November 10, 2015
HP reaches to futures with outside labs
Hewlett Packard Enterprise, now in its second full week of business, continues to sell its proprietary OS environments: NonStop, HP-UX, and OpenVMS. MPE/iX was on that list 13 Novembers ago. A business decision ended HP's future MPE developments, and the 3000 lab closed about nine years later.
There's another HP OS lab that's powering down, but it's not the development group building fresher Unix for HPE customers. The HP OpenVMS lab is cutting its development chores loose, sending the creation of future versions of the OpenVMS operating system and layered product components to VMS Software, Inc. (VSI). The Bolton, Mass. company rolled out its first OpenVMS version early this summer.
This is the kind of future that the 3000 community wished for all those Novembers ago, once the anger and dismay had cooled. The HP of that year was a different business entity than the HP of 2014, when Hewlett-Packard first announced a collaboration on new versions of OpenVMS.
What's the difference? HP has much more invested in VMS, because of the size of the environment's installed base. Some key VMS talent that once worked for HP has landed at VSI, too. Sue Skonetski, once the Jeff Vance of the DEC world, told the customer base this summer she's delighted to be working at the indie lab. "I get to work with VMS customers, partners and engineers, so I obviously still have the best job in the world," she posted in a Facebook forum.
The 3000 and MPE probably would've gotten a nice transfer of MPE talents to independent development labs. But there was a matter of the size of the business back then. Today, HP's falling back and splitting itself up.
The Hewlett-Packard of 2001 could not imagine a time when its proprietary systems might be supported by independent tech talent. But what ensued with 3000 homesteading may have led to a lesson for HP, one that's being played out with the VSI transfer. Enterprise customers, it turns out, have longer-term business value tied up in proprietary systems. HP will be at the table to support some OpenVMS sites in the future. But they have an indie alternative to send their customers toward, too. When HP's ready to stop supporting Itanium-based VMS, an outside company will take up that business.The foreseeable future for VMS is tied, for the moment, to the HP Integrity servers and Itanium. But a roadmap for the OS shows that getting VMS onto Intel hardware is a project about three years away. It'll be completed by the non-HP engineers at VSI.
VSI has licensed the source code of the OpenVMS operating system from HP with the intent to further develop the OpenVMS product roadmap by adding new hardware platform support and features, beginning with a version of OpenVMS on HP Integrity i4 servers based on Intel Itanium Processor 9500 Series. It took VSI less than a year to roll out the OpenVMS release it calls Bolton. CEO Duane Harris is proud of a rollout that puts OpenVMS onto the latest Itanium 9500 processors. VSI intends to eventually extend support for HP Integrity servers based on all prior versions of Itanium platform.
In less than 12 months, we have not only assembled a strong team of OpenVMS developers and customer support personnel but we have also developed a roadmap with an aggressive schedule that includes support for new platforms, features and technologies. We are excited about our plans to continue improving this marquee operating system and meeting the needs of a loyal customer base that has relied on OpenVMS to faithfully run their mission critical applications over the last 30 years.
The MPE/iX faithful have been running mission-critical apps for more than 40 years, although the last five have been with no HP involvement. But this has never been about how long a product is useful. It's about numbers of support customers.
HP's walked away from its crucial role in preserving 3000s like the ones at manufacturing firms. Independent support companies now do this work. HP's become inscrutable.
"I’ve honestly given up trying to figure out HP anymore," said Pivital Solutions CEO Steve Suraci. "They are one big giant empty shell of their once formidable selves."
It might be a much better fate to leave these highly integrated environments in the hands of independents. "I certainly hope HP is out of the MPE support business," said Allegro's Steve Cooper. "There is nobody in the company that can even spell MPE at this point."
