Life At The Top Of The S-Curve Randy Rettberg. 2.
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Transcript of Life At The Top Of The S-Curve Randy Rettberg. 2.
Life At The Top Of TheS-Curve
Randy Rettberg
2
3
4
5
1
10
100
1,000
10,000
100,000
1970 1980 1990 2000
Example: Disk Density
2x / 12 moM
Byt
es
/ In
2
Largest areal density achieved during year.
6
Example: Disk Costs
0.01
0.1
1
10
100
1995 1997 1999 2001 2003
Cents / MByte
1995 2000 2004
0.5x / 12mo
2000: 75 GB / $4002003: 200 GB / $250
7
Moore’s Law (1979)
8
Limits to Moore’s Law?
9
Internet Growth (Hosts)
10
100
1,000
10,000
100,000
1,000,000
10,000,000
100,000,000
1970 1975 1980 1985 1990 1995 2000
ARPANET
INTERNET
10
The Business Climate- 5 Great Years
0.1
1
10
100
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61
AOL EMC
SUNW CSCO
NASDAQ
Sept 1999
11
The Business Climate- But not for drive vendors
0.1
1
10
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61
NASDAQ HDD
MXTR STK
WDC Seagate
12
Stages of the Growth Curve
Love
Greed
FearFear
Resignation
13
Lots of Growth Curves
Mag tape transferRemote resource sharingTerminal accessTerminal linking
FTPEmail
WebGopher, ArchieStreams
ImagesMp3Games
TelevisionE-cashMovies
14
Growth In Many Fields
15
Stunted Growth
?
16
Double-Digit Returns The Hard Way
0.1
1.0
10.0
100.0
NASDAQ SUN
CSCO EMC
MSFT IBM
1995
2003
17
What Happened?
1. It was never real – the bubble burst.
2. Just the normal business cycle. It will get better soon.
3. Gravity - What goes up must come down.
4. The Internet did not change everything.
5. It was Y2K after all.
18
Or How About:
• We got more technology than we wanted.– How fast is the CPU in your computer?
– Way too much dark fiber?
– How do you fill a 200 GB disk?
• Monopolization did stifle innovation.
• Napster lost.
• Copyright went wrong, blocking the media revolution.
• We got picture cell phones instead of phonecalls over the Internet.
19
Life at the Top of the S-Curve
• It might last a long time
• It might not be fun
• It might slow everything else
• Where shall we look?
20
Dow 1930 - 2003
10
100
1,000
10,000
100,000
1966 1982
1999
1942
21
Life at the Top of the S-Curve
• It might last a long time
• It might not be fun
• It might slow everything else
• Non-technical issues dominate
22
Storage Practice and Customer Care
23
Sun Micro HealthCheck
0
2
4
6
8
10
12
14
16
18
20
22
7/99 1/00 7/00
Hea
lth
Ch
ecks
Co
mp
lete
OpenEscalations
0
100
200
300
400
500
600
700
24
Strategy 1
Grow out of it!
25
1
10
100
1000
10000
100000
1 2 3 4 5 6 7 8
3 Growth Laws
2x / 6-9 mo
2x / 12 mo
2x / 18 mo
Packets / Sec
Bytes / In2
Transistors / In2
2000
26
Storage Service Providers
Arsenal Digital SolutionsStorage Networks
Storage ComputerStorage Way
27
TCP / IP
Networks for Storage
iSCSI
TCP / IP
28
Growing Pressure
29
Strategy 2
Politics!
Don’t let them stop innovation!
30
Media As An Example
• Napster case cut growth of mp3– Less demand for mp3 players
– Less demand for audio In/Out
– Less demand for E-cash to pay for music
• DMCA – Copyright gone wrong– Uncertainty for media investors
– Uncertainty for broadband deployment
– Uncertainty for computer hardware
Remember that CD adoption was driven by “oldies”
31
Less Obvious Blocks
• No e-money – Banks and Credit Card Laws (Factoring)
• No phone calls – Telephone industry
• No security – National cryptography policy and terrorism
32
Strategy 3
Go sideways!
33
Computer/Communications Revolution
2100 - Nanotechnology
2050 - Internet Reaches Ubiquity
2000 – Y2K Averted
1970 - Internet Created
1945 - Computers Created
1900 - Electric Lighting
1800 - Industrial Revolution
1500 - Renaissance
1000 - Middle Ages (Nothing Happens)
0 - Roman Empire
34
“The Internet Changes Everything”
Still to come:
• Movies
• Television
• Telephone
• Money
• Security
• Telemetry
Where are they?
35
A Sideways Approach
• Connect everything to the Internet.
• What are the protocols?
• Functionally distributed intelligenceinstead of central intelligence.
• Replace analog audio, video, IR control, RF control, RS-232, with Internet.
• Who is in control? Everybody!
36
Sideways At Sun
• End-to-end checksums
• Less virtualization not more
• Non-volatile write buffer
• IDE Disks
– 2.5 times less expensive at same capacity, same RPM
– 3.5 times less expensive at same capacity, 2/3 RPM
– Less firmware
– No disk-to-disk interconnect
37
Strategy 4:Understand The
Innovator’s Dilemma.
The Innovator’s Dilemma, When New Technologies Cause Great Firms to Fail, Clayton Christensen, 1997.
38
Principles of Disruptive Innovation
• Customers and investors determine allocation of resources
• Small Markets don’t solve the growth needs of large companies
• Markets that don’t exist can’t be analyzed
• Technology supply may exceed market demand
From The Innovator’s Dilemma, Christensen
39
Stages of Disruptive Innovation
1. Disruptive technologies were first developed within established firms
2. Marketing personnel then sought reactions from their lead customers
3. Established firms step up pace of sustaining technological development
From The Innovator’s Dilemma, Christensen
40
Stages of Disruptive Innovation (cont.)
4. New companies were formed, and markets for the disruptive technologies were found by trial and error
5. The new companies moved up market
6. Established firms belatedly jumped on the bandwagon to defend their customer base
From The Innovator’s Dilemma, Christensen
41
The Answer
Give responsibility for disruptive technologies to
organizations whose customers need them.
From The Innovator’s Dilemma, Christensen
42
Strategy 5Listen to the young.
• The innovator’s dilemma applies everywhere.
• Early retirement is sweeping the industry
43
Strategy 6Bootstrap Companies
• Government funding
• Consulting and support
• Grow at the same rate as your market
• Reduced expectations for capital
• Keep it simple
• Own your business
44
Strategy 7Join a New Curve
ComputersComputers
SyntheticSyntheticBiologyBiology
45
Homework
• Don’t believe what industry leaders say. They don’t know.
• Target new technologies at new markets.
• The weaknesses of disruptive technologies are their strengths.
• Use the growth curves.• Examine the unexamined. Do the
unexpected.