We have all been in those meetings where we have had to explain to executives
- ‘what happened?' Inevitably, the consensus of the post-disaster meeting
is that ‘we need to do a better job protecting the business' and ‘draft
proposals in a week'. As you walk away, you play through your mind the
various options you could investigate, vendors you could call, or web sites
you could surf. You soon realize that you can propose anything but the
reality is -what will the executives sign off on, what will they question, do
they understand how vulnerable the business is, and will this be an endless
game of back and forth? How does one embark on a protection and recovery
strategy? How does someone engage and obtain executive buy-in?
The real key to executive engagement is to move them from an awareness phase
(‘Yes, we need to do a better job at this'.) to consideration phas... (more)
I am very intrigued by the following quote from Dave Powers at Eli Lilly, the
pharmaceutical giant and makers of Prozac®, Cymbalta®, Cialis® and dozens
of other medicines. Their IT challenge was daunting - purchase 64 compute
nodes and storage, assemble, and perform their critical testing. The choices
were a large capital expense layout with high-cost management or look to a
new method to conquer the task. Lilly turned to Cloud Computing and
specifically Amazon's EC2 (Elastic Compute Cloud). Their comment below is
the epitome of Cloud Computing. Lilly's project is fairly typical... (more)
I am guessing that Vivek Kundra, the US Government's new CIO and a strong
advocate of Cloud Computing, is sending Barak Obama and Ray LaHood, the US
Transportation Secretary, an email saying "I told ya so".
Why? The "Cash for Clunkers" auto stimulus program's web site clunked due to
the popularity of the program.
First of all, what is Cash for Clunkers? A US Government program created to
stimulate the sales of newer automobiles which also enabled the removal of
older, less efficient (lower MPG), higher polluting cars from US roadways.
The program will end in less than 24 hours an... (more)
In 2005, I was working at Hewlett Packard in the storage group. We were three
years past the Compaq-HP merger in Houston. My product line consisted of an
entry-level SAN storage product and some accompanying data protection
software. One of the many product management duties was customer interface. I
always enjoyed trade shows, telephone calls and face-to-face customer
Customer briefings at HP were mostly great. The briefing center is a
beautiful facility on the HP campus. Because customers (up to a dozen in a
group) would travel to our Houston site, the briefing tea... (more)
Hmmm, I don't know how much of these numbers in front of me I'm allowed to
share. A lot of it is IBM-confidential. But I'll try to walk the thin line.
It's public knowledge that IBM is a player in the cloud computing space. It's
also public knowledge that IBM is not a huge player. And it's an easy guess
that IBM wishes it had a bigger slice of the pie. Given all that, you could
infer -- correctly -- that IBM is cooking up some ideas that it expects to
vault it over the competition.
And for any more about that, you'll have to wait for the announcement.
I can tell you to expe... (more)