Saw this awesome infographic by Cloud Spectator on twitter today. A great snapshot of the expected growth in Cloud Computing. If the Cloud Computing market was stacked up against world economies it would be the 51st largest in the world with massive inequality – Amazon has half the share.
Move to the Valley, make shrewd investments in other startups and become insanely rich like Sean Parker? A Bit lofty perhaps. How about try, try again and succeed. Then reinvent yourself as a guru dishing out startup wisdom through your blog and publishing a book that ends up the top of the New York Times Bestseller’s list. That’s essentially what Eric Ries, author of The Lean Startup did.
True entrepreneurs fail many times before they succeed and continuously find opportunities to reinvent themselves. Ries is one of them. He’s taken all that he’s learned from his failures, and later successes, from his college years in the 1990s right through the dotcom crash, and packaged them into a guide for startups to consult in their quest for world domination.
Join 12,100 others and follow Sean Hull on twitter @hullsean.
Recently at Surge 2011, the annual conference on scalability and performance, Google’s CIO Ben Fried gave an illuminating keynote address. His main insight was that generalists are the people that will lead engineering teams in successfully scaling the web.
In a world where the badge of Specialist or Expert is prized, this was refreshing perspective from an industry bigwig. As tech professionals, or any professional for that matter, we don’t welcome the label of generalist. The word suggests a jack-of-all-trades and master of none. But the generalist is no less an expert than the specialist. Generalists can get their hands greasy with the tools to fix bugs in the machine but they are especially good at mobilizing the machine itself; with their talents of broad vision, and perspective they can direct an entire team to accomplish tasks efficiently. This ability to see big-picture can not be underestimated especially during times of crisis or pressure to meet targets. For a team to scale the web effectively, you’re going to need a good mix of both types of personalities.
Amazon’s spot market for computing power is set up as an open market for surplus servers. The price is dynamic and depends on demand. So when demand is low, you can get computing instances for rock bottom prices. When you do that you normally set a range of prices you’re willing to pay. If it goes over your top end, your instances get killed and re-provisioned for someone else. Obviously this wouldn’t work for all applications, like a website that has to be up all the time, but for computing power, say to run some huge hedge fund analytics, it might fit perfectly.