Hewlett-Packard’s recent news has always been constant, but most of them are not exciting, and they all make “one of the biggest shocksâ€, from abandoning WebOS to preparing for the spin-off of the PC business, to today’s HP CEO, making this global The largest IT vendors have always reminded the world of HP's presence in a special form of exposure in recent months. If only measured from the PR level, HP has indeed led the way. However, the pain may be only afterwards. Hewlett-Packard people know best, I believe that no company is willing to increase the exposure with such a series of news that people are "shocked."
In an earlier blog post, I pointed out the difficulties and confusions of HP's transformation in the cloud computing era, and pointed out the pressure that Apotheker faced in the HP revolution. Of course, the author does not have a natural feeling of good or bad about Lee, when he took over from Hed in charge of Hewlett-Packard, I expect that he will be able to implant excellent software genes into Hewlett-Packard, and Hewlett-Packard's strong hardware gene has a good integration effect. Nowadays, I can only say that he is half successful, but the sign behind is that I am not optimistic about it. That is, he drastically reduced HP's advantage in hardware and prepared to soften and service HP, but for I do not agree with this point.
From the point of view of cloud computing strategy, HP's philosophy is related to its practice and it presents a contradiction. In terms of philosophy, HP advocates integration and then instantaneous, and from a practical point of view, Li Aike instead took the path of separation to spin-off. The split of the PC business, which is already the world’s first, seems to me completely contrary to the concept of convergence. On the road to success, all roads lead to Rome, not to say that a successful experience of a leading manufacturer applies to all manufacturers. For example, Apotheker feels that IBM is strong and hopes to learn like him, but he has his own characteristics. He is on the hardware. And software has its own advantages, so it can form a good synergy, but what does HP have? Middleware? database? CRM or ERP? No, HP's strength is that it provides complete end-to-end hardware components, from PCs, thin clients, workstations to x86 servers, UNIX servers, Non-Stop class mainframes to networking, storage, etc. No one in the industry Can compete with it, this is HP's core gene, is also the core cornerstone of its cloud computing to the future. Similarly, we can also see that most of the other fields in the industry are flourishing. You have Facbook, I have Twitter, you have iOS, I have Andriod, the so-called cats have cats, dogs have dogs, only those who recognize the situation, and To be able to maximize the use of and make use of their own advantages in the manufacturers can be truly successful. Blindly following other people, doomed to become leaders.
HP's Converged Infrastructure (CI) clearly mentions the accepted trend of cloud computing in the future. Yes, it is convergence. I even expect HP to reorganize IPG, PSG, and EB, because from a convergence perspective, is HP's architecture not an island of application in traditional IT? This segmentation of services is based on pure product positioning, but not on the application perspective. This is contrary to the concept of cloud computing. The core of cloud computing is for applications, allowing users to press Need to ask, then from a company that is committed to cloud computing, how do you do it? Obviously, you have to divide the application's objects and integrate all the products needed by the related application objects in a vertically integrated manner. In my opinion, the cloud in the future is mainly two clouds, one is a personal cloud, and the other is an enterprise cloud. Before it is for personal applications, while the latter is for enterprise services, so HP should do it personally and enterprise-oriented. Most of the departments were dismantled and reorganized into individual application departments and enterprise service departments. The former included terminal equipment and programs for personal applications such as PC, network, and printing. The latter included PCs, networks, printing, storage, software, and services. All business, to achieve real playing and integration, because the cloud is a global, integrated vertical integration will maximize the advantages of collaboration, rather than wrangling between the three departments. The junction between these two departments is the terminal, which consists of business terminals and personal consumer terminals. The two parties are integrated into each other, but there is a close internal connection. Each product line has a global concept and product plan behind it. This kind of cloud computing infrastructure is now available only to Hewlett-Packard, but Li Aike gave up.
Apotheker from SAP, accustomed to a high profit rate of return can originate in the hardware, and in this glorious history of Hewlett-Packard is not to rely on this routine to make money, so when Apotheker ready to strengthen the strength of HP software, I applaud, But after preparing for a full-scale transition to software and services, I must say that he is “overkillâ€. He is not actually optimizing HP's product portfolio to form a synergy, but is in the life of Hewlett-Packard, so what comes with it is to get rid of Hewlett-Packard already has a good foundation in the era of cloud computing, but this Hewlett-Packard's top executives do not know how to use it.
Now, Apotheker is finally gone, but what about his successor, Whitman? From her personal resume, she also did not experience the experience of HP's "thick" manufacturers, the so-called thick refers to Hewlett-Packard's deep product line, the so-called hard means that HP has always been known for hardware, and Whitman's earlier inauguration eBay is relatively "light and soft" when compared to others. Of course, she is good at the news field. But as soon as she comes up, she says that she sticks to the established policy and spins down the PC business. Afterwards, the HP board is still talking about this. Deciding to discuss, there are also reservations. From this point of view, she still does not have a clear set of ideas. I deeply regret this.
In any case, Li Aike's great achievement is to let Hewlett-Packard not lag behind in the era of cloud computing. On the contrary, the concept of the overall cloud is earlier than that proposed by the biggest competitor IBM, but he left halfway and left it to Whitman. The problem that must be solved is that the road to cloud computing has already embarked on, and it is impossible to withdraw from it. A manager who can do “Taobao†can manage one of the original services that may be used to provide infrastructure services for it. To provide such a manufacturer of terminals? In this regard, I do not report much confidence. Perhaps the confusion, hardships, and confusion of HP's transition will continue. We expect she can put forward a clear strategy as soon as possible, stabilizing the military, and let HP out of a rational and effective concept. One is different from IBM's road to success. It is not through these news that people are "shocked" to raise HP's popularity in the cloud computing era.