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November 04, 2015
HP C-level legacy hubris perplexes women
Now that the Hewlett-Packard spin off is underway — the initial 1970s concept of selling business computing solutions has returned to the fore at Hewlett Packard Enterprise — a review of who steered the bulky HP cart into the ditch seems worth a note. HP engineering culture was targeted by COO Chris Hsu as an impediment to splitting the company up in a year's time. The HP which ran on engineering desires fell to the wayside after current Republican candidate Carly Fiorina mashed up PC business into IT's legacy at HP, including the HP 3000 heritage.
Some insight as well as bafflement is emerging. Meg Whitman, a board director of HP whose primary job is now CEO of the restored HP Enterprise, doubts that Fiorina's best start in political service will be in the White House. According to a report in the San Jose Mercury News
“I think it’s very difficult for your first role in politics to be President of the United States," she said. Whitman has expressed empathy for Fiorina over cutting HP jobs — between the two of them, they’ve slashed tens of thousands of jobs at HP. But the failed California gubernatorial candidate told CNN, “While I think business strengths are important, I also think having worked in government is an important part of the criteria.” Whitman has thrown her support behind New Jersey Gov. Chris Christie.
As a punctuation for that measure of suitability, we stumbled upon another woman with a leadership career. Gloria Steinem, the seminal sparkplug of the feminist revolution of the 1970s and ardent advocate for womens' career ceilings, spoke on The Daily Show this week. Served up a fat pitch by the host that "Carly is a big favorite of yours, right?" Steinem shook her head and smiled. "I’m talking about women who got elected because they represented a popular majority opinion. She got promoted by God-knows-who."
My publisher turned to me and asked, "Who did promote Carly? Do you know?" I wondered how many of our readers, especially those ready to vote in GOP primaries, knew the answer.The short answer to the question is HP executive VP and board member Dick Hackborn. The shadowy giant of the printer empire, who rarely left his Idaho aerie for Silicon Valley, pumped Carly in the advent of Y2K. But the rogue's gallery of HP directors who promoted Fiorina have all been sacked, retired or died.
Resigned: Tom Perkins and Patricia Dunn. Plus George Keyworth, after the board discovered he'd leaked the pre-texting offenses which Dunn dished out to the press. Charges against her were dropped after more than a year of investigation.
Retired: Hackborn, Sam Ginn, Phil Condit, Robert Knowling.
Ousted: The son of one of HP's co-founders, Walter Hewlett. (Hard to imagine Walter voting to hire Fiorina, but esprit de corps counts for something. He even supported Fiorina's overpriced attempt to buy Price Waterhouse Cooper for $18 billion.)
Died: Lew Platt, after voting for his successor.
Eight of the 12 current HP directors have been appointed this year. It's a hopeful sign of change from a vendor which is still responsible for billions in products installed at migrated 3000 sites.
The answer to Steinem's question about who promoted Carly Fiorina is "people who've long since been separated from deciding HP's futures." Only Platt comes in with a clean bill, resigning from HP in 2000, after having the grace to step away from a company whose board no longer believed in him. That says much more about that board, and the ditch it pushed HP into, than it does about Platt.
November 03, 2015
How a migration vendor planned for change
HP is telling its story of transformation this week, a tale that the vendor says was completed in 391 days. It's the amount of time between the official announcement of the HP split-up to the day when thousands of systems had to be operational with no faults. The fortunes of a pair of Fortune 50 firms were riding on the outcome of turning Hewlett-Packard into HP Inc. and Hewlett-Packard Enterprise.
It was a migration in one aspect: the largest project for internal IT HP has ever taken on. HP's in-house publication, HP Matter, interviewed its COO Chris Hsu about his practices in one of the largest IT change operations in business history. Matter has been renamed HPE Matter, and its article shares some strategic high points.
To develop the highest-level list of how to manage a large-change, high risk project, here's Hsu's items.
