Ibm Cloud Quotes

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Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.
Thomas L. Friedman (Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations)
Microsoft’s cloud revenue jumped 164 percent in the second quarter, while IBM’s surged 86 percent, according to a report last week by Synergy Research Group. Amazon is still way ahead, with $962 million in cloud revenue, compared with $370 million for Microsoft and IBM’s $259 million, Synergy estimates. But Amazon’s growth rate, at 49 percent, was only slightly ahead of the torrid 45 percent pace of the cloud market as a whole.
Apple’s announcement that it was teaming up with IBM raised a few eyebrows. The pair will create apps for businesses that draw on Apple’s functionality and IBM’s cloud-computing and security expertise. It is Apple’s first significant thrust into corporate services and amounts to a sea change in its philosophy; Steve Jobs once described IBM as representing the “computer Dark Ages”.
Similar to IBM’s transition from manufacturing hardware to providing high-value consulting services, medical device manufacturers may use the rich harvest of data that comes from their machines to become health data service providers.
Jody Ranck (Connected Health: How mobile phones, cloud, and big data will reinvent healthcare)
There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.
Stephen O’Grady (The Software Paradox: The Rise and Fall of the Commercial Software Market)