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AUGUST 2013

By Art Wittmann

PLUS 802.11ac calls for a clean slate >

As Cisco, EMC, HP, IBM and others battle for data center primacy, will cooperation be a ca


2/13


PRACTICAL ANALYSIS

As you evaluate Wi-Fi-certified 802.11ac

products that push maximum data rates to 1.3

Gbps, why not revisit past deployment deci-

sions? Here are three reasons why the arrival

of 802.11ac might mark a good time to start

with a clean slate.

1. Completing the 5-GHz shift: Unlike

802.11 a/g and 802.11n, 802.11ac operates ex-

clusively in the 5-GHz band. And enterprise

WLAN client populations are finally completing

the agonizingly slow migration to 5 GHz that

started with 802.11a. Not only will nearly all

new devices connect only at 5 GHz, but theywill likely have slightly shorter reach. Given this,

a case can be made for designing your 11ac

WLAN from scratch, positioning new APs for

optimal 5-GHz performance. And if youre go-

ing to start from scratch, why limit yourself to

incumbents? Consider leaving existing APs in

place for legacy clients while deploying a sep-

arate, entirely new 802.11ac WLAN to carry new

Wi-Fi clients into and through the next decade.

2. Baking wireless into your network: Mostearly WLANs were created as overlay networks,

integrated loosely or not at all with wired LANs.

But today, more and more Ethernet jacks are

gathering dust. While Ethernet access may

never fade entirely, its clear that Wi-Fi has be-

come the primary enterprise LAN access

method. Given this, enterprise LAN vendors are

compelled to integrate Wi-Fi into their product

lines, creating new hybrid LAN access products

that go far beyond tethering WLAN controllers

to Ethernet switches. For enterprises that pre-

viously coupled a WLAN from vendor X with

switches sourced from vendor Y, integration

may be a good reason to consider creating a

new wired+wireless access LAN from vendor Z.At a minimum, its time to compare what X and

Y have to offer against promising contenders.

3. Leapfrogging the competition:Thi s

brings us to my final reason for using your

WLAN upgrade to consider different vendors

and reshape your networks future. Both wired

and wireless products have evolved consider-

ably over the past decade. Market leaders

have deep pockets that enable innovation, but

theyre also saddled with the burdens oflegacy support. Meanwhile, new vendors have

emerged, pursuing fresh approaches that

sometimes prove revoluti

ple, cloud management, ro

app-aware networking. In m

wave of 802.11ac is an inc

ment over 802.11n. Howev

of 802.11ac products will i

tive antenna designs, beam

user MIMO (MU-MIMO). D

wave (expected in late 201

will likely emerge. It make

a thorough review of LA

that time, comparing not

and market leaders, but traThere are costs and risks

any new vendor and prod

802.11ac upgrade may we

innovation; dont miss out

field of vision. Cast a wide

work and test top contend

a final choice about who w

generation wired and wire

Lisa Phifer is president of Core Compfocused on enterprise adoption of e

curity technologies. Write to us atc

Does 802.11ac Equal Time To Change Vendors?

RegisterRegister

Cutting-Edge Tech

Join thousands of IT professionals

at New York's largest regional IT

event covering a broad range of

technology products, educationand networking. It happens Sept.

30 to Oct. 4.

@lisa

Lisa P

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3/13


By Art W ittmann

Cisco, EMC, HP, IBM, Microsoft, Oracle all thebig names are battling for data center primacy.

Is it time for IT to choose sides?

The world of technology infrastructure used to be peaceful and orderly. Nee

working gear? Call Cisco. Dont like Cisco? Try Brocade or Juniper. Servers came

IBM, Hewlett-Packard or Dell, or maybe Sun, as well as a bunch of third-tier players

age? EMC, HP, IBM, NetApp. Server operating systems? Microsoft and Linux. Data

meant Oracle, IBM, Microsoft and, for those who like to live dangerously, open s

Phone systems? Avaya, Lucent and Nortel.You get the idea, and youre probably still in that demilitarized zone. But get rea

dodge some fire, because the rules have changed. In part thats because of the in

@ArtWittmann

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4/13


ing complexity of fielding well-performing

apps in a cloud environment. An even bigger

contributor, well argue here, is the need for

mature companies to maintain or accelerate

their growth rates lest they incur Wall Streets

wrath. Vendors have seized on the complexity

problem to justify raiding one anothers mar-

kets under the flag of providing integrated

products while boosting their revenues

and profit margins, of course.