1: Determine what the biggest, most critical workstreams are
2. Figure out which ones act as gating items.
3. Get the best people in the company to head up the project; get them full-time, and up and running right away.
4. Make everything else secondary to items 1-3.
5. Get structure, process, governance and people in place.
It takes total management support to make item No. 3 a reality. That same kind of support, one that some HP 3000 sites have enjoyed during migrations, makes No. 4 possible. It all leads to the payoff of No. 5.
"I spent the first month working around the clock, trying to make all of that happen,” Hsu said. “At this scale and this complexity, with the number of interdependencies we were facing, there is no substitute for structure, process and governance. There just isn’t.”None of HP's customers will manage any change this vast. Some of its customers are larger than the old combined HP, but the scope of their changes is likely to be dwarfed by the HP mission. Dell is taking on EMC to create a formidable HP Enterprise rival. Things will be axed, by definition. But HP's breaking itself apart and working to lose nothing of essence. The creator of the HP 3000 had become a $110 billion company, operating in 120 countries, with 700 legal entities.
Hsu's five elements of his change mission beg for details. Since the HP story on how to separate over about 13 months appeared in a Hewlett Packard PR publication, it won't have operational items. But the company says it's taken close notes for any of its customers to employ -- should they employ HP's professional services for a project like a migration. Hsu said getting paychecks and sales under control comprised the most crucial elements.
You essentially have to separate and realign all 700 legal entities, and every one of those entities includes assets, people, revenue and so on. You have to figure out what the phasing and timing of each will be in order to get the IT systems up and running and in order to get employees in place so you can turn those systems on so that everyone will have day-to-day needs met, everyone will get paid and everyone will be able to manage transactions.
While praising his team's efforts at the separation, Hsu took note that this was an emotional journey away from "an engineering company with an innovation mindset, which can sometimes mean that people engineer solutions to perfection by employing perfect information. But during the separation, we had to make big decisions quickly and often with imperfect information."
Those are lessons that can be useful for the largest of migration efforts. Sometimes speed runs roughshod over motivating a workforce.
One thing that struck me... is how emotional the prospect of the separation was for so many people. At the very beginning, some of my colleagues were voicing feelings of loss in a way that I simply didn’t anticipate because from the start, I saw this as a clear, value-creating transaction with a clear mission. But I definitely understand their emotional reactions now, because for that first month and a half after the separation announcement, we were moving at a pace that had people’s heads spinning.
November 02, 2015
HP Enterprise treads out security in opener
In the World Series and on the Sunday US news shows, HP Enterprise put its best step forward with ads. The commercials which aired on US broadcast networks touted image of the new company, rather than its products like ProLiant servers and Linux that have replaced HP 3000s at migrating sites. After the first full trading day on the NY Stock Exchange, investors had bid the HPE stock down by 2 percent. HPQ, the stock for the HP Inc. side of the split, fared better, gaining 13 percent. Together the two entities added $2.5 billion in valuation.
While one day's trading is not enough for a trend, today's investors looked like they believed the higher risk of HP Enterprise plans for next-gen datacenters and security services was a less certain bet than a high-cash, low-risk collection of HP Inc. products. HP Inc.'s sexiest product is its forthcoming 3D printers. The Twitter hashtag #newHPE includes pictures of staffers celebrating day one, including this one above of a friend of the 3000, networking guru James Hofmeister.
The HP Enterprise commercials promised that the company would be "accelerating next." The 30-second spots show a collection of motion-capture video projects, medical imaging, race car design, cargo container logistics, transit mapping, and a gripping clip of an amputee walking on a digital-assisted set of legs.
"A new flexible cloud that harmonizes all operations" refers to the cloud services that remain after the shutdown of the public HP Cloud. An investment of $3 billion in R&D gets touted, perhaps because the risks to be taken to win back business are going to be costly at first. "Because no money is better spent," the copy vows in a 3-minute "HP at 75" online ad. Things are going to be different, this Hewlett Packard says, because everything in IT is changing anyway.
