November 18, 2008

Could the Cloud Save Yahoo?

Om Malik posted a great blog about Yahoo following Jerry Yang's resignation and the search for a new CEO. Among other things, Om lists some of the things Yahoo should and shouldn't do now. Some of the items in Om's "should do" list are:

  • Focus its energies on Yahoo News, Yahoo Sports, My Yahoo, Yahoo Mail, Flickr, Yahoo Messenger and Yahoo Search, as well as Yahoo’s e-commerce platform.
  • Keep building on its Mobile offerings, for this is one area where its independence can help it win friends amongst operators who are worried about Google, Microsoft and Apple. 
  • Yahoo’s ad-serving platform needs to become more real-time, with a drastic improvement in customer service.

While all of the above (and the other things Om writes) seem like good advice, I think there is one thing missing: cloud computing.

For the past few months whenever I tried to speculate on who are the next major vendors that will go into cloud computing, Yaho always initially was high on the list. But after some further thought I had to move them down, because they first need to get their act together as a company.

As I wrote in a comment to Om's post, Yahoo is exceptionally well-positioned for cloud computing with technologies such as Hadoop and Pipes and in-house expertise in building and running extremely scalable infrastructure. In addition, the next phase in cloud computing is going to revolve around Platform-as-a-Service. This is where Yahoo can really shine, especially compared to Amazon.

Moreon that in a future post.

September 28, 2008

Ellison's Anti-Cloud Computing Rant

Once again, in either complete self-unawareness or a calculated manipulation, Oracle comes out with a cynical statement. Ben Worthen reports that on the Oracle earnings call, Larry Ellison said the following:

The interesting thing about cloud computing is that we’ve redefined cloud computing to include everything that we already do. I can’t think of anything that isn’t cloud computing with all of these announcements. The computer industry is the only industry that is more fashion-driven than women’s fashion. Maybe I’m an idiot, but I have no idea what anyone is talking about. What is it? It’s complete gibberish. It’s insane. When is this idiocy going to stop?

We’ll make cloud computing announcements. I’m not going to fight this thing. But I don’t understand what we would do differently in the light of cloud computing other than change the wording of some of our ads. That’s my view.

More than a couple of people that I respect, including Ben Worthen and Dan Farber, have written publicly or told me in person something to the effect of "you have to admit he has a point." 

Although, I agree that the term cloud computing has been hijacked by many vendors to become meaninless in some cases, that's missing the point of what Ellison is saying here. What he's saying, in no uncertain terms, is that other than using cloud computing in Oracle marketing, they are not going to change anything. You still think that makes sense?

To answer Larry's question, here are three things Oracle can do differently: 

  1. Offer their middleware and database customers a pay-per-use pricing model on cloud environments such as EC2, Joyent, GoGrid and Flexiscale. Charge by the hour and only for cpu/hours actually used.
  2. Offer all of their application software on a SaaS/on-demand subscription basis 
  3. Develop products that are suitable for virtualized highly-distributed environments, and therefore, or are not highly dependent on centralized components such as their database. [UPDATE: adding some more specifics based on additional research]] Specifically:
    1. Enable Oracle RAC on EC2
    2. Enable WebLogic clustering (!), despite the fact there is no multicasting on EC2  
    3. Support Amazon AMIs (as opposed ot providing some AMIs with no support) 

Oracle won't do this. Why?

As I and others have already pointed out several times, Oracle is the company of status quo. Things are very good for Oracle the way they are exactly now -- any change is unwelcome. They make money by having high-paid aggressive sales people shove big stacks of software down customers throat, forcing them to buy this software with up-front, fully paid-up prepetual licenses. They then continue to make profit from these customers by selling them annual maintenance fees, most of which customers don't need or use, as Safra Catz herself admits.

Oracle does not share in any way in the customer's risk. If the customers ends up canceling the project. Too bad. It's now shelfware. If the customers ends up not needing to scale up as much, too bad. If the customer hits bad times or any other reason where the software is no longer needed -- too bad. Oracle has already pocketed its profit and it's off to sucker in the next guy.