The fallout for IT is that the days of big ven-

dors cooperating with one another for your

benefit are pretty much over.

Take Dell, which in just four years has trans-

formed itself from a value-oriented box maker

into a pretty good systems provider for mid-

market customers. It started by throwing outEMC as its storage OEM supplier, but it didnt

stop there. The company has been on a buy-

ing spree, grabbing up data center network-

ing specialist Force10, storage startups Com-

pellent and EqualLogic, security specialist

SonicWall, cloud orchestration vendor Gale

Tec hn ol og ies, Ques t for mana gement of

everything from databases to applications to

virtualization, Credant for more security, En-

stratius to beef up its consulting business that

came via Perot Systems, and a bunch more.

And when Wall Street didnt give his company

proper credit for the vision, founder Michael

Dell moved to take the company private.

Dells not alone. Established market seg-

ments dont seem to be enough for any of the

tech giants. All are undergoing transforma-

tions that involve incursions into one an-

others territory. Some are planned and fairly

peaceful, such as EMC and Ciscos VCE part-

nership. Some look more like the aftermath of

an ugly divorce, with unseemly shenanigansbefitting a Kardashian (read: HP). Some seem

to be based as much on ego as business sense

thatd be Oracle and some are moving

against the grain, with pretty nice results. IBM

and Microsoft fit into that last category. Well

go into details on all of tho

The hard fact for the hea

nies is that stock value is

earnings, revenue and pr

can consistently outperfor

tions and keep earnings an

up, the market will reward

youre a blue chip and yo

these points, look out. The

been tough for blue chip te

along with so-so financials

of executive chair-shufflin

Theres no sure way to

ganize your way out of a b

bad quarter. But theres o

works: say that youve en

and just need some time tOf course, the collectiv

bites out of one anothers

is about the same as a circ

each chewing the next on

the effort leaves you esse

VENDOR TURF WA

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The Big Data Conference provides

three days of comprehensivecontent for business and tech-

nology professionals seeking

to capitalize on the boom in datavolume, variety and velocity. In

Chicago, Oct. 21-23.

RegisterRegister

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5/13

were; at worst it weakens you because

muscling in on new markets and digesting ac-

quisitions is expensive. Be that as it may, in al-

most all the cases well look at, vendors have

gone aggressively after new turf. Note that

the acquisitions well discuss are the high-

lights each vendor has purchased many

more companies than we have space to list.

Now the question is, should architects buy

into partnering with just a few vendors or

keep to a best-of-breed strategy and slog

through the integration work? And what-

ever our philosophy, can we turn this trend

to our advantage?

Not Just Platters Of Spinning Rust

All this jockeying started a decade ago with

EMC buying VMware for what now seems like

a bargain price of $635 million. About then,

EMC also acquired Documentum and Captiva

for document management and RSA for secu-

rity; more recently it snapped up Greenplum

for analytics and Pivotal Labs, a software devel-

opment house specializing in Internet applica-

tions and project management. While some of

EMCs acquisitions complement its core stor-

age business, others provide income diversity.

While thats important, no new cash cow has

emerged; the bulk of EMCs revenue still comes

from selling big Symmetri

age systems. Thats a theme

One of the smartest thin

let its tangential compan

ently. The recent shift o

VMware has, at least in the

news, triggering an exodus

VMware and a 25% stock p

The temptation for any a

is to make the products of

work best with the parent

quired companies such as

whose customers require

works better with strat


VENDOR TURF WA

Get This And

All Our ReportsOur full report on the State of the

Data Center is free with registra-

tion. This report includes 38pages of action-oriented analysis,

packed with 30 charts.

What youll find:

> Private cloud outlook: 2% see

no value vs. 27% setting it as ahigh priority.

> Discussion on whether manag-

ing your own data center helpsor hinders innovation.

DownloadDownload

Tale Of The Ticker

Big companies have big domination plans. Now all they have to do is turn strategy into profit.

