IT Industry Analysts - Falling Into the Bond Rating Agency Trap?

One of the leading causes of our recent economic melt-down was that "independent" credit rating agencies had a conflict-of-interest with the firms they were supposed to be watching.The very firms tasked with objectively gauging risk were also being paid by the firms they were evaluating...And in the end, the big losers weren't either of them... it was the public.

Well, beware that some of the same could be happening in the IT space.

I'll change the names to protect the innocent -- but let's say that I recently attended a day-long IT analyst event, one where all of the senior analysts trot-out their recent research. And to be honest, most of it was of very high quality.

But in one session which focused on an up-and-coming trend in IT, the analyst only cited the major IT vendors (think: HP, CSCO, IBM, Dell etc.) as the leading innovators and players in the space. It was complete Bunk. Of the four "leading" vendors mentioned, only one of them had any significant innovation in the space. Two others so coated their offerings with "marketecture" that real innovation was tough to discern.  And the final crime was that 2-3 smaller vendors I know who actually pioneered the space weren't mentioned at all. And they're the ones providing *real* products with real value today.

Yes, the analyst had a responsibility to his customers (IT end-users) to watch the big players in the industry. And to be sure, the big vendors dominate most market spaces. But the analyst also has a responsibility to truly master his market space and to report-back on the true leaders, innovators, and visionaries. Instead, I believe he unwittingly fell prey to the big vendors that pay much of his firm's bills in order to stay in the analyst's limelight. The failing here is industry-wide, and the IT consumers of the analyst's information are the real losers. Innovation isn't recognized, and therefore value isn't really transferred. And nearly all large industry analysts are guilty of this at some level.

In contrast, another friend of mine is a technology industry analyst with a major international financial institution. When he interviews me on my industry, company and product, he's clear that his reports are not commissioned by vendors, nor even by his bank's clients. There cannot be so much as a hint of conflict-of-interest in his work. Think about it.

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Major IT Industry analysts have been my friends for years. I've worked for IT vendors small and large, and IT analysts have been (and mostly still are) great sounding boards for new ideas, helped identify market opportunities, and have added lots of marketing value if/when they approve of your product. And IT analysts add value on the IT consumer side too -  by identifying trends, pointing-out leading vendors, and recommending best-practices.

But sometimes these folks fundamentally fail at what they're "paid" to do. My advice: Always get a second opinion.

Emergence of Fabric as an IT Management Enabler

Last week I attended Gartner's annual Data Center Conference in Las Vegas. Four days packed with presentations and networking (of the social kind). Lots of talk about cloud computing, IT operations, virtualization and more.

Surprisingly a number of sessions directly referenced compute Fabrics -- including "The Future of Server Platforms" (Andy Butler), "Blade Servers and Fabrics - Evolution or Revolution" (Jeff Hewitt), and "Integrated Infrastructure Strengths and Challenges" (Paquet, Dawson, Haight, Zaffros). All very substantive analyses of what fabrics _are_... but very little discussion of why they're _important_. In fact, Compute fabrics might just be the next big thing after OS virtualization.

Think of it this way: Fabric Computing is the componentization and abstraction of infrastructure (such as CPU, Memory, Network and Storage). These components can then be logically re-configured as-needed. This is very much analogous to how OS virtualization componentizes and abstracts OS and application software stacks.

However, the focus by most fabric-related vendors thus far is simply on the most fundamental level of fabric computing, which is simply virtualizing I/O and using a converged network. This is the same initial level of sophistication when the industry believed that OS visualization was only about the hypervisor. Rather, we need to take a longer view of fabric computing and think about higher-level value we create by manipulating the infrastructure similar to how we manipulate VMs. A number of heady thinkers supporting the concept of Infrastructure 2.0 are already beginning to crack some of these revolutionary issues.

Enter: Fabric as an Enabler

If we think of "fabric computing" as abstraction and orchestration of IT components, then there is a logical progression of what gets abstracted, and then, what services can be constructed via logically manipulating the pieces:

1. Virtualizing I/O and converging the transport

This is just the first step, not the destination. Virtualizing I/O means no more stateful NICs and HBAs on the server; rather, the I/O presents itself to the OS as any number of configurable devices/ports, and I/O + data flow over a single physical wire. Transport can be Ethernet, FCoE, Infiniband, or others. In this manner, the network connectivity state of the physical server can be simplified and changed nearly instantaneously.

2. Virtual networking

The next step is to define in software the converged network, its switching, and even network devices such as load balancers. The result is a "wire-once" physical network topology, but with an infinitely reconfigurable logical topology. This permits physically flatter networks. Provisioning of the network, VLANs, IP load balancing, etc. can all be simplified and accomplished via software as well.

3. Unified (or Converged) Computing

Now things get interesting: Now that we can manipulate the server's I/O state and its network connections, we can couple that with creating software-based profiles of complete server configurations -- literally defining the server, its I/O, networking, storage connections, and even what software boots on it. (Software being either a virtual host, or a traditional native OS). Having defined the entire server profile in software, we can even define the entire environment's profile.

Defining servers and environments in software allows us to provide (1) High Availability: With a hardware failure, we can simply re-provision a server configuration to another server in seconds -- whether or not that server was running a VM host, or a native OS. (2) Disaster Recovery: we can re-constitute an environment of server profiles, including all of their networking, ports, addresses, etc., even if that environment hosts VMs and native OS's.

 4. Unified Management

To achieve the ultimate in an agile IT environment, there's one remaining step: To orchestrate the management of infrastructure with the management of workloads. I think of this as an ideal Infrastructure-as-a-Service -- physical infrastructure that adapts to the needs of workloads, scaling up/out as conditions warrant, and providing workload-agnostic HA and DR.  From an IT agility perspective, we would now be able to abstract nearly all components of a modern data center, and logically combine them on-the-fly as business demands require.

Getting back to the Gartner conference, I now realize one very big missing link -- while Gartner has been promoting their Real-Time Infrastructure (RTI) model now for some time, they have yet to link it to the coming revolution that will be enabled by fabric computing.  Maybe we'll see some hint of this next year.