So take Larry at his word when he says Oracle is not going to change anything but marketing.

September 24, 2008

Oracle and Cloud Computing. Funny.

The announcement by Oracle this week that they are "on the cloud" was once again quite an amusing piece of public relations. I don't know if Oracle is serious when they make these announcements or if they are secretly smiling to themselves.


Not everybody ate it up (although many did). Vinnie Mirchandani, a keen observer of the enterprise software space, wrote: "It will not reduce costs of Oracle licensing or even worse, the annual maintenance cost."

Oracle seemed to have missed one of the main points of cloud computing -- that it's an on-demand approach and that includes software licensing costs.  In case you didn't notice, Oracle is not offering pay-per-use pricing for the cloud. All they are saying is that you can use the regular perpetual, upfront, fully-paid software license on EC2. Big Whoop.

The other major problem with the Oracle announcement is that their software really isn't suitable for a cloud environment. It can't grow and shrink on-demand, it's not self-healing, it's dependent on centralized components, it's complex. It's just not right.

I discuss this in greater detail in GigaSpaces and the Economics of Cloud Computing, where I also discuss another amusing press release from Oracle. Reposting it here for your convenience:

Another interesting comparison is revealed by this amusing press release from Oracle about a start-up customer named Qtrax. Look at the stack Oracle managed to sell them to build their application. I put in brackets the price per CPU for each Oracle product from the official price list, and I quote:


"Qtrax's implementation includes Oracle Database [$17.5k to $47.5k], Oracle Real Application Clusters [$23k], Oracle Enterprise Manager [$3.5 to $20k+] and components of Oracle Fusion Middleware [?], including Oracle Application Server [$10k to $30k] and Oracle Coherence [$4k to $25k]. With this software now in place, Qtrax will have the ability to support millions of concurrent users [they better!]."

On top of these numbers (which total in the range of $58k to $145.5k per CPU1)add a 22% annual support fee. As these are perpetual licenses, let's break the license numbers to an hourly rate by assuming 24/7 for 3 years: we get $2.20 to $5.54. Even if you decide to be generous and divide by 4 years, you get $1.65 to $4.15. Now, let's not forget that Oracle doesn't actually offer any special pricing for it's products on EC2 (i.e., an hourly rate)2 so you would have to buy the licenses upfront, as Qtrax apparently did.

August 31, 2008

25 Most Influential People in Web Hosting

This is pretty cool. Although it was published in May, I just found out that Jimmy Atkinson listed me in his 25 Most Influential People in the Web Hosting Industry over at the Web Hosting Database (WHDb) site. The list is made of three categories founders/CEOs, CTOs/Engineering and Marketing people. I'm in the latter category.

If you're wondering what I have to do with "web hosting", the connection of course is cloud computing, which is converging hosting with infrastructure software and other aspects of the industry (but more on that in an upcomg post about Platform-as-a-Service).

In any case, thanks for including me, Jimmy. It's a very distinguished list.

July 29, 2008

GigaSpaces and the Economics of Cloud Computing

Ray Nugent posted a message on the excellent Google Groups discussion forum on Cloud Computing that deserves a lengthier response than what I can post on the forum there, so here goes.

Ray asks about GigaSpaces pricing on Amazon EC2. For convenience I am pasting his entire post here, but please check out the entire thread that led to it:

Hey, Geva, Gigaspaces is cool stuff but at $1.60 an instance hour I'd say it's far from grail status (much less Holy.) Given the number of instances one needs to make it work properly it's priced just like enterprise software. I know you guys are entitled to a reasonable return on you're investment but...

The big potential draw of cloud computing is massive scalability at low cost. Doing the math, an instance year for a small but functioning Gigaspaces system is, at the minimum, $63K a year (3 large instances @ .80 plus $1.60 times 8736 hours per year.) This, of course, does not include other vendors charges - I'm guessing Oracle will be somewhere in the $3-5 dollar range. All of the sudden the stack is getting expensive...