Company Five-Year Market Gain Two-Year Market Gain Earnings Vs. Estimate s Earnings Trend, Three Years Annual Revenue Tr

Cisco 18% 59% Consistently beats estimates Up Up

Dell -45% -22% Mixed,missed forecast by 38% in April Down Down/flat

EMC 80% -2% Mixed Up Up

HP -40% -30% Consistently beats estimates Down Down

IBM 58% 8% Mixed,largely on target Up Flat

Microsoft 23% 13% Mixed,missed last quarter by 20% Flat Up

Oracle 50% 0% Mixed,missed last two quarter estimates Up Flat

Data: Network Computing

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6/13


tainly a death knell. It doesnt appear that

VMware is on that path, but it does seem as

though the shake-up has distracted the com-

pany from its focus on enabling private, public

and hybrid clouds for its customers. When Mi-

crosoft is the No. 2 competitor with Hyper-V

and No. 3 is a vibrant open source community,

losing focus is very dangerous. It doesnt take

much to head the way of Lotus and Novell.

For its part, Cisco has been turning titans

into also-rans for decades. Ciscos original

multiprotocol routers made gear from market

leader Digital Equipment Corp. look expen-

sive and inept, and we know where that led. If

Ciscos second seven years had been as good

as its first seven, every person in the U.S.

would be working for the company. Imagine

the pressure on executives to continue such

growth. To that end, Cisco set its sights a

decade ago on not just competing in the bur-

geoning IP telephony market but owning it

via products that would go head-to-head

with the likes of Lucent, Alcatel, Avaya and

Nortel. Those products included a ground-

breaking $165 IP phone. At the time, one Nor-

tel executive smugly said: We see Cisco trying

to catch up with where weve gone. Hope-

fully his retirement fund was well-diversified.

A decade later, Cisco has a commanding lead

in business-class IP telephony, No. 2 Avaya ap-

pears to be struggling, and Nortel has creditors

fighting over its carcass. But Cisco has its chal-

lengers. While it leads the pack in IP PBX tech-

nology, Microsoft is positioning itself to own

the entire telephony ecosp

Skype and its vast improve

tell an interesting confront

sold some 50 million Lync

5 million including voice fe

tegration with email, presen

flow and directory capab

pretty exciting. If your com

just one device on users

smartphone or tablet, wo

hardwired phones in a seco

Thats Avayas and Cisco

bad-mouthing Microsofts

it both expensive (hard cla

less than adequate (easi

given time, Microsoft eve

right, or at least right enouCisco is busy on other fr

three years of developm

launched its Unified Compu

brought more configurab

tion awareness to x86 blade

troduced UCS, Cisco said

sights on HP and IBM, but

at where the market was go

5 server maker worldwide a

server vendor in North Am

enue is on an annual run ra

billion not bad, but in a

VENDOR TURF WA

2013 2012

Will software-defined networking relegate switches and routers to being just relatively dumb forwarding engines?

Dumbing Down

Yes

No

Dont know

Data: InformationWeek Software-Defined Networking Survey of 267 business technology professionals in July 2013 and 250 in July 2012

25%

29%

46%

37%

29%34%

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7/13


which HP still leads, theres plenty of room for growth.

Unlike telephony, where the transition from TDM to

IP brought new opportunity to take market share

from incumbents, theres no such shift driving the

server market. IDC research shows a steady decline in

the RISC/EPIC market, as buyers shift to x86-based

systems. Meantime, the x86 market is relatively flat, as

price cuts offset increased unit sales. So while Cisco

has carved a niche at the still growing high end of

that market and broadened its product line with rack-

able servers, the available margins are still tighter

than its used to. And both IBM and HP have re-

sponded to Ciscos blade improvements with new

systems of their own, so its down to a slugfest.

Cisco understood from the outset that while its UCS

products would have appeal, it didnt have the stor-

age and virtualization pieces to offer holistic, datacenter-ready systems. To that end, it founded VCE,

along with EMC and investment from VMware, in

2009. It has a similar relationship with NetApp. The

two jointly offer the FlexPod system.

Time To Pick A Side

So what does IT think of all this jockeying? Data cen-

ter architects get the value of unified systems

theyre tired of being integrators. We spoke with

Brent Wolfram, director of technology and security ar-

chitecture for Lafarge Americas, a producer of ce-

ment, concrete and aggregates the stuff you build

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8/13


cities with. Lafarge runs a data center that

serves both North and South America. Any

time Wolframs team needed to upgrade a

component or software system, he had to or-

chestrate four to six vendors on site in case a

change sent some data center gear belly up.

