Adoption of cloud abstractions overly generalized by industry non-experts would be corporate suicide. #SECRETS OF THE QUIRI SOFTWARE#And no software that was so broadly attractive to a large enough market would function specifically well enough to meet any one customer’s real needs. No non-trivial business software today is able to execute at a generalized enough level to be applicable to a broad enough market that it would move the needle for a trillion dollar business. You either are a SaaS, or you’ll be eaten by one.Ĭorey suggests that AWS could possibly understand verticals in which they do not operate at all well enough to pre-architect these cloud implementations. In today’s parlance, a “technology company” is often any company that realized you could do something established companies had done for a long time, but with a lot of software to do it, and find margins the established companies could not. There are at least 534 billion dollar “technology” companies. And ever since, 100s of disruptive new companies have sprung forth, eating the worlds of many older enterprises who can’t just start anew. In the 2010s, Marc Andreesen pointed out that “software is eating the world.” SaaS finally had an acronym people recognized and understood. #SECRETS OF THE QUIRI CODE#Ultimately, that company had to change the code and itself in order to make it all work together. And it’s not like the architects were idiots. The result: 100s if not 1000s of bugs where the web-based Java software ran exactly as designed, but not in a way that the company needed it to run. Many of the problems they’d run into during the move were the result of one assumption: That the way this massive insurance company did business was somehow separate from the encoding of their processes and policies within that old COBOL code. In 2006, I helped rescue a massive project to modernize a major insurance company’s quoting software from COBOL and mainframes to Java and the Web. And our particular way of doing business was our secret sauce – our differentiator. The CRM we needed had to fit our particular way of doing business. We ended up building a solution ourselves. Nothing among the ocean of CRMs we could find matched our VOIP-startup needs in a way that wouldn’t create so many new headaches for us as to be worth the cost or implementation. In 2003, while helping my CTO decide between buy vs build for a CRM to service our VOIP-startup, I experienced my first real appreciation for just how difficult it is to create a service you can sell broadly to many enterprises to fit their needs. But what if AWS doesn’t build this abstraction, and what if nobody else does either? In the post, he warns Amazon that if they don’t provide a higher level abstraction of all of their cloud services, essentially pre-architecting industry vertical appropriate cloud architectures that will help get the many yet-to-covert companies onto the cloud, then someone will eventually show up and meet this market opportunity, eventually relegating AWS to the domain of NTT and CenturyLink vital, yet unknown. This week Corey Quinn wrote about what the “ next million cloud customers” will need from Amazon.
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