The era of a vendor being essential to holistic customer success is past, however. It's nothing like the HP of 1980, says one of our readers who's still managing a 3000 for fleet vehicle parts tracking. "They thought they could defeat the world by making the world's best PCs and servers," says Tim O'Neill, "but it is a tough market. Systems have largely become unbundled in recent years, but HP seems to think they can first sell services to customers, and then the customer will buy HP hardware on which to run said services."
HP reminds the world it ships a server every six seconds. During the run-time of any of those commercials, five servers left HP shipping. By the accounting from HP's reports, however, four minutes of ads would have to run before a single Integrity server is shipped.Integrity and the Business Critical Systems group is treading water at a 2 percent sales share of HP Enterprise Group business, according to the last HP quarterly report. Sales of servers and expansion of OS environment features are among the few elements that matter to a customer who's remained with HP -- unless they're able to afford HP Professional Services.
It was once very different, with the 3000 customer desperately dependent on Hewlett Packard expertise, O'Neill reminds us.
In HP's salad days customers were very reliant on HP factory support for both hardware and operating system software service. We knew nothing of how MPE worked. Early on, in the 1980s, HP came out and installed things like MPE IV or MPE V, and even came to install patches. Later, we learned how to do some ourselves, but we still had a big contract with HP at the ready to come when called.
This was offset, to some degree, by our decision to contract with competitors for hardware repair, which did cause a lot of consternation, but HP still did the software. Oh, what great days!
The independent services and development marketplace, as well as a massive reseller community, erased the advantage of those old-school days. The key deliverable from a modern company "accelerating next" vendor is research and development. Last year's HP channeled just 3 percent of its revenues for R&D. The 20th Century HP operated at a 9 percent level. The money has been re-channeled into acquisitions, until now. One investment house believes more acquisitions are the way forward, though.
The challenge for HP Enterprise is to become a vendor that once sold products to run in data centers, but now sell cloud services. A total of 96 million shares of the two HPs were traded today. HP's printer-PC group led the way. Enterprise must sell its strategy with more panache, hoping that the image-shaping of YouTube and TV broadcasts will coax investment advisors like Credit Suisse into favorable ratings. On Monday afternoon, the investment house said they expect the company to "embark on a streak of transformative mergers and acquisitions" to plug holes in the HPE product line.
As for tactical changes, Hewlett Packard Enterprise was scheduled to go online as a separate entity three months ago. A CIO World article of this summer recapped the HP split-up plans, as announced at this summer's HP Discover meeting.
HP is documenting it all, so it can share what it learns with any large companies that have to through the same thing, presumably as part of HP services engagements.
The split probably would have been more complex if it weren’t for HP’s former CIO Randy Mott, noted IDC analyst Matt Eastwood. Several years ago he consolidated HP’s infrastructure from 85 data centers to six, making Hinshaw’s job an easier one. It will retool 2,800 applications and 75,000 APIs before the company becomes Hewlett-Packard Enterprise and HP Inc. on Nov. 1.
80 percent of that retooling work was complete at the time of the HP Discover announcement. One analyst, Rob Enderle, has said the HP split was being executed as a way to offer its Enterprise operations for a merger with EMC. An article in the San Jose Mercury News reports the rogue analyst called HP a passed-over bride, since Dell announced it would acquire EMC last month.
"She's the bride at the altar," Enderle said. "The end result is that HP Enterprise is now packaged for sale, except there's nobody to buy them, except maybe Oracle."
To some observers, HP is a giant laid low, a remnant of the behemoth that once bestrode Silicon Valley.
"People looked at what it was, and want some of that back," said technology analyst Patrick Moorhead of Moor Insights and Strategy. "I think people in different parts of the world see it differently. They say, 'Yeah, they had some hard times, but they're in a heck of lot better situation now than before.' I look at it as a glass half full."
The two HPs will share one seminal icon. Bill and Dave's Palo Alto offices, maintained as a shrine that includes loose change on the desk blotter, can be accessed though entrances from both the HP Inc. and Hewlett Packard Enterprise buildings. In Palo Alto, as in the annals of the 76-year-old company's lore, the two sides of the new HP share campus space.