He considered integrated systems from in-

cumbent vendor HP, as well from IBM and

VCE. His analysis showed that VCE provided

the best total cost of ownership, and it sup-

ported chargeback and virtualization, critical

parts of his companys vision.

Gartners analysis of the integrated infra-

structure systems market has VCE leading

with 60%, HP with about 25% and the rest

split among Hitachi, IBM, Dell and Oracle.

While VCE also did well in Wolframs TCOanalysis, its not completely clear whether

these systems will continue to make financial

sense. Both EMC and Cisco are investing heav-

ily in VCE EMC is spending more than $40

million a quarter on the venture. They dont

break out VCE revenue (we share some num-

bers in our full report).

Still, Wall Street is watching.

In our interviews with Cisco execs, we asked

if the company might go a step further and

create what Gartner calls integrated work-

load systems and Oracle calls engineered

systems, such as Exadata and Exalogic. We

postulated that teaming with SAP could be a

good foray into that market. Cisco execs say

theres no need; they routinely supply UCS

reference architectures for systems that

achieve Exadata-like performance without

locking customers into single-use appliances.

Oracle, of course, will beg to differ. For years

now, Larry Ellison and other Oracle execs have

been talking about how th

on a $1 billion annual run

estimate appears to refer

Gartners numbers.

Regardless of when its e

crack the $1 billion mark, i

Oracles $7.4 billion acqui

wise move. Sales of Sparc-

tinue to drop, and the com

VENDOR TURF WA

2013 2012

Whats Your Buying Philosophy For Server And Storage Hardware?

Standardized on one or two product vendors with a limited set of hardware; formal exceptions process for app

We pick the best hardware available at the time for the application in question

Standardized on one or two product vendors with a limited set of hardware with no exceptions;

your application must run on the environment we provide

We buy the cheapest hardware we can find that can run the required workload

We buy whatever the application owner wants

We use a trusted VAR that does equipment selection as per our requirements and budget

Data: InformationWeekState of the Data Center Survey of 199 business technology professionals in April 2013 and

at companies that plan to host their own applications

23%

29%

21%

23%

5%

1%

5%

2%

5%

5%

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9/13


boxes (not including the Exa systems) arent

doing much better, according to Gartner. Or-

acle continues to insist that it has no interest

in sales of commodity systems meaning

most of the x86 market.

Fights with its partners are also impeding Or-

acles progress. For example, the first Exadata

system was produced under a joint venture

with HP, before that relationship came apart.

The falling out wasnt purely Oracles doing

HPs board had its own plans, resulting in the

hiring of ex-SAP boss Lo Apotheker as HPs

CEO. We know how that turned out.

The unsavory business between HP and Or-

acle aside, IT should pay attention to engi-

neered systems. For the right environment,

they represent the fastest way to meet newbusiness needs. When we asked Wolfram if La-

farge had considered Oracles engineered sys-

tems, he said his company has a hefty invest-

ment in VMware and he couldnt see bringing

in OVM, Oracles virtual machine technology.

Besides being one more virtualization plat-

form to support, OVM has a small third-party

ecosystem compared with VMwares, Wolfram

said, a fact confirmed by this years Informa-

tionWeekVirtualization Management Survey.

HPs problems have been so played out in

the press, its tempting to take every mothers

admonition to say nothing about the com-

pany, since its hard to find something nice to

say. Well take a shot: First, its a positive thatRay Lane is no longer chairman. Whatever

your feelings about Lane, the foolishness that

went on during his tenure was inexcusable.

Second, its a good thing that Meg Whitman

is at the helm. Well, maybe. Whitman and

other senior HP execs keep saying that the

companys major customers want it to suc-

ceed, but at what exactly? Do they really want

an HP thats just a miniature version of the

one from a decade ago? Its still too depend-

ent on printers and supplies; it still delivers

only a fraction of the personal systems that

businesses and home us

tablets or phones; its Itani

server line is still a damagehas failed miserably with it

sition of Autonomy.

HP has made some auda

ing with its 2009 acquisiti

gave it a strong foothold

security, and continuing

tions of blue chip securi

and ArcSight. Add Vertica

much closer relationship

divestiture of HPs persona

it had been carried throug

HP on a level field to bat

VENDOR TURF WA

45%

55%

Does Your Organization Favor Tighter Or Looser Standardization?