Ray

I appreciate Ray saying "GigaSpaces is cool stuff" -- It's great to be called "cool" -- but there is a little more to it than that. GigaSpaces saves significant costs compared to other solutions, and it does so in 5 distinct ways:

Cost Measure #1: Reducing the Number of Servers Required

It reduces the number of servers required to achieve the same throughput. I will not go through the entire explanation of how GigaSpaces works. If you want to learn more, a good start is this interview with me. Also, check out these webcasts and Nati's posts on space-based architecture. Generally, by putting the entire application in a container (all services, messaging, data and web container), and running it in-memory, in-process, bottlenecks are removed and each server achieves a higher throughput. Throughput compared to database/J2EE centric applications has been known to go as high as 10x to 100x. and you can see some testimonials of that  here  and here  (and some other links throughout this post). Simply put, this means you will need a tenth to a hundredth less hardware resources to process the same data or transaction volumes.

Cost Measure #2: Reducing the Number of Middleware Product Licenses Required Per Server and Eliminating Integration Costs

Because of GigaSpaces' unique approach, the GigaSpaces product acts as the container for business logic (equivalent to an EJB container), is a full-fledged messaging system (with a JMS API implementation) and an in-memory data grid (a.k.a distributed read/write cache), which acts as the system of record for transaction state, reducing much of the development and integration work related to database clustering. As of version 6.6, it also comes pre-integrated with a web container (initially Jetty, but others to come). This means that you are getting all of your middleware functionality from a single product, purchased with a single license, and without requiring integration. You also reduce some of the need for purchasing and/or integrating other aspects of middleware, such as high-availability (e.g., Veritas FS), clustering (e.g., Oracle RAC) or distributed transaction managers.

I recently spoke to one of our customers, a web gaming company that is one of the top 3 in the casual gaming category. They are implementing an MMORPG using GigaSpaces. The lead architect explained to me that they were initially evaluating distributed caching products (such as Oracle Coherence) and messaging products (such as Sonic MQ and Active MQ). He said that he and the team quickly realized that not only do they need to understand the "universe " (his word) of each product, they also need to invest a significant amount of time integrating them (which was estimated to be a major part of the development effort). Once they would have done that, they end up with a tightly coupled system that is difficult to scale and change. Instead, they opted to choose GigaSpaces as single product that can provide both kinds of functionality.

Another interesting comparison is revealed by this amusing press release from Oracle about a start-up customer named Qtrax. Look at the stack Oracle managed to sell them to build their application. I put in brackets the price per CPU for each Oracle product from the official price list, and I quote:

Qtrax's implementation includes Oracle Database [$17.5k to $47.5k], Oracle Real Application Clusters [$23k], Oracle Enterprise Manager [$3.5 to $20k+] and components of Oracle Fusion Middleware [?], including Oracle Application Server [$10k to $30k] and Oracle Coherence [$4k to $25k]. With this software now in place, Qtrax will have the ability to support millions of concurrent users [they better!].

On top of these numbers (which total in the range of $58k to $145.5k per CPU1)add a 22% annual support fee. As these are perpetual licenses, let's break the license numbers to an hourly rate by assuming 24/7 for 3 years: we get $2.20 to $5.54. Even if you decide to be generous and divide by 4 years, you get $1.65 to $4.15. Now, let's not forget that Oracle doesn't actually offer any special pricing for it's products on EC2 (i.e., an hourly rate)2 so you would have to buy the licenses upfront, as Qtrax apparently did.

Because Oracle is so out there in terms of pricing, I think it's more useful to compare to JBoss, which actually does provide hourly pricing on EC2. Jboss published pricing for EC2 looks like this compared to GigaSpaces (excluding Amazon charges):

EC2 Product Jboss Pricing GigaSpaces
Pricing
Small Instance $1.11 $0.20
Large Instance $1.13 $0.80
Extra Large Instance $1.14 $1.60
High CPU Medium Instance $1.11 $0.20
High CPU XL Instance $1.14 $1.60
GB Transfer In $0.01 $0.00
GB Transfer Out $0.02 $0.00
GB Regional Data Transfer $0.01 $0.00

As you can see, GigaSpaces is significantly cheaper for Small and Large instances. We are a bit more expensive on the XL instance. The reason for this is that GigaSpaces leverages memory. The XL instance has 8 GB of RAM compared to the 4 GB you get with the Large instance. Because GigaSpaces scales linearly, an application is likely to achieve double the throughput with twice the memory capacity.

