Further to the LinkedIn discussion on the relatively recent acquisition of Platfom by IBM, I just posted:
Platform CEO and Founder Songnian Zhou has this to say regarding the kernel of this discussion:
“IBM expects Platform to operate as a coherent business unit within its Systems and Technology Group. We got some promises from folks at IBM. We will accelerate our investments and growth. We will deliver on our product roadmaps. We will continue to provide our industry-best support and services. We will work even harder to add value to our partners, including IBM’s competitors. We want to make new friends while keeping the old, for one is silver while the other is gold. We might even get to keep our brand name. After all, distributed computing needs a platform, and there is only one Platform Computing. We are an optimistic bunch. We want to deliver to you the best of both worlds – you know what I mean. Give us a chance to show you what we can do for you tomorrow. Our customers and partners have journeyed with Platform all these years and have not regretted it. We are grateful to them eternally.”
Unsurprisingly upbeat, Zhou, Platform and IBM, really do require that customers and partners give them a chance to prove themselves under the new business arrangement. As noted in my previous comment in this discussion, this’ll require some seriously skillful stickhandling to skirt around challenging issues such as IP (Intellectual Property) – a challenge that is particularly exacerbated by the demands of the tightly coupled integrations required to deliver tangible value in the HPC context.
How might IBM-acquired Platform best demonstrate that it’s true to its collective word:
“Give us a chance to show you what we can do for you tomorrow.”
Certainly one way, is to strike an early win with a partner that demonstrates that they (Zhou, Platform and IBM) are true to their collective word. Aspects of this demonstration should likely include:
- IP handling disclosures. Post-acquisition Platform and the partner should be as forthcoming as possible with respect to IP (Intellectual Property) handling – i.e., they should collectively communicate how business and technical IP challenges were handled in practice.
- Customer validation. Self-explicit, such a demonstration has negligible value without validation by a customer willing to publicly state why they are willing to adopt the corresponding solution.
- HPC depth. This demonstration has to be comprised of a whole lot more than merely porting a Platform product to a partner’s platform that would be traditionally viewed as a competitive to IBM. As stated previously, herein lies the conundrum: “To deliver a value-rich solution in the HPC context, Platform has to work (extremely) closely with the ‘system vendor’. In many cases, this closeness requires that Intellectual Property (IP) of a technical and/or business nature be communicated …”
Thus, as the fullness of time shifts to post-acquisition Platform, trust becomes the watchword for continued success – particularly in HPC.
For without trust, there will be no opportunity for demonstrations such as the early win outlined here.
How else might Platform-acquired IBM demonstrate that it’s business-better-than-usual?
Feel free to add your $0.02.