Two-Tier ERP deployment options

SAP’s Two-Tier ERP strategy with SAP S/4HANA Cloud is in line with Gartner’s
statements on Bimodal IT, which positions two different modes as explained in the
previous section. SAP’s Two-Tier deployment provides enterprises with an opportunity
to standardize the end to end business processes across multiple tiers. By selecting
SAP S/4HANA Cloud for their Tier 2, customers get the benefit of Software as a Service
(SaaS) which can be implemented by standard template, thereby reducing the cost and
ancillary IT expenses by having pre-configured solution.



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How blockchain will disrupt business

Special report:



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Internet Trends Report 2018

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Magic Quadrant for Cloud Infrastructure as a Service

This Magic Quadrant covers both public and private cloud IaaS offerings.Magic Quadrant for Cloud Infrastructure as a Service, Worldwide

Customers typically exhibit a bimodal IT sourcing pattern for cloud IaaS. Most cloud IaaS is bought for Mode 2 agile IT, emphasizing developer productivity and business agility, but an increasing amount of cloud IaaS is being bought for Mode 1 traditional IT, with an emphasis on cost reduction, safety and security. Infrastructure and operations (I&O) leaders typically lead the sourcing for Mode 1 cloud needs. By contrast, sourcing for Mode 2 offerings is typically driven by enterprise architects, application development leaders and digital business leaders.

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The “Edge”

In my opinion, the edge approach partially annulate need for 5G cloud-native and IoT services and will therefore certainly have an impact on the acceptance of 5G by the operators and the end users.

So, what is the “Edge”?

1. Original the Edge:

The Edge in Belfast, Nov 19 2015.jpg
2. The edge is a place, where “things” and new sources of data reside. The edge is not the data center or cloud.


Data center class compute & analytics will shift to the edge and converge with operational technology systems already at the edge. Converged OT and IT means first shifting enterprise grade IT out of the data center, and putting it on the edge – right at the sources and sinks of data and control. And, when this IT gets out there on the edge, then disparate OT functions are integrated into the same box as the IT. In sum, several IT components such as high performance processors, scalable storage, and systems management) are combined with OT components such as control systems, data acquisition systems, and industrial networks.

Benefits of compute at the edge (and not  send the edge data to the data center / cloud):


One such solution is explained in my blog XNOR Announces Self-Serve Developer Platform Powering AI on Billions of Devices.

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Oracle’s Aggressive Sales Tactics Are Backfiring With Customers

Oracle’s aggressive sales tactics are turning off customers, setting a roadblock in the company’s race to catch up with Amazon Web Services in the cloud, according to a report on The Information.

Oracle Corp. (Nasdaq: ORCL) is threatening customers of its on-premises software with potentially expensive usage audits and strongly suggesting those customers could solve their problems by moving to the cloud, The Information says. But the tactic is backfiring.

Several big Oracle customers, including oil and gas exploration company Halliburton, toy maker Mattel and electricity provider Edison Southern California, have recently rejected big cloud services deals proposed by Oracle, according to an Oracle employee with knowledge of the situation.

Oracle representatives had suggested the customers strike the deals to avoid expensive audits of how they were using Oracle software, according to the employee. Instead, that approach to selling cloud is irritating customers.

Oracle faces stagnating sales growth, The Information notes. A decade ago, packaged, on-premises software boosted revenue by more than 20% per year. But revenue has flattened over the past three years, as big companies shift to the public cloud, notably Amazon Web Services Inc. and Microsoft Corp.(Nasdaq: MSFT). While Oracle executives once belittled the cloud, now the company is throwing its weight behind its own public cloud service, launched in 2016.

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Follow the CAPEX: Separating the Clowns from the Clouds

CAPEX spending on cloud infrastructure is both a leading indicator of the ability to compete at hyper-scale and also confirmation of success with customers. We turn our attention to two vendors who often tell us they also belong in hyper-scale public clouds: IBM and Oracle.

IBM’s CAPEX slowly trailing off, like the company itself. IBM simply isn’t playing the hyper-scale cloud game.

That red line you may mistake for the x-axis is Oracle’s CAPEX spending. While they have finally separated themselves from the axis in the last couple years, they’re still by far the smallest spender of the bunch. Amazon, Google, and Microsoft each spent more on CAPEX in 2017 than Oracle has in its entire history.

While the big three have converged to spending about 12% of revenue on CAPEX, IBM and Oracle are eerily similar at 4.8%.

IBM at this point has greater self-awareness about their predicament than Oracle (and perhaps that is why they’re not making any incremental CAPEX investment because they know they can’t win this game). After a cringe-inducing campaign claiming to be bigger than AWS (which reinforced IBM doesn’t really understand the difference between hosting and cloud), they have mostly moved on to making preposterous claims in other areas (Watson which is in serious contention to be the biggest “overpromise and underdeliver” in tech industry history, now blockchain as they try to save humanity from our looming existential tomato provenance crisis, and as that founders in its absurdity,  they are moving onto quantum computing).

At the most basic level, IBM has a product problem and a customer problem. The product problem is they can’t build competitive technology any more. As Gartner delicately puts it: “IBM has, throughout its history in the cloud IaaS business, repeatedly encountered engineering challenges that have negatively impacted its time to market.” And their customer problem is who their customers are at this point: the disrupted. You may not get fired for buying IBM, as the old saying goes, but it is increasingly likely your employer will go out of business if you’re in an industry where technology matters.

Oracle finally understands the threat cloud poses, and have aggressively responded, but don’t yet seem to have a realistic view of their prospects.
Larry Ellison says ‘Amazon’s lead is over’ as Oracle unveils new cloud infrastructure
“Amazon’s lead is over. Amazon’s going to have serious competition going forward,” Ellison said. The company will be promoting its refreshed cloud infrastructure through the rest of its current fiscal year, which ends in May 2017, and during the next one, Ellison said.

Oracle doesn’t suffer from IBM’s product development problem but they’re way behind, need to spend tens of billions to have a competitive global cloud infrastructure, and have a much more severe customer problem than IBM: their customers hate them.
No one is looking to electively increase their dependency on Oracle (and embracing cloud takes vendor dependency to a whole new level). Oracle has always been very aggressive on the sales side, and their desperation around cloud appears to be taking it to new heights. Gartner, who are otherwise inexplicitly upbeat about Oracle’s cloud efforts, says, “Oracle sometimes uses high-pressure sales tactics to sell its cloud IaaS offerings, including software audits or threatening to dramatically raise the cost of database licenses if the customer chooses another cloud provider.” The risk for all existing Oracle customers, as the company’s cloud ambitions collide with reality, is the company will get even more aggressive in monetizing its non-cloud installed base in order to sustain its revenue. If you think their maintenance fees and audits are bad now, just wait until they start waterboarding customers (or maybe they already do?).

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