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Thursday, December 24th, 2015

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    1:00p
    Nutanix May Become First Hyperconverged Infrastructure Startup to Go Public

    Nutanix, the hottest hyperconverged infrastructure startup, this week filed for an IPO, hoping to go public early next year.

    The company sells IT systems that consist of simple commodity x86 hardware and sophisticated software that simplifies infrastructure deployment and management for enterprises. Instead of separate compute, storage, and networking silos, hyperconverged infrastructure offers a single SKU with a single management layer for all of the above, including advanced software-defined storage capabilities, which is a key factor that differentiates it from converged infrastructure.

    Interest in this architecture, which didn’t exist until about two years ago, is on the rise, and Nutanix is leading the charge. It has secured a list of recognizable customer names, such as Activision Blizzard, Best Buy, Kellogg, Nasdaq, Nintendo, Nordstrom, Toyota, and the Department of Defense, and partnered with some of the world’s largest IT vendors, such as Dell and Lenovo.

    Its IPO will be closely watched, given the less-than-stellar year for enterprise tech IPOs that 2015 has been, such as Box’s debut in January or the Pure Storage float in October, and the simultaneous excitement and uncertainty about hyperconverged infrastructure.

    While it appears promising today, it’s hard to predict whether hyperconvergence is going to stick as a popular architecture or be outdone by another technology, and Nutanix acknowledges that risk, among many other risk factors, in its SEC filing.

    Another major source of risk is competition. Nutanix is up against nearly every major IT vendor – the likes of HP, Cisco, IBM, EMC, Oracle, or Dell, many of whom not only sell pre-integrated full IT stacks but also have hyperconverged and converged infrastructure products of their own.

    Particularly worrying for the startup is its OEM partnership with Dell, which is in the process of acquiring EMC. If the deal closes, three of Nutanix’s major competitors, Dell, EMC, and EMC-controlled VMware, will become one company that may just spend more time promoting its own storage solutions, and converged infrastructure systems than Nutanix’s.

    As is often the case with even the most successful startups, Nutanix has never made money. While the company managed to take its annual revenue from $31 million in 2013 to $240 million in its most recent full fiscal year (ended in July), its net losses have grown at a similar pace – from $45 million in 2013 to $126 million in the most recent fiscal year. Whether Nutanix can reverse the loss trend while maintaining revenue growth is a big outstanding question.

    Simplifying infrastructure management and improving scalability are only parts of the story. Nutanix’s focus today is on enabling hybrid cloud, giving customers a seamless extension from their own data centers to public clouds and enabling them to easily move applications between the two environments.

    Hybrid is a recent focus for Nutanix but an important one. As much as Amazon Web Services would like enterprises to move all their workloads to its cloud, most of them will not be ready to do that for the foreseeable future. They do like to use public cloud for some things, however, and hybrid is a compromise that works.

    Beyond that, what Nutanix is selling to enterprises is the data center scalability and flexibility internet giants like Google, Facebook, and Microsoft built in their web-scale data centers. The startup is packaging web-scale IT architecture for enterprise consumption.

    This is the kind of infrastructure that supports and enables what Gartner calls “Mode 2.” The expression is used to describe the highly experimental approach to rolling out software products and features quickly and frequently that the internet giants have perfected. Enterprises are increasingly keen to use this approach, as digital products are expected to drive more and more revenue for even the most traditional industries.

    Generally, about 18 percent of a company’s revenue today comes from digital business capabilities, Gartner analyst Raymond Paquet said in a presentation at the market research giant’s data center management conference in Las Vegas earlier this month. It will be 25 percent in two years, and 41 percent in 2020, he said.

    While today converged and hyperconverged infrastructure are used primarily to deploy static “Mode 1” applications, these architectures will become increasingly popular as a way to enable dynamic Mode 2 applications, according to George Weiss, another Gartner analyst.

    “Forget Mode 1 as the primary purpose of hyperconverged,” he said. “Think Mode 2 more and more as a possible alternative [for] this infrastructure.”

    And that’s what it is today – a “possible alternative.” There are other options available to companies wanting that flexibility. Whether hyperconvergence will emerge as one of the top ones is a big unknown and a question of life or death for a company like Nutanix.

