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Situation Normal, Everything Must Change

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    Situation Normal, Everything Must Change - Presentation Transcript

    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 ...

    + swardleyswardley, 7 months ago

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