This podcast series explores topics of interest to OpenStack practitioners, focusing on the ecosystem in Israel. Shlomo Swidler’s OpenStackIL Podcast Episode 5: Oren Katz of Alcatel-Lucent Subscribe to this podcast series
This podcast series explores topics of interest to OpenStack practitioners, focusing on the ecosystem in Israel. Shlomo Swidler’s OpenStackIL Podcast Episode 4: Uri Cohen and Yaron Parasol of Gigaspaces Subscribe to this podcast series
This podcast series explores topics of interest to OpenStack practitioners, focusing on the ecosystem in Israel. Shlomo Swidler’s OpenStackIL Podcast Episode 3: Ryan Granard of PayPal Subscribe to this podcast series
This podcast series explores topics of interest to OpenStack practitioners, focusing on the ecosystem in Israel. Shlomo Swidler’s OpenStackIL Podcast Episode 2: Samuel Bercovici of Radware Subscribe to this podcast series
This podcast series explores topics of interest to OpenStack practitioners, focusing on the ecosystem in Israel. Shlomo Swidler’s OpenStackIL Podcast Episode 1: Maish Saidel-Keesing of Cisco Subscribe to this podcast series
Succeeding with cloud computing requires incorporating your organization’s unique economic, cultural, risk, and technological considerations. Success with cloud computing means adopting more than just technology change. It requires addressing the elements that make your organization unique: how you work, the risks you’re prepared to take, and the market in which you sell. Even a tailor with all the right supplies - several yards of fabric, a sewing machine, and an iron - needs to craft a garment that looks good, is of high quality, and is done in an efficient manner. Here are the key ways to incorporate your organization’s economic, cultural, and risk factors into your adoption of cloud computing and accelerate your success. ...
After enjoying initial success, a mid-sized tech company in the San Francisco Bay Area began faltering in the face of bold competition and an increasingly crowded market. The company’s R&D was encumbered by numerous shortcuts taken to patch up issues and could no longer deliver value as rapidly as their customers demanded. In our work with the CEO we pinpointed the essential elements for his operation to regain its innovative spark. We realigned the priorities of the business, shifting investment away from underperforming areas and toward a streamlined R&D process. We helped the client take the unprecedented step of ceasing new R&D efforts for a period of six months in order to clean house. Along the way, we ensured that short-term thinking did not imperil these investments. After this period we restored normal operation. ...
In late 2010, KT, South Korea’s second-largest mobile phone network operator, was in the process of launching three IaaS clouds and transforming itself into the first cloud service provider in Korea. Executive management, middle management, and line staff were unfamiliar with the ramifications of this transformation and sought the advice of a seasoned consultant and cloud expert. KT engaged the services of Orchestratus, led by Shlomo Swidler. Shlomo acted as IaaS Product Manager and Cloud Application Architect. Shlomo diagnosed these specific challenges: ...
Ancient wisdom apparently has much to offer modern cloud application architects. This fragment was discovered in a shadowy basement in the Tel Aviv area of Israel. See a PDF of the fragment This finding clearly shows that ancient cloud application architects in the great talmudic academies of Babylon struggled with the transition away from classic databases. At the time, apparently, a widely used solution was known as Urim veTumim (“oracle”). Yet this database was unsuited for reliable use in cloud applications, and the text explores the reasons behind that unsuitability. ...
“I feel like we’ve been stuck for the past year and a half,” the director said. 18 months prior, the startup company he founded was acquired by a large multinational firm. All twenty employees chose to carry on as members of the new corporate division, and the director went from being a controlling partner in his own business to being a middle manager. Since then, the director had overseen the integration of his product into the parent company’s offering. But the startup spirit had gone: his team could no longer deliver product improvements rapidly, nor could they delight customers with fast complaint turnaround time - and employees were increasingly frustrated at having their hands tied. Market share had fallen, and a new competitor had begun to make significant inroads. The director was concerned that his organization was losing its ability to innovate where it mattered most: for the customer. ...