Data: InformationWeek Standardization Survey of 400 business technology professionals, October 2012

Tighter

Looser

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10/13


for some of the highest-level deals.

On the upside, HPs networking business is

strong, and thanks to 3Com (and H3C, which

came with 3Com), its product line is top

notch. The company has been hard at work

creating preintegrated offerings that are rea-

sonable alternatives to VCEs and Oracles en-

gineered systems. Its management and secu-

rity software are high quality, and while we

havent been huge fans of the EDS acquisi-

tion, HP does have a reasonable consulting

group. The ARM-based, energy-efficient

Moonshot server line is intriguing.

IBM, meanwhile, has set out to create a set

of integrated offerings for infrastructure, ap-

plications and data management, sold under

the PureSystems banner. These are not pur-

pose-specific systems la Oracle, but rather

fully integrated systems built on general-pur-

pose hardware and preloaded with IBMs cho-

sen private cloud environment and the nec-

essary software, networking, storage and

management essentially, a private cloud in

a box. The result, IBM says, is appliance-like

simplicity without single-purpose hardware,

which IT pros tend to dislike. Architects can

choose the level of integra

just integrated infrastructu

what you want. If you wa

grated, PureApplication is

have big data needs, PureD

In all cases, IBM touts

these systems, which are a

and other IBM hardware. S

reduced energy consumpt

ration costs and more effic

IBM likes to play up its no

usage, which is nothing m

IBM can spot repeatable

source for it, letting the ve

consulting business.

Each rack contains netw

compute nodes. IBMs Flexvides compute power and

both x86- and Power7-bas

tems come in full-rack an

configurations, with all the

factory. Just plug your 40-G

work into the top. PureApp

be configured with a point

that makes use of pattern

have seen in similar apps d

IBMs revenue from these s

(see Gartner charts on p. 12

but its putting a lot of mark

VENDOR TURF WA

Were increasingly seeing vendors infringing on one anothers traditional turf. What effect will this have on yourstandardization policies?

52%

7% 10%

2%

29%

Effect Of Turf Wars

Data: InformationWeekStandardization Survey of 400 business technology professionals, October 2012

It will make them somewhatmore critical

It will make them significantly more critical

It will weaken them significantly

It will weaken them somewhat

No effect

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11/13


aiming to cut out HP, Dell, EMC and others.

But its still not clear just how many CIOs

want a private cloud in a box that includes a

single vendors storage, networking, servers

and management. Thats a big commitment.

Going the next step to include operating sys-

tems, virtualization and even middleware en-tails a significant investment with, and trust in,

that vendor. Both IBM and HP are moving in

this direction, partly because its hard for cus-

tomers to create private cloud systems that

work and partly because they dont want to

be the next Nortel left in Ciscos dust.

Particularly for IBM, with its significant rev-

enue from Global Services, simplifying the

hardware so that it can concentrate on deliv-

ering the applications is a strong sell for cus-tomers leery of heading down the integrated

systems path. Cisco leads the way in this fledg-

ling market; IBM and HP must stay competitive.

IBM is rumored to be considering another

step that would be uniquely Big Blue: selling

its commodity x86 server line to Lenovo. Think

about it: IBM divests itself of one more com-

modity product line while currying favor with

the Chinese government and putting even

more margin pressure on those U.S. competi-

tors still selling commodity servers. Mean-

while, it retains its new Flex line and reinforces

its standing as a true solutions provider, in a

stricter sense of that industry favorite term.

Sun Tzu would be proud.So where does Microsoft sit in all this? Those

who see the companys decline as inextrica-

bly tied to the declining dominance of Win-

dows are wrong. Sure, Microsoft would like it

better if Windows 8 hadnt been such a flop

and everyone remained a loyal Windows user.

And sure, it would be better if it hadnt missed

the phone and tablet market.

But even with all those failings, Microsofts

stock performance isnt all that bad the

company still has a market cap of about $264

billion and its stock is trading at about the

midpoint between its 52-w

Redmond appears to get th

it must now share the end tem market with Google a

applications are where it n

Weve already discussed

which could be a significa

Office 365 is a legitimate co

based productivity apps, e

ating systems. For examp

Android and iOS is quite ca

Microsofts also looking t

ways. Youd think that the

and machine-to-machine

might be an area where it

VENDOR TURF WA

58%

28%

14%

Is The Blurring Of Vendor Roles Good For IT?

