Situation Normal, Everything Must Change

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Situation Normal, Everything Must Change

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

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