcing)
  • 204. Recap Common Market • Economies of scale. (volume) • Pay per use. (utility) • Speed to market. Competitive (componentisation) Gap • Focus on core. (outsourcing) You • Greener (efficient supply & demand) Novel Low High
  • 205. Recap Transition General • Management. • Suitability. • Trust. • Price competition. • Transparency. • Lock-in. • Security of supply. • Second sourcing.
  • 206. Recap Standard Output
  • 207. Recap IPX / SPX Banyan Vines Bind AppleTalk SendMail TCP/IP SNA Apache Decnet Open Open Source
  • 208. Recap Standard Hypervisor Hypervisor Output Bare Metal Bare Metal Amazon EC2 Private Cloud
  • 209. Recap 9.04 Technology Preview Ubuntu Enterprise Cloud (Eucalyptus)
  • 210. Recap Private in-house cloud matching Amazon EC2 API
  • 211. Recap Competitive Market
  • 212. Recap Hypervisor Bare Metal Hypervisor Bare Metal
  • 213. Recap Red Queen Hypothesis Professor Leigh M.Van Valen
  • 214. Situation normal, everything must change
  • 215. Thank you
  • 216. whoops ...
  • 217. the outtakes ...
  • 218. i.e. more slides ...
  • 219. http://flickr.com/photos/jonnygoldstein/
  • 220. Sccott Beale/Laughing Squid : http://www.flickr.com/photos/laughingsquid/
  • 221. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 222. Good, Bad & Ugly
  • 223. http://www.flickr.com/photos/radioflyer007/
  • 224. The Good Application Platform Infrastructure Bespoke Products Services Innovation (Componentisation)
  • 225. http://flickr.com/photos/jonnygoldstein/
  • 226. The Bad Application Platform Infrastructure Bespoke Products Services Innovation Disruptive Shift
  • 227. The Bad Common Widespread Ubiquity Feature Complete Novel Low High Certainty
  • 228. The Bad As IT becomes ubiquitous it has no strategic value Nicholas Carr
  • 229. The Bad Creative Destruction Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 230. The Ugly Utility Computing John McCarthy
  • 231. The Ugly Software as a Service (SaaS) Software Framework Framework as a Service (FaaS) Hardware as a Service (HaaS) Hardware 2007
  • 232. The Ugly “this is going to lead to a whole lot of aaS.” Oscon 2007 Robert Lefkowitz
  • 233. The Ugly 2007 - 2008
  • 234. The Ugly OaaS Software XaaS Application DBaaS DaaS SaaSu Framework DaaS DaaS Platform SaaSy PaaS SaaSp SaaS HaaS FaaS WaaS Hardware IaaS FaaS Infrastructure 2008
  • 235. The Ugly Application as a Service (SaaS) Application Platform Platform as a Service (PaaS) Infrastructure as a Service (IaaS) Infrastructure 2009
  • 236. Terminology.
  • 237. It’s like computers on the internet, innit.
  • 238. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 239. Why transparency matters ...
  • 240. Transparency Joe Infrastructure as a Service
  • 241. Transparency Joe Bare Metal Bare Metal Bare Metal
  • 242. Transparency Joe Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 243. Transparency Joe Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 244. Transparency Tom Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 245. Transparency Storage Joe Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 246. Transparency Dick PaaS Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 247. Transparency Dick Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 248. Transparency Development Platform Storage Joe Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 249. Transparency Harry Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 250. Transparency Mapping API Tom Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 251. Transparency Alice SaaS Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 252. Transparency Alice Transport Routing Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 253. Transparency Harry Transport Routing Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 254. Transparency Transport Routing Mapping API Tom Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 255. Transparency Transport Routing Mapping API Dick Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 256. Transparency Bob Transport Routing Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 257. Transparency Alice Transport Routing Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 258. Transparency Transport Routing Mapping API Development Platform Storage Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 259. Transparency Transport Routing Mapping API Development Platform Storage Joe Hypervisor Technology Bare Metal Bare Metal Bare Metal
  • 260. Transparency Transport Routing Mapping API Development Platform Storage Joe Hypervisor Technology
  • 261. Transparency rm fo lat P nt Map e pm ping API o elg evn outi Hype RD rviso t spor Sto r Tec hnolran rag To e gy
  • 262. Transparency Bob Alice
  • 263. Transparency Bob Alice Tom, Dick, Harry or Joe
  • 264. Transparency Joe House House House
  • 265. Transparency Tom Security House House House
