It has been no secret that EMC has been under some pressure from Elliott Management Corp., one of EMC’s investors, to do something to raise share prices. Rumors and speculation about what might be coming has been a topic of many different posts and articles over the last year or so, but now it has been confirmed that the deal is done. This deal will close in 2016, and EMC Chief Executive Officer Joe Tucci will finally get his opportunity to retire. For all practical purposes, this has been in the making for quite a while. There had been some speculation that some kind of announcement needed to occur by the earnings report.
Wall Street has had a massive few days covering the Dell/EMC news. From a financial standpoint, any company that pays $67 billion to acquire another company is certainly major news, but from a technical standpoint, what exactly does this mean for the virtualization industry?
Containers are a hot topic these days. I have run a few workshops with clients, and one of the questions I get asked most frequently is “what are companies using containers for?” After answering this question a number of times, I thought I would share some common use cases with my readers.
Dell is the future for EMC and, incidentally, for VMware. But how is this future going to be formed? Assuming the stockholders agree, the deal will go through. How will Dell ingest such a large organization with such a diverse product line that competes with Dell—not to mention VMware, which, while part of the Federation, is traded separately. Let us look at the landscape of EMC with regard to how Dell could create a powerhouse. What are the options available to it? Continue reading Dell: The Future for EMC
Over the last couple of days there has been an ever-increasing rumble that Dell is going to make an offer for EMC. But how is this any different from the much-rumbled-about HP/EMC merger of last year? Continue reading Dell and EMC: A Marriage Made in Heaven or a Match Made in Hell?
There is a huge disconnect between the DevOps world and most current enterprise IT organizations. One element in the gap is that developers do not want to know about infrastructure. Another is that the operations team does not trust developers to make changes to the production infrastructure. Developers want to focus on their application and the value it delivers to the organization. Developers want to know the characteristics of the infrastructure but do not want to build it or operate it. As a result, DevOps does not mean the end of the operations team. In fact, I see the reverse as being essential. The operations team is absolutely critical to the success of DevOps methodologies. The developers must be able to trust that the infrastructure has specific characteristics: characteristics like performance, connectivity, availability, and uniformity. To enable this trust, I believe that the operations teams are going to need to become more like developers. I call this OpsDev.