Last year, the anticipation of the unveiling of Fusion apps was palpable. Although weâ€™re not finished with Oracle OpenWorld 2010 yet â€“ we still have the Fusion middleware analyst summit tomorrow and still have loose ends regarding Oracleâ€™s Java strategy â€“ by now our overall impressions are fairly code complete.
In his second conference keynote â€“ which unfortunately turned out to be almost a carbon copy of his first â€“ Larry Ellison boasted that they â€œannounced more new technology this week than anytime in Oracleâ€™s history.â€ Of course, that shouldnâ€™t be a heavy lift given that Oracle is a much bigger company with many more products across the portfolio, and with Sun, has a much broader hardware/software footprint at that.
On the software end â€“ and post-Sun acquisition, we have to make that distinction â€“ itâ€™s hard to follow up last yearâ€™s unveiling of Fusion apps. The Fusion apps are certainly a monster in size with over 5000 tables, 10,000 task flows, representing five years of development. Among other things, the embedded analytics provide the context long missing from enterprise apps like ERP and CRM, which previously required you to slip into another module as a separate task. There is also good integration of process modeling, although for now BPM models developed using either of Oracleâ€™s modeling tools wonâ€™t be executable. For now, Fusion apps will not change the paradigm of model, then develop.
The real news is that Fusion apps, excluding manufacturing, will be in limited release by year end and general release in Q1. Thatâ€™s pretty big news.
But at the conference, Fusion apps took a back seat to Exadata, the
SPARC HP (and soon to be SPARC)-based database appliance unveiled last year, and the Exalogic cloud-in-a-box unwrapped this year. Itâ€™s no mystery that growth in the enterprise apps market has been flat for quite some time, with the main Greenfield opportunities going forward being midsized businesses or the BRIC world region. Yet Fusion apps will be overkill for small-midsized enterprises that wonâ€™t need such a rich palette of functionality (NetSuite is more likely their speed), which leaves the emerging economies as the prime growth target. The reality is most enterprises are not about to replace the very ERP systems that they implemented as part of modernization or Y2K remediation efforts a decade ago. At best, Fusion will be a gap filler, picking up where current enterprise applications leave off, which provides potential growth opportunity for Oracle, but not exactly a blockbuster one.
Nonetheless, as Oracle was historically a software company, the bulk of attendees along with the press and analyst community (including us) pretty much tuned out all the hardware talk. That likely explains why, if you subscribed to the #oow10 Twitter hashtag, that you heard nothing but frustration from software bigots like ourselves and others who got sick of the all-Exadata/ Exalogic-all-the-time treatment during the keynotes.
In a memorable metaphor, Ellison stated that one Exalogic device can schedule the entire Chinese rail system, and that two of them could run Facebook â€“ to which a Twitter user retorted, how many enterprises have the computing load of a Facebook?
Frankly, Larry Ellison has long been at the point in his life where he can afford to disregard popular opinion. Give a pure hardware talk Sunday night, then do it almost exactly again on Wednesday (although on the second go round we were also treated to a borscht belt routine taking Salesforceâ€™s Mark Benioff down more than a peg on who has the real cloud). Who is going to say no to the guy who sponsored and crewed on the team that won the Americaâ€™s cup?
But if you look at the dollars and sense opportunity for Oracle, itâ€™s all about owning the full stack that crunches and manages the data. Even in a recession, if thereâ€™s anything thatâ€™s growing, itâ€™s the amount of data thatâ€™s floating around. Combine the impacts of broadband, sensory data, and lifestyles that are becoming more digital, and you have the makings for the data counterpart to Metcalfeâ€™s Law. Owning the hardware closes the circle. Last year, Ellison spoke of his vision to recreate the unity of the IBM System 360 era, because at the end of the day, thereâ€™s nothing that works better than software and hardware that are tuned for each other.
So if you want to know why Ellison is talking about almost nothing else except hardware, itâ€™s not only because itâ€™s his latest toy (OK, maybe itâ€™s partly that). Itâ€™s because if you run the numbers, thereâ€™s far more growth potential to the Exadata/Exalogic side of the business than there is for Fusion applications and middleware.
And if you look at the positioning, owning the entire stack means deeper account control. Itâ€™s the same strategy behind the entire Fusion software stack, which uses SOA to integrate internally and with the rest of the world. But Fusion apps and middleware remain optimized for an all-Oracle Fusion environment,underpinned by a declarative Application Development Framework (ADF) and tooling that is designed specifically for that stack.
So on one hand, Oracleâ€™s pitch that big database processing works best on optimized hardware can sound attractive to CIOs that are seeking to optimize one of their nagging points of pain. But the flipside is that, given Oracleâ€™s reputation for aggressive sales and pricing, will the market be receptive to giving Oracle even more control? To some extent the question is moot; with Oracle having made so many acquisitions, enterprises that followed a best of breed strategy can easily find themselves unwittingly becoming all-Oracle shops by default.
Admittedly, the entire IT industry is consolidating, but each player is vying for different combinations of the hardware, software, networking, and storage stack. Arguably, applications are the most sensitive layer of the IT technology stack because that is where the business logic lies. As Oracle asserts greater claim to that part of the IT stack and everything around it, it requires a strategy for addressing potential backlash from enterprises seeking second sources when it comes to managing their family jewels.