Because the System i can run at redline speed all day long . . .
IBM's switcheroo from an AS/400-selling midrange powerhouse to something altogether different has hardly been fast, surprising, or pleasant for those who understood -- and built their careers around -- IBM's 400 and its ecosystem. IBM has changed, though, and so has the industry at large . . . and this is the first premise that results in a check in the "pro" column in favor of IBM's new Power and i direction.
There are cons, of course, such as naming an entire operating system, not to mention the solution-centered industry built on top of it, with a lowercase i. Sure, there are some trademark issues that crop up with i OS and its variations, but still, "i for Business" is so freakin' stupid that I can't imagine hearing anyone in a meeting where adults wear button-up shirts uttering the phrase as in, "You know, what we really need to be running is i for Business. It's a mainstream operating system."
Imagine the dumbfounded looks, until one person pipes up:
"i for Business? That is its name? Yeah, OK, Jack. But let's continue running AIX for Play, Linux for Messing Around, and Windows for Kicks and Giggles, too. We need to cover our bases."
So Mr. i for Business gets a little red-faced, and the funny guy says, "Sorry, Jack, couldn't resist. What's your point about i for Business, anyway?"
So Yeah, I Could Slam Power and i All Day
Many of us could. However, I don't find that particularly helpful to our world, to our careers, or to our personal health. Frustration with something almost completely out of our control is like a festering wound, and I'm not a fan of festering, so I'm going to post some "pros" each day about IBM's Power and i announcement until I run out. There are positives here -- some pretty compelling positives, I might add -- and I'm excited to share them.
The first, of course, starts off with the cold hard truth: IBM is incapable, unwilling, and disinterested in creating a single awesome platform and fostering an ecosystem to support it.
IBM Has a Fractured Identity
IBM is a services company, a software company, a manufacturer, a research organization, and above all, a public company. Its primary goal is to maximize profit and do it in the safest way possible. So back when the AS/400 was still strong and Windows servers started multiplying like lemmings, IBM saw a fast path to growth if it could build more reliable hardware for Windows. Windows servers were a particularly profitable -- despite the competition -- method for selling because really, no company of any size just buys one. It buys several, and then a few months later buys some more. Pretty soon the company is in a cycle where it needs more, and if IBM were a drug dealer, IBM would peddle the System x all day long, all around the world, and when the addicts realized there had to be a better way, IBM could produce the BladeCenter, with supporting products.
What's even more important is that these companies needed help! By giving customers what they wanted in iterations just a little bit better than the competition, IBM won. Then when it all got unruly, IBM won again by selling services or upselling an easy-to-sell alternative, which would be AIX, which has competitors and solution providers already out in the wild who are also busy promoting Unix-based solutions.
The point is, if I'm a hamburger vendor and I see customers who are interested in hot dogs, I'm going to add hot dogs to the menu. There are other hot dog vendors out there on the street, and they're innovating, and I'm seeing that, so I'm going to have to innovate, too. I'm adding chili dogs to the menu and sausage and sauerkraut -- and what the heck -- shaved ice in funky cone-shaped paper cups? Gotta offer that, too.
But Where's the Beef?
Sure, the argument is, if I would have focused on making the best hamburgers in the world, I would have maintained market share and convinced most customers to stick with hamburgers. I would have had a kick-butt identity as being the best hamburger place on the planet. My business partners who sell ketchup, lettuce, tomatoes, and onions would all be eternally happy.
The point is, there's no way that IBM could have ignored the market trends going on around it, even at the height of the AS/400, and particularly as a public company with shareholders who want to see the fastest growth curves and the most sales possible on a quarter-by-quarter basis. Seriously, a machine that never goes down, that's so reliable that Global Services barely knows it exists, is not a growth machine.
In any event, in chasing after hot dogs, IBM let the AS/400 falter, and once it started slipping, there was no stopping it. With anything on a grand scale, such as OS/2, IBM learned that it couldn't convince the world that something different -- and better -- was the way to go. It sure as heck wasn't going to throw a lot of money into the AS/400 and System i in an effort to build up the platform.
Used All Over the World
The AS/400, System i, and Power and i is a niche system. It brings in a fraction of IBM's revenue each year, and although it's found in a majority of major companies in the world, it's most often found next to many other platforms. IBM's most successful sales came in niche situations where specific solutions found a perfect type of company and thrived -- like any of the manufacturing, ERP-related solutions, of which, J.D. Edwards springs to mind, which happened to sell a lot of boxes for IBM.
So IBM gained success with the AS/400 and System i largely through its Business Partner network, which is basically a management effort -- not a leadership effort. Turning a platform into a mind-share and market-share winner requires leadership -- serious day-in-day-out leadership. Think Bill Gates, who was able to turn Windows into a household name. Think Steve Jobs, who was able to create an iPhone that spanked the wireless telecommunications industry while ushering the Mac into a resurgence.
Who's leading IBM? Maybe the better question is, what is IBM's leading product?
The point is, IBM is fundamentally incapable of pushing a solution into the market and winning over the world on its vision. In this kind of IBM, the System i could not possibly have had a future.
The move to Power and i aligns the i world more closely to the rest of IBM. Instead of the System i being a neighbor kid who's usually welcome at the dinner table, the new Power and i combination is at least a sibling now, guaranteed a plate every night.
In the new IBM, i will be more recognizable, more acceptable, and mainstreamed in how IBM treats it. In some ways, i is now just another operating system, but in how I see IBM, that's the only way i could possibly survive, and that's why this is a "pro" . . . albeit the most difficult one to swallow.
Posted by cmaxcer at April 14, 2008 8:49 AM

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