Data: InformationWeek Standardization Survey of 400 business technology professionals, October 2012

No

Yes

Too soon to tell

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12/13


No way. Windows Embedded is a legit IoT play,

complete with a .NET environment that can

run in just a few hundred kilobytes of memory.

Microsoft also continues to be strong in the

back-office software market; its Dynamics CRM

sales grew more than 30% in the most recentquarter, for example.It makes sense for midsize

businesses to become Microsoft shops, espe-

cially since, increasingly, the only other option

is a software-as-a-service application.

Drawing A Battle Plan

Given these shifts, we wish we could sketch

out a foolproof strategy. In a recent Information-

Weekreader survey, we set up a pro vs. con dis-

cussion on the primacy of standardization and

the sustainability of buying unified offerings.

There are solid arguments on both sides; you

can download the full discussion here. In the

data center, if building a private cloud is your

goal, theres the option of continuing as your

own integrator, with all the agony that entails;

using a third-party integrator, which is a unique

torment unto itself; or jumping into bed withone of the big IT vendors and accepting lock-in

for the sake of simplicity and standardization.

Theres risk no matter how you look at it.

Our sense is that the more central the Inter-

net and scale are to your business, the more

likely it is youll remain your own integrator.

Google, Yahoo and Amazon will never buy

preintegrated systems. The further you are

from IT being the center of your business, the

better integrated systems will sound. Just like

its painfully easy for midmarket shops to just

keep buying Microsoft products for every-

t

C

w

f

a

t

w

the choice for highly comp

with global requirements. O

its database and business

its hardware will remain a to

be good news for HP, Cisco

The bad news for IT is thagoing to get any easier to

full of diverse network, virt

database and server prod

Are you willing to throw

pertise into the integration

raise the white flag and w

your partner of choice? We

dispatches from this battle

Art Wittmann is a freelance tech

more of his work atinformationw

Write to us [email protected]

VENDOR TURF WA

Integrated Workload Systems, 1Q11-2Q12 (U.S. Dollars)

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 Growth (%)

Oracle 70,000,000 120,000,000 88,000,000 143,550,000 146,485,534 213,317,767 77.8

Other vendors 98,050,000 111,300,000 118,560,000 137,700,000 129,850,000 137,200,000 23.3

IBM 17,798,759 14,765,787 16,122,643 31,127,875 18,510,710 20,443,232 38.5

HP 8,500,000 9,500,000 12,500,000 19,000,000 14,000,000 15,000,000 57.9

Total 194,348,759 255,565,787 235,182,643 331,377,875 308,846,244 385,960,999 51.0

Data: Gartner (November 2012)

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13/13


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District Manager, Cori Gordon


Inside Sales Manager East, Ray Capitelli


Strategic Accounts

District Manager, Mary Hyland


Strategic Account Manager, Amanda Oliveri


SALES CONTACTSMARKETINGAS A SERVICEDirector of Client Marketing Strategy,

Jonathan Vlock


SALES CONTACTSEVENTSSenior Director,InformationWeek Events,

Robyn Duda


MARKETING

VP, Marketing, Winnie Ng-Schuchman


Director of Marketing, Monique Luttrell


Marketing Assistant, Hilary Jansen


UBM TECH

Paul Miller CEO

Robert Faletra CEO, Channel

Marco Pardi President, Events

Scott Mozarsky President, Media and Partner

Solutions

Kelley Damour Chief Community Officer

David Michael CIO

Martha Schwartz Chief Sales Officer, Media

Simon Carless Exec.VP, Game & App Development

and Black Hat

Lenny Heymann Exec.VP, New Markets

Angela Scarpello Sr.VP, People & Culture

Copyright2013UBMLLC.All rightsreserved.

Rob Preston VP and Editor In Chief


Jim Donahue Managing Editor


Chris Murphy Editor


Shane ONeill Managing Editor


Lorna Garey Content Director, [email protected] 978-694-1681

Mary Ellen Forte Senior Art Director

[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

Documents

NetworkComputing SUP 2013 08