Early Win Required for Partner-Friendly, Post-Acquisition Platform Computing

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.

IBM-Acquired Platform: Plan for Sustained, Partner-Friendly HPC Innovation Required

Over on LinkedIn, there’s an interesting discussion taking place in the “High Performance & Super Computing” group on the recently announced acquisition of Markham-based Platform Computing by IBM. My comment (below) was stimulated by concerns regarding the implications of this acquisition for IBM’s traditional competitors (i.e., other system vendors such as Cray, Dell, HP, etc.):

It could be argued:

“IBM groks vendor-neutral software and services (e.g., IBM Global Services), and therefore coopetition.”

At face value then, it’ll be business-as-usual for IBM-acquired Platform – and therefore its pre-acquisition partners and customers.

While business-as-usual plausibly applies to porting Platform products to offerings from IBM’s traditional competitors, I believe the sensitivity to the new business relationship (Platform as an IBM business unit) escalates rapidly for any solution that has value in HPC.

Why?

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 – often well before solutions are introduced to the marketplace and made available for purchase. Thus Platform’s new status as an IBM entity, has the potential to seriously complicate matters regarding risk, trust, etc., relating to the exchange of IP.

Although it’s been stated elsewhere that IBM will allow Platform measures of post-acquisition independence, I doubt that this’ll provide sufficient comfort for matters relating to IP. While NDAs specific to the new (and independent) Platform business unit within IBM may offer some measure of additional comfort, I believe that technically oriented approaches offer the greatest promise for mitigating concerns relating to risk, trust, etc., in the exchange of IP.

In principle, one possibility is the adoption of open standards by all stakeholders. Such standards hold the promise of allowing for the integration between products via documented interfaces and protocols, while allowing (proprietary) implementation specifics to remain opaque. Although this may sound appealing, the availability of such standards remains elusive – despite various, well-intended efforts (by HPC, Grid, Cloud, etc., communities).

While Platform’s traditional competitors predictably and understandably gorge themselves sharing FUD, it obviously behooves both Platform and IBM to expend some effort allaying the concerns of their customers and partner ecosystem.

I’d be interested to hear of others’ suggestions as to how this new business relationship might allow for sustained innovation in the HPC context from IBM-acquired Platform.

Disclaimer: Although I do not have a vested financial interest in this acquisition, I did work for Platform from 1998-2005.

To reiterate here then:

How can this new business relationship allow for sustained, partner-friendly innovation in the HPC context from IBM-acquired Platform?

Please feel free to share your thoughts on this via comments to this post.