  • 266. Transparency Dick Security House House House
  • 267. Benefits & Risks of Cloud Computing http://www.flickr.com/photos/rednuht/479370088
  • 268. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 269. Part I Why I.T. is complex
  • 270. Complexity Common Ubiquity Innovation of CRM. Novel Low High Certainty
  • 271. Complexity Common Uncertain Ubiquity Novel Low High Certainty
  • 272. Complexity Common Uncertain Ubiquity Deviation Novel Low High Certainty
  • 273. Complexity Common Uncertain Ubiquity Deviation Differential Novel Low High Certainty
  • 274. Complexity Common Uncertain Ubiquity Deviation Differential Novel Worth Low High Certainty
  • 275. Complexity Common Ubiquity Dynamic Novel Low High Certainty
  • 276. Complexity Common Ubiquity Agile XP / Scrum Novel Low High Certainty
  • 277. Complexity Common Utility-like provision of CRM Ubiquity Novel Low High Certainty
  • 278. Complexity Common “Cloud Providers” like Salesforce Ubiquity Novel Low High Certainty
  • 279. Complexity Common Defined Ubiquity Novel Low High Certainty
  • 280. Complexity Common Defined No Deviation Ubiquity Novel Low High Certainty
  • 281. Complexity Common Defined No Deviation CODB Ubiquity Novel Low High Certainty
  • 282. Complexity Common Defined No Deviation CODB Ubiquity Cost Novel Low High Certainty
  • 283. Complexity Common Defined Ubiquity Novel Low High Certainty
  • 284. Complexity Common Prince 2, Six Sigma Ubiquity Novel Low High Certainty
  • 285. Complexity Common Prince 2, Six Sigma Ubiquity Agile XP, Scrum Novel Low High Certainty
  • 286. Complexity Common CRM Ubiquity CRM Novel Low High Certainty
  • 287. Complexity Common Six Sigma Ubiquity Novel Low High Certainty
  • 288. Complexity Common COMMODITY Ubiquity Novel Low High Certainty
  • 289. Complexity Common Ubiquity INNOVATION Novel Low High Certainty
  • 290. Complexity Common Different Ubiquity Methodologies Novel Low High Certainty
  • 291. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 292. Part II The Paradox
  • 293. Complexity ... Part II Common Prince 2, Six Sigma Ubiquity Agile XP, Scrum Novel Low High Certainty
  • 294. Complexity ... Part II Common Six Sigma Ubiquity INNOVATION Novel Low High Certainty
  • 295. Complexity ... Part II Common Expense Payroll Procedure Accounts Payable Company Web site Ubiquity Wiki Social Network Analysis Novel Low High Certainty
  • 296. Complexity ... Part II Common Market Competitive Ubiquity Gap You Novel Low High Certainty
  • 297. Complexity ... Part II The need to constantly evolve in order to stand still relative to an eco- system. Professor Leigh M.Van Valen
  • 298. Complexity ... Part II The fundamental impulse that sets and keeps the capitalist engine in motion comes from the new consumers, goods, the new methods of production or transportation, the new markets, the new forms of industrial organization that capitalist enterprise creates. Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 299. http://www.sandowplus.co.uk/
  • 300. Complexity ... Part II Innovation Paradox Survival today requires ‘coherence, coordination and stability’ [order]. & Survival tomorrow requires the replacement of these virtues [disorder]. Salaman & Storey
  • 301. Complexity ... Part II Common Order Ubiquity Disorder Novel Low High Certainty
  • 302. http://www.flickr.com/photos/privatenobby
  • 303. Complexity ... Part II Common Six Sigma Ubiquity Novel Low High Certainty
  • 304. Complexity ... Part II Common Ubiquity Novel Low High Certainty
  • 305. Complexity ... Part II Common Ubiquity 20% Rule Novel Low High Certainty
  • 306. Complexity ... Part II Common Rigorous defined procedures Ubiquity 20% Rule Novel Low High Certainty
  • 307. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 308. Things to watch ...
  • 309. Things to watch Application Platform Infrastructure
  • 310. Things to watch Competitive Market
  • 311. Things to watch Data Application Standard Platform Platform Output Operating Operating System System Hypervisor Hypervisor Bare Metal Bare Metal
  • 312. Things to watch Platform
  • 313. Things to watch Technology Platform Vendor
  • 314. Things to watch Provider Technology Vendor
  • 315. Things to watch Provider Technology Consumer Vendor
  • 316. Things to watch Provider Technology Consumer Vendor ISV
  • 317. Things to watch Provider Technology Consumer Vendor ISV
  • 318. Things to watch Provider Technology Consumer Locked-in Vendor ISV
  • 319. Things to watch Provider Open Consumer Standard ISV
  • 320. Things to watch Provider Consumer EXTEND ISV
  • 321. Things to watch Common Feature Differentiation Ubiquity Novel Low High Certainty
  • 322. Things to watch Common Price vs QoS Ubiquity Novel Low High Certainty
  • 323. Things to watch Open Source Platform Reference Model
  • 324. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 325. Part III More Or Less ...