October 30, 2015
The New HP's Opening Day: What to Expect?
The last business day for Hewlett-Packard as we've come to know it has almost ended. By 5 PM Pacific, only the Hawaiian operations will still be able to count on a vast product and service portfolio offered by a $120 billion firm. Monday means new business for two Hewlett-Packards, HP Inc. and Hewlett Packard Enterprise. It's possible that splitting the company in half could improve things by half. Whether that's enough will take months to tell.
On the horizon is a battle with the bulked-up Dell, which will integrate EMC as well as massive share of VMware in the coming months. The Dell of the future will be a $67 billion entity, larger than HP Enterprise in sales. Dell is a private concern now, while HP is becoming two publicly traded entities. The directions could not be more different, but HP will argue that demand had better be high for a monolith selling everything.
Dell is extending its offerings to a new level of complexity, but the level of product strategy and technology to comprehend has become too great for this week's massive HP. Hewlett-Packard never controlled an operation this large until the last decade. The company that built instruments and business computers and printers added a PC empire from Compaq. But it had just spun off Agilent two years before that PC merger.
But then after loading up with billions of dollars of low-margin desktop and laptop lines, the HP of the early 21st Century blazed forward into services. Headcount rose by more than 140,000 when Carly Fiorina sold the concept of buying EDS for outsourcing and professional services. The printer business swelled into cameras and even an iPod knockoff, built by Apple. HP's TVs made their way into retail outlets. It seemed there was nothing HP could not try to sell. Some of the attempts, like the Palm OS-based tablets or smartphones, shouldn't have been attempted. Their technology advantages couldn't be lifted above entrenched competition.
HP's CEOs since lifer Lew Platt retired — Fiorina, Mark Hurd, Leo Apotheker, and now Meg Whitman — didn't have much chance understanding the nature of so many products. Three years ago, HP started in the public cloud business, yet another branch of IT commerce aimed to take market share from Amazon. Whitman said in the New York Times that outsiders like her who've tried to lead the company have had too broad a beam of corporate ship to steer.
"This is crazy — Carly, Mark, Léo, me — the learning curve is too steep, the technology is too complex for an outsider to have to learn it all," she said in a story about what's next. The most audacious of HP's enterprise efforts was The Machine, technology that was to employ the near-mythical memristor to "change the future of computing as we know it." This summer the company fell back and said it would build that product with more conventional components and assemblies. It doesn't have a target date for releasing The Machine.The New HP, for the purposes of the 3000 customers who have migrated or will sometime soon, aims to do less and try to do it more effectively. Gone is the public cloud, while the EDS headcount is being trimmed. In-house technology like HP-UX and VMS is either going slack (no HP-UX 11.4 will be produced; VMS has been sold to an independent firm) or giving way to standards like Linux, Windows, and Intel servers like the ProLiants. The survival and ascent of ProLiant blade servers is likely to be the hardware backbone for a company that is keen to get customers to consider HP Enterprise as a software and service giant.
HP Enterprise, to be traded as HPE on the NYSE Monday, will sell private clouds that it will build, and staff if customers want HP administration, rather than the retail-level cloud services of AWS. HP Cloud could never host HP-UX customers. The fine-tuning of cloud hosts for Unix apps might be a part of the 2016 offerings. Just about anything to get more Integrity servers installed will have traction at HPE.
Although networking products and mass storage and software like Helion will be parts of the new HP facing the 3000 community, expect this business to be about how servers will drive its fortunes. In a Bloomberg report from this week, Whitman said she spent one full day on the three year plan for HPE's server business. She's been the CEO since 2011, and that was the first full day she concentrated on the business that put HP into business computing.
"There’s a great deal to be said for focus," Whitman said in the article. "You’ve got to be on it. You’ve