But read the small print. Jboss charges you a premium on bandwidth usage. GigaSpaces does not. I'll let each reader estimate their own bandwidth charges as they pertain to their application.

But even if GigaSpaces was more expensive on this per CPU comparison (and it isn't), because of what I discussed above -- the elimination of other middleware components and the need for integration among them -- the GigaSpaces solution will be significantly cheaper. To understand this better, please see Mickey Ohayon's post How I Ported an Online Gaming Application from (Not-So) Good-Old-JEE to GigaSpaces in Only 4 Days. In it Mickey describes how he increased a client's application throughput from 15 transactions per second to 1,500 transaction per second (not a typo) by replacing an architecture using JBoss, Oracle RAC, Sun JMS and a couple of other components. Mickey gives technical details, including code.

Cost Measure #3: Linear Scalability

Linear scalability3, or lack thereof, has a huge impact on costs even in a traditional corporate data center setting. This impact grows significantly in a cloud/utility computing environment because of on-demand pricing (per usage). If you are interested in a more detailed discussion of this topic, please read Economies of Non-Scale.

Most systems, especially classic n-tier architectures, do not scale linearly. Linear scalability means that the system is able to increase its capacity (throughput, concurrent users, etc.) in a linear relation to the amount of resources added to the system. So, for example, if one server can process 500 transactions per second, two servers can process 1,000, ten servers can process 5,000 and so on. Non-linearly scalable systems face diminishing returns: each additional resource I add will increase system capacity by a smaller increment. So while the first server can process 500, two servers can only process 900, three servers will process 1,220 and so on. At some point, a non-linearly scalable system will hit a wall: adding additional servers will not increase throughput at all.

From a cost perspective, non-linear scalability has two effects:

  1. As the system scales, per-transaction costs increase, making the business less marginally profitable.
    To make this more concrete, let's take an example comparing a linearly scalable application to one that is not. To understand the cost differences, we need to understand the level of contention in each application. The definition of contention for our purposes is the amount of time the application waits on some centralized (i.e., non-parallelizable) component  before it can proceed with the processing at hand. Some common causes for contention include database connections and locking, persistence and transport mechanisms for messaging middleware and ESBs and distributed transaction managers. From our experience traditionally architected (i.e., n-tier) apps often face contention levels of 20% to even 40%. The application's ability to scale is inversely correlated with its level of contention. Amdahl's Law provides us with the formula to calculate what effect different levels of contention will have on our ability to scale given a set of resources. So using Amdahl's Law, let's compare our linearly and non-linearly scalable apps in dollar figures.
    Let's assume both applications cost the same on a single server  - say $3.00 per Server per hour (everything included). And let's say that they each have the same throughput in a single server - say 100 tx/sec. If we want to double the throughout to 200, the non-linear app would require 3 servers (or $9 per hour) and the linear app would require only 2 servers (or $6 per hour) -- a 33% difference in cost! If we need to increase throughout to 400 tx/sec. Our Non-Linear App will need 16 servers (at $48 per hour), while our Linear App only requires 4 servers (at $12/hour) -- a 75% cost saving!
    To learn more about how GigaSpaces reduces application contention, see this post from Uri Cohen.
  2. As the system hits the scalability wall, it needs to go through an expensive re-design and re-write process. Stories of such re-architecture emergencies abound. Here's a really good example from MySpace. But let's understand the costs impact better using our example above. Say we're MySpace or Twitter or any number of other successful web apps and we need to increase our throughout not just to 400% original capacity, but to 4000%? With our Linear App, we'll need 40 servers at a cost of $120/hour. With our Non-Linear App we'll need...eh, we'll need... oh, wait -- we can't do it at all. In fact, the app would have stumbled at 500%.What does this scenario cost the business? Hard to say. It may lead to slow-downs, it may lead to partial failures, it may lead to all out disaster (anyone try to activate their 3G iPhone on launch day?). Gartner gives a good list of things that might help you estimate what that costs your business:

