Jul 21

5 years ago, your average data center hosting 10,000 servers looked like a linoleum covered football field,  was wicked cold, yet had plenty of aisles where you could break a sweat due to warm air-current hot-spots. In the early century, air-convection planning and floor-space reconfigurations were considered ‘green’ strategies to reduce environmental costs.Google

Flash forward to, uh now, for those who haven’t seen the video of google data centers, this is an interesting glimpse into the world of massive-scale distributed computing on the cheap and the green.

First, some observations:

What you see:

  • Lots of modular components: starting with containers, basic power and plumbing conduits, heat-exchangers, and lots of open-case x86 kit crammed into high-density confined spaces.
  • An obsessive design focus on minimizing the Power Usage Effectiveness ratio
  • Centralized cooling and power infrastructure and many non-descript containers in a warehouse rack configuration
  • Vertical distribution of gear and workload (way beyond the scale of your average data center rack)
  • As noted in the exceptionally dry video dialogue, 45000 servers across 45 containers (1000 servers per container), in a single warehouse type facility
  • (now, close your eyes and imagine Google running on over 450,000 servers world wide and tell me if you’re going to sign up for a yahoo account tomorrow)

What don’t you see?

  • No raised floor, specialized rooms or floors built for data center infrastructure
  • The classic air conditioned hockey-rink full of heat generating equipment
  • Large volumes of ambient space being cooled
  • Centralized UPS / Power Fail-Safe equipment
  • No cooling or power machines competing for compute space
  • Vendor labels (notice, no labels whatsoever)
  • Specialized hardware – in fact the hardware is engineered to be dead simple and uniform (which is relatively easy to do if your business runs massively distributed custom application code)

If you’re watching the Google drip-feed of information about their data centers, the innovation is absolutely incredible. The latest news about the chiller-less data center in Belgium, you see geography, climatology, IT infrastructure, and geographic load-balancing strategy all in play, with a goal to load-balance work away from Belgium on hot days, and not rely on a single chiller. That’s seriously more innovative than creating warm/cold air convection cells in your raised-floor meat-locker. Maybe my earth sciences degree will come in handy for IT work after all…

Next, if you take a look at the major IT infrastructure vendors, we now have a horse race to emulate big modularized x86 kit in a box, ready for rapid deployment and consumption. Sun arguably pioneered the concept several years ago with the modular data center, and now we have pods, pods, and more pods.

In the larger picture, these innovations seem to validate Friedman’s semi-futuristic speculation in Hot, Flat, & Crowded, of the convergence between power grid and IT infrastructure. Granted, it will take years, if not decades to purge legacy systems and applications, but for your average enterprise planning on ‘massively virtualized’, this isn’t a far-stretch of the imagination to see where centralized infrastructure could possibly take hold for large parts of IT infrastructure. Absolutely, there are scores of dependencies and assumptions which must be true for this to work.

The Google drip feed also shed’s light on why cloud computing is more than just a link to the next best data center. As a buddy of mine put it, ‘maybe the people who want to build their own cloud are missing the point’.

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Jun 28

How many times have you loaded up the charter boat, got a client excited about a grand vision, gone to sea, and returned home with no catch? When customers have large complex problems, presenting them with large complex stories doesn’t help. It’s the worst thing you could do.

In the services business, if a customer is giving you air-time, the reality is they know they need help and direction from an outside source. By presenting a vision of the destination, without illuminating the path, you’re skipping the opportunity to create focus. If you can’t create focus at the onset, what kind of mess are you going to create in an actual engagement? This is why a lot of high level strategy engagements require massive ‘remediation’ efforts in the aftermath – all style and no substance.

Customers are going to pay for outside services if you can make complex problems simple, and provide results in dramatically reduced times. This is where the ’smartest guy in the room’ can accomplish negative selling, by weaving a complex tale of end-results, yet leave the customer without any idea of how to get there or tangible next steps. Free advice, which usually is worth every penny and is exactly what drives good services opportunities into the ground.

You have to make it easy for the customer to contract and make decisions. People no longer have time and won’t make the time for a complex services sell. The business world and people’s personal lives are moving too fast and are too chaotic for 1985 style ‘how can I help you, and what can you pay me’ consulting services. That model is not only worn, but it’s dying a slow painful death.

Bottom line, if you spend hours with a customer giving free advice and don’t identify focused initiatives and next steps, you’re wasting everyone’s time and worse you’re delaying the opportunity to get work done. So what’s the alternative?

1) Lead with a clear position on the industry and technology.

2) Take a clear stand: even if you run the risk of alienating 20% of your potential prospects, the other 80% may be better clients anyhow since their looking for outside help, versus a debate. Tire-kicking is non-productive.

3) Play it straight and practical, and focus on getting things done.

4) Make progress real-time. Create focus, lead with results instead of theory.

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Jun 14

In this market, we are seeing striking change not only in customer behavior, but in the global competitive landscape for enterprise technologies and services. Recently this dawned on me: the IT infrastructure market is changing faster than we may know. A severe market downtown, survival driven customer behavior, increased global competition, and multiple disruptive technologies hitting the scene simultaneously,  all pointing to a fundamental shift in our game.  My position?

Traditional IT services methods for selling and delivering will quickly become a thing of the past, and to compete and grow in the market, innovation and measured-risk are prerequisites.

The coalescence of virtualization, deduplication, cloud infrastructure, and maturing WAN architectures is collective game changer. The whole idea of customer data sitting in the data center forever is going to change.  For now, companies are taking these technologies on one by one, but it’s not long until the combined force of these will yield truly innovative products and services.

This blog is about what we do to evolve our methods, and in doing so keep up with a big shift in underlying infrastructure technologies.

Open kimono, and why be paranoid about divulging good ideas, when you might receive good ideas in return?

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