In an earlier blog post, I pointed out the difficulties and confusions of HP's transformation in the cloud computing era, and pointed out the pressure that Apotheker faced in the HP revolution. Of course, the author does not have a natural feeling of good or bad about Lee, when he took over from Hed in charge of Hewlett-Packard, I expect that he will be able to implant excellent software genes into Hewlett-Packard, and Hewlett-Packard's strong hardware gene has a good integration effect. Nowadays, I can only say that he is half successful, but the sign behind is that I am not optimistic about it. That is, he drastically reduced HP's advantage in hardware and prepared to soften and service HP, but for I do not agree with this point.
From the point of view of cloud computing strategy, HP's philosophy is related to its practice and it presents a contradiction. In terms of philosophy, HP advocates integration and then instantaneous, and from a practical point of view, Li Aike instead took the path of separation to spin-off. The split of the PC business, which is already the world’s first, seems to me completely contrary to the concept of convergence. On the road to success, all roads lead to Rome, not to say that a successful experience of a leading manufacturer applies to all manufacturers. For example, Apotheker feels that IBM is strong and hopes to learn like him, but he has his own characteristics. He is on the hardware. And software has its own advantages, so it can form a good synergy, but what does HP have? Middleware? database? CRM or ERP? No, HP's strength is that it provides complete end-to-end hardware components, from PCs, thin clients, workstations to x86 servers, UNIX servers, Non-Stop class mainframes to networking, storage, etc. No one in the industry Can compete with it, this is HP's core gene, is also the core cornerstone of its cloud computing to the future. Similarly, we can also see that most of the other fields in the industry are flourishing. You have Facbook, I have Twitter, you have iOS, I have Andriod, the so-called cats have cats, dogs have dogs, only those who recognize the situation, and To be able to maximize the use of and make use of their own advantages in the manufacturers can be truly successful. Blindly following other people, doomed to become leaders.
HP's Converged Infrastructure (CI) clearly mentions the accepted trend of cloud computing in the future. Yes, it is convergence. I even expect HP to reorganize IPG, PSG, and EB, because from a convergence perspective, is HP's architecture not an island of application in traditional IT? This segmentation of services is based on pure product positioning, but not on the application perspective. This is contrary to the concept of cloud computing. The core of cloud computing is for applications, allowing users to press Need to ask, then from a company that is committed to cloud computing, how do you do it? Obviously, you have to divide the application's objects and integrate all the products needed by the related application objects in a vertically integrated manner. In my opinion, the cloud in the future is mainly two clouds, one is a personal cloud, and the other is an enterprise cloud. Before it is for personal applications, while the latter is for enterprise services, so HP should do it personally and enterprise-oriented. Most of the departments were dismantled and reorganized into individual application departments and enterprise service departments. The former included terminal equipment and programs for personal applications such as PC, network, and printing. The latter included PCs, networks, printing, storage, software, and services. All business, to achieve real playing and integration, because the cloud is a global, integrated vertical integration will maximize the advantages of collaboration, rather than wrangling between the three departments. The junction between these two departments is the terminal, which consists of business terminals and personal consumer terminals. The two parties are integrated into each other, but there is a close internal connection. Each product line has a global concept and product plan behind it. This kind of cloud computing infrastructure is now available only to Hewlett-Packard, but Li Aike gave up.
Apotheker from SAP, accustomed to a high profit rate of return can originate in the hardware, and in this glorious history of Hewlett-Packard is not to rely on this routine to make money, so when Apotheker ready to strengthen the strength of HP software, I applaud, But after preparing for a full-scale transition to software and services, I must say that he is “overkillâ€. He is not actually optimizing HP's product portfolio to form a synergy, but is in the life of Hewlett-Packard, so what comes with it is to get rid of Hewlett-Packard already has a good foundation in the era of cloud computing, but this Hewlett-Packard's top executives do not know how to use it.
Now, Apotheker is finally gone, but what about his successor, Whitman? From her personal resume, she also did not experience the experience of HP's "thick" manufacturers, the so-called thick refers to Hewlett-Packard's deep product line, the so-called hard means that HP has always been known for hardware, and Whitman's earlier inauguration eBay is relatively "light and soft" when compared to others. Of course, she is good at the news field. But as soon as she comes up, she says that she sticks to the established policy and spins down the PC business. Afterwards, the HP board is still talking about this. Deciding to discuss, there are also reservations. From this point of view, she still does not have a clear set of ideas. I deeply regret this.
In any case, Li Aike's great achievement is to let Hewlett-Packard not lag behind in the era of cloud computing. On the contrary, the concept of the overall cloud is earlier than that proposed by the biggest competitor IBM, but he left halfway and left it to Whitman. The problem that must be solved is that the road to cloud computing has already embarked on, and it is impossible to withdraw from it. A manager who can do “Taobao†can manage one of the original services that may be used to provide infrastructure services for it. To provide such a manufacturer of terminals? In this regard, I do not report much confidence. Perhaps the confusion, hardships, and confusion of HP's transition will continue. We expect she can put forward a clear strategy as soon as possible, stabilizing the military, and let HP out of a rational and effective concept. One is different from IBM's road to success. It is not through these news that people are "shocked" to raise HP's popularity in the cloud computing era.
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