Gartnerdowntimecosts_2

One more aspect of linear scalability is predictability. Linear scalability provides the business with predictability: you know exactly by how much your system will scale with additional resources. As one Apple customer commented on CNET about the recent 3G iPhone and 2.0 launch debacle, which turned his device into an iBrick:

Server crashes, bandwidth problems...acceptable if this was a sudden, unforeseeable demand on resources. Not in this case - or in any case with a product launch. I doubt Jobs just woke up this morning and announced the 3G or the 2.0 upgrade....it's been in the works for months.

My answer to this fellow is that it is extremely difficult to test siloed, tiered, complex systems in real-life scales such as this, and it's damn well impossible to predict how such a system will scale under such heavy loads. Linear scalability provides this assurance. How much is that worth for the business? And here we're talking about an anticipated peak in load. What about unanticipated fluctuations? How much is it worth for the business to know that no matter what happens, they just need to provision additional servers and  - voila - the system scales.

In a case study we recently published about one of our customers, Monte Paschi Asset Management, Alberto Santini, who heads one of the Italian bank's development teams, said: "With GigaSpaces, we don't have to worry about fluctuating loads because we can add or remove resources when needed, while running our applications simultaneously." Hot-Pluggable, baby. Speaking of costs, MP says they recovered their entire investment in GigaSpaces within less than three months. That's ROI. You can read the full story here.

Cost Measure #4: On-Demand Scalability

Although related to linear scalability, on-demand is more about being able to scale (and shrink) the application when we want to and -- in a cloud environment -- only pay for what we use when we use it. With GigaSpaces the application can grow and shrink with no code changes, and little, if any, config changes. Shrinking an application (and not paying for the extra capacity) is as simple as killing the unnecessary EC2 instances. The application will continue to run smoothly, without a single transaction loss. 

This brings us back to Ray's question at the beginning of this post. Ray -- let me suggest that you're looking at this wrong. First, you talk about "massive scalability", but you give an example of 3 servers running continuously throughout the year (24/7/365). For such a small scale, and for such a constant load, why use EC2 at all? Join the GigaSpaces Start-Up Program, get the full production license for free on-premise and get dedicated servers. It will be a much cheaper solution all around.

For our own purposes (testing machines) we did a rough calculation that only when a server has less than  70% average utilization (throughout the whole year) does it make sense to use EC2 cost-wise.

The nice thing about it is that once you've built the application on GigaSpaces, if and when you decide it's appropriate, you'll be able to easily and quickly port it to Amazon EC2 or other clouds we are or will be supporting, such as GoGrid, Flexiscale or AppNexus.

If, on the other hand, you expect fluctuating demand, constant growth, possible surges due to success, or are already facing large demand, then you should be thinking of EC2, and then, given all the factors I gave above (and the additional one I specify below), well, that's where GigaSpaces starts looking like a very cost-effective solution for you.

Cost Measure #5: Reduce framework development, integration, testing and change cycles

The bottom line is that GigaSpaces provides you with the complex plumbing you shouldn't want to deal with, and we've done it ideally suited for cloud environments. Do you really want to get into this business or would you rather focus on the things that make your business unique?

Here's what our customers had to say in response to a question posted on LinkedIn that asked: "Are you using GigaSpaces in production? What are your experiences with it? What are the pitfalls? What were the biggest benefits?"

In response to the benefit bit, Keerat Sharma, platform engineer at the Gallup Organization, wrote:

Bang for buck. The cost of building a system (even with existing open source elements) that can replicate single dimensions of what GS can offer will outweigh the cost of using their system. Put this way- with GS, you get an enterprise system- partitioning, replication, failover mechanisms and the like all out of box.

You can write whatever you want to interact with the space, at whatever granularity you like. We decided to write some specialized code to monitor the space in a really lightweight fashion.

We got huge average latency reductions. If you're using it for a cache, you can do the math on how many expensive hits you stand to reduce. The larger the cluster, the greater the benefit really.

And Ashmit Bhattacharya, VP Engineering at Blackhawk Networks, weighed in with:

The solution was demonstrated in less than 3 weeks and we had a linearly scalable solution at the end of the exercise. We put in additional development effort with tremendous support from the Gigaspaces team over the next few months to deliver a solution with industry leading performance numbers in terms of concurrent connections, transaction response times and ability to handle failure. The partitioning and clustering capabilities of the GS framework worked flawlessly out of the box...

...The best part of the solution in our particular case was the manner in which the solution scaled horizontally. This took a tremendous burden off my architecture teams and we could focus more on functional development of our solution rather than work on the framework. The GS team is an absolute pleasure to work with.

 

January 16, 2008

Sun-MySQL: Best. Analysis. Ever

From a comment on the Slashdot post on Sun buying MySQL for $1 billion:

Didn't they know they could just download it...?

Via Sandeep Parikh (Twitter @crcsmnky)

January 02, 2008

Are Developers Growing in Influence?

Are developers and architects becoming more influential in infrastructure software purchase decisions in large organizations?

Back in September, Matt Asay blogged an interview with Laura Merling of Krugle, which makes a search appliance for software code across the enterprise. In the interview Laura said:

The power for decision making and buying has shifted to the developers, architects and midlevel managers. We are in some very large companies and have not once talked to a CIO! Developers have paved the way with their newfound power.

This "newfound power" that Laura speaks of has to do with open source software. More accurately, it has to do with the fact that most open source software is available for *free* download with a production license. So, presumably, the developers don't need permission from anyone higher-up in the organization to use the product, as there is no purchase involved.

The story goes that this is how Linux, JBoss, MySQL -- and more recently -- Spring and Mule, to name a few, have crept into large enterprises. And one day, after some minor disaster, an executive wakes up and says: "Holy crap! this thing is running on hundreds of our servers, we better get some support". Bam! a seven-figure deal is born, and it was the developers who really made the decision two years earlier.

Obviously, developers have always been influencers and evaluators of the software they will eventually use, but what I described above is a very different dynamic. If this is in fact happening in a major way, it has huge implications to how software used by developers should be marketed and sold.

Not surprisingly, it is very difficult to find hard data on this issue (I've searched). So here's a question:

  • If you work at a vendor -- open source or not -- are you seeing this trend?
  • If you work at a large company -- as a developer or not -- are you seeing this happen?

Would appreciate any thoughts about this.

Update: Some interesting comments about this blog on TheServerSide, and a thorough analysis by Erik Engbrecht.

December 18, 2007

The Missing Piece in Virtualization: Middleware Virtualization

Nati Shalom recently wrote The Missing Piece in Cloud Computing: Middleware Virtualization. In this blog, Nati talks about the role middleware should play in making it simple to build applications to run on the cloud and he introduces the concept of virtual middleware.

Last week, I came across Mitchell Ashley's Virtualization Predictions Forrester Forgot on Network World. This particular one caught my attention:

Virtualization's Real Test: High Performance, Mission Critical Applications

To be more than a server consolidation technology, virtualization must cross the barrier and run high volume, mission critical production systems. We'll know virtualization has truly arrived in full force when payment processing systems, content streaming, claims processing and other business critical systems are running as virtualized applications.

The reason it caught my attention was that these are exactly the kinds of applications that our customers use GigaSpaces for, and even more demanding apps, such as automated trading, virtual switching and online gaming. Then I see this ComputerWorld piece about the New York Stock Exchange, a GigaSpaces customer. In it, the reporter interviews NYSE CIO Steve Rubinow and writes:

One technology that the NYSE isn't adopting so eagerly is server virtualization, which comes with a system latency price that Rubinow said he can't afford to pay. In a system that is processing hundreds of thousands of transactions per second, virtualization produces "a noticeable overhead" that can slow down throughput, according to Rubinow. "Virtualization is not a free technology from a latency perspective, so we don't use it in the core of what we do," he said.

Charles King, an analyst at Pund-IT Inc. in Hayward, Calif., believes there is a broader concern among IT managers about virtualization overhead and its impact on transaction processing.

What we're seeing here is the need to take virtualization to the next level. OS and server virtualization a-la hypervisors (VMWare, Xen, etc.) only address a narrow definition of virtualization: making one computer behave as many. Under this narrow definition, grid and other distributed computing technologies can be viewed as "reverse-virtualiztion": making many computers behave as one.

We need a broader definition of virtualization, and that is the complete de-coupling of the logical components of an application (represented by the components of the software stack) and the physical resources. In the case of middleware, whether it is data access, messaging or the business logic, the physical location of the resources should not matter to the developer and to the end user. This is not a trivial thing to do, especially when it comes to data-intensive, stateful (transactional or otherwise) applications and services.

Nati explains how GigaSpaces lets you achieve this with middleware virtualization.

October 23, 2007

Nope. Still don't see Oracle

Although I usually let personal attacks slip by, I couldn't let this post from Cameron Purdy remain unanswered, because it's kind of shameless. And BTW, sorry it took me some time, but like Cameron, I too am friggin' busy with real important stuff :-)

So I'll start with Cameron's ominous threat -- in answer to my question Where is Oracle? he said: "We are in your customer accounts. Every single one of them." I don't know if Cameron is naive enough to believe this (doubt it), is just trying to sound threatening (shaking in my boots) or is just spreading what he thinks is FUD, but obviously the threat is not very credible.

We all know that Oracle is a mean-ol' sales machine (throwing in Coherence for free to close an ELA on other products is pretty aggressive). Nothing new there. But fortunately, the world is bigger than Oracle, and not only does it have competitors, but there are many companies out there who wouldn't let an Oracle sales person set foot. And we will be in every single one of them...

Interesting thing is that the Oracle announcement of the Tangosol acquisition actually helped us close faster a few competitive deals in so-called Oracle-shops, because customers said (and I quote one directly): "I don't want to put all my eggs in one basket." I just came back from a GigaSpaces off-site management meeting, and the sales execs could only come up with one case where we actually lost a deal because of the Oracle acquisition (and that was due to the aforementioned aggressive tactics).

Anyway, enough with the petty bickering (I'll get back to petty bickering later). I was making a bigger point: Oracle is not pursuing an innovation strategy, and is therefore losing its relevance for new applications.

In Where is Oracle? I quoted Nick Carr's analysis of Oracle's strategy, which ended with: "Through acquisitions and share gains, [Oracle] will milk the old model until the old model goes dry." Following the whole BEA situation, here's a perspective from Rob Hailstone of the Butler Group (via Java Developer's Journal):

Some 15 or more years ago I was in the audience at an IT conference, listening to Larry Ellison describing CA as a ‘bottom-feeder’.

Since I was working for CA at the time this rankled a bit, but it was certainly true that CA had evolved a good business model that included acquiring end-of-life software companies where there was a substantial user base in need of ongoing support.

The last few years has seen Oracle adopt a variation on this bottom-feeder business model – it doesn’t wait for the victim to be near the end, but puts the knife in at the first sign of weakness.

Well, I guess you can call that innovation.

Besides Oracle's own strategy, I don't think that anyone can be taken serious claiming that all's well for Big-Ass commercial databases in a Web 2.0, scale-out world. I phrased my statement pretty carefully: "They overwhelmingly use MySQL and in many case use some other tier - such as their own file system or an in-memory cache, as the system of record for session or transaction state."

I'm sure that somewhere in the bowels of the organization of eBay, Amazon and Google there is an Oracle database or two installed, but that's not the point.

Now, back to the petty bickering. I don't get why Cameron keeps saying that we use Coherence for our web site. Oh, now I get it. I guess because our Wiki uses Atlassian Confluence and Coherence is used as a cache for Massive Confluence, he concluded that GigaSpaces uses Coherence. Clever boy! But seriously, not only do we not use Massive Confluence, by that token, every time Cameron trades on the NYSE he uses GigaSpaces.

Oh, I guess he's just using the famous Geva Perry tactic of "it's OK to make up anything and post it on my blog". I like it. Aggressive, Oracle-style.