  • 326. http://www.flickr.com/photos/radioflyer007/ http://upload.wikimedia.org/wikipedia/en/5/51/Metropolis.jpg
  • 327. http://www.flickr.com/photos/radioflyer007/ http://petjunction.blogspot.com/2007/07/adorables.html
  • 328. I’m in ur Internets http://www.flickr.com/photos/radioflyer007/ http://petjunction.blogspot.com/2007/07/adorables.html
  • 329. I’m in ur Internets ... web fohwr zero!! http://www.flickr.com/photos/radioflyer007/ http://petjunction.blogspot.com/2007/07/adorables.html
  • 330. More innovation Common Ubiquity Novel Low High Certainty
  • 331. More innovation Common Payroll Ubiquity Novel Low High Certainty
  • 332. More innovation Common Payroll Company Web site Ubiquity Novel Low High Certainty
  • 333. More innovation Common Payroll Company Web site Ubiquity Neuristic Kitten Thing Novel Low High Certainty
  • 334. More innovation Common Dynamic Ubiquity Novel Low High Certainty
  • 335. More innovation Common Ubiquity INNOVATION Novel Low High Certainty
  • 336. More innovation Common Market Competitive Ubiquity Gap You Novel Low High Certainty
  • 337. http://www.flickr.com/photos/radioflyer007/ http://upload.wikimedia.org/wikipedia/en/5/51/Metropolis.jpg
  • 338. More innovation The need to constantly evolve in order to stand still relative to an eco- system. Professor Leigh M.Van Valen
  • 339. More innovation “more efficient”
  • 340. http://www.flickr.com/photos/radioflyer007/
  • 341. More innovation “more process”
  • 342. More innovation Common Defined Processes Ubiquity Novel Low High Certainty
  • 343. More innovation Common COMMODITY Ubiquity Novel Low High Certainty
  • 344. http://www.flickr.com/photos/radioflyer007/ http://petjunction.blogspot.com/2007/07/adorables.html
  • 345. More innovation Common COMMODITY Ubiquity Novel Low High Certainty
  • 346. More innovation Common Defined Ubiquity Novel Low High Certainty
  • 347. More innovation Common Ubiquity INNOVATION Novel Low High Certainty
  • 348. More innovation Creative Destruction Joseph A. Schumpeter (1883 - 1950)‫‏‬
  • 349. http://www.flickr.com/photos/radioflyer007/ http://upload.wikimedia.org/wikipedia/en/5/51/Metropolis.jpg
  • 350. http://www.flickr.com/photos/radioflyer007/ http://petjunction.blogspot.com/2007/07/adorables.html
  • 351. More innovation “innovate more”
  • 352. http://www.flickr.com/photos/radioflyer007/
  • 353. More innovation “less process”
  • 354. More innovation “more process”
  • 355. http://flickr.com/photos/jonnygoldstein/
  • 356. Image from Oliver Twist,
  • 357. More innovation “ideas process”
  • 358. More innovation Common Rigorous defined procedures Ubiquity Skunk works Novel Low High Certainty
  • 359. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 360. Adopt a fast life ...
  • 361. Fast life Commoditisation Bespoke Products Services Innovation
  • 362. Fast life Bespoke Products Services Innovation Product Competition
  • 363. Fast life Adoption Laggards Early Time Products
  • 364. Fast life Adoption “Original” “New and Improved” Time Products
  • 365. http://www.flickr.com/photos/mush2274
  • 366. http://www.flickr.com/photos/mush2274/
  • 367. Fast life Diffusion of Product Innovation Everett Rogers ( 1931 - 2004 )
  • 368. Fast life Common Product Ubiquity Novel Low High Certainty
  • 369. Fast life Common Product Ubiquity INNOVATION Novel Low High Certainty
  • 370. Fast life Adoption “Original” “New and Improved” Time Products
  • 371. Fast life Common Widespread Product Ubiquity Feature Complete INNOVATION Novel Low High Certainty
  • 372. Fast life Common Services Product Ubiquity INNOVATION Novel Low High Certainty
  • 373. Fast life Bespoke Products Services Innovation highly disruptive
  • 374. Fast life Common Standard Components Ubiquity Novel Low High Certainty
  • 375. Fast life Common Standard Components Componentisation Ubiquity Novel Low High Certainty
  • 376. Fast life Common Standard Components Componentisation Ubiquity Innovation Novel Low High Certainty
  • 377. Fast life Common Standard Components Componentisation Ubiquity Commoditisation Innovation Novel Low High Certainty
  • 378. Fast life Common Standard Components Componentisation Ubiquity Commoditisation Innovation Novel Low High Certainty
  • 379. Fast life Common Standard Components Componentisation Ubiquity Commoditisation Innovation Novel Low High Certainty
  • 380. http://www.flickr.com/photos/mush2274/
  • 381. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 382. Happy clouds ...
  • 383. Happy Clouds Three Rules happy
  • 384. Happy Clouds Three Rules happy Run the service on my own Rule 1 machines.
  • 385. Happy Clouds Three Rules happy Run the service on my own Rule 1 machines. Easily switch between my machines Rule 2 and a cloud provider.
  • 386. Happy Clouds Three Rules happy Run the service on my own Rule 1 machines. Easily switch between my machines Rule 2 and a cloud provider. Easily switch between cloud Rule 3 providers.
  • 387. Happy Clouds Hypervisor Bare Metal Private Cloud
  • 388. Happy Clouds Easy Hypervisor Hypervisor Switching Bare Metal Bare Metal Amazon EC2 Private Cloud
  • 389. Happy Clouds Competitive Market
  • 390. A. The Good, Bad & Ugly B. Why Transparency Matters C. Part I - Why I.T. is complex D. Part II - The Paradox E. Part III - More or less F. Things to Watch G. A fast life H. Happy Clouds simon.wardley@canonical.com
  • 391. End ...
  • 392. Beyond End ...