    4:00p
    Et Tu, DevOps? How to Embrace DevOps and Evolve Your Data Center

    Aater Suleman is CEO of Flux7.

    As data center professionals strategize their move to the cloud, they face technical and philosophical questions that will shape their futures. The move to modernize and implement DevOps practices may sometimes feels like a self-defeating prophecy as traditional IT organizations struggle to gain the knowledge needed to manage the cloud-based elements of their infrastructure.

    The team’s programming and knowledge of agile development practices may be lacking, and they may be accustomed to performing traditional IT setups with no infrastructure as code. More than that, there may simply be resistance to change.

    However, the path ahead is not as murky as it once may have seemed, and the end result promises great rewards.

    The First Signpost

    For many, this path starts with a “no.” This “no” is often said by procurement to IT for an equipment request which in turns leads to IT propagating another “no” to the development team. It may lead to shadow IT or, if handled correctly, an unprecedented opportunity to pursue a legitimate infrastructure as code project on a cloud platform. This initial proof of concept is critical; stakeholders and skeptics are watching, and success or failure can put you on divergent paths. It is critical to use a startup mentality of building a minimal viable product (MVP) required to prove the business value. The project must either show a quantifiable reduction in time to market, a business continuity plan, or improved service to internal or external customers. A focused project such as disaster recovery, or a web CMS may be what is needed to start rolling toward your longer-term goals.

    Mile One

    Doing it right the first time, that is, establishing a best practices-based infrastructure, is also key to gaining business support for your initiative. It is important to articulate and demonstrate the value, e.g., reuse of that work later in the form of templates, an established self-service catalog, and an agile project management process. Building templates and one-click buttons on dashboards properly the first time with approval from InfoSec, IT and CTOs means that efficiencies later can be achieved by avoiding a time-consuming and often cumbersome verification process.

    To this point, often third-party experts are brought in to supplement the knowledge of the internal team, speed up the proof of concept and demonstrate a successful effort. Enterprises may be rich with network engineers, sys admins and specialized developers, but too lean with regard to cloud knowledge or newer technologies like containers. The resulting infrastructure is the first step toward self-driven, or autonomic IT and a jumpstart that propels organizations months or years ahead.

    A Bend in the Road

    Here’s where it gets complicated, though. The car has been built, but you need to know how to drive it. The whole point of DevOps is to achieve efficiency and reduce dependencies, enabling companies to scale quickly. But DevOps is not merely a bunch of toolsets; tools only enable the possibility of higher efficiency, but the tool change is only realized if the ways of doing things are modified to leverage the tools.

    Two examples demonstrate this effect. First, as Dr. Eliyahu Goldratt, author of The Goal points out, if people had not embraced analytical decision making at a faster frequency, using computers to maintain and crunch business data quicker in an ERP would not have paid off. Second, had people continued to stay within walking distances of their homes even after automobiles became ubiquitous, the metropolises that we currrently have would not have been built. DevOps is very similar in nature where a gradual change in the way of doing things is required.

    Build Your Own Service Center

    Establishing an internal service center for DevOps excellence (CDE) is the solution to long-term agility. Starting with a small, well-fitting team of internal evangelists is optimal – never look outside to fill a DevOps position as instilling change requires a deep understanding of current processes and the confidence of stakeholders. Successful organizations train in-house with coaching from qualified experts who will let you take the training wheels off at your own pace.

    The Last Mile

    The final goal is to publicize the lessons and successes of the CDE to drive change at broader scale. Over time, the CDE steers IT services organizations to establish “self-driving” IT to meet the needs of its various constituencies within the company. It helps to create alignment among IT, development, and business and train these groups on the best practices established during the POC and training. This group is responsible for iterating the infrastructure based on the learning it develops, and for baking in those best practices for increased automation, reduced complexity and better business agility.

    Industry Perspectives is a content channel at Data Center Knowledge highlighting thought leadership in the data center arena. See our guidelines and submission process for information on participating. View previously published Industry Perspectives in our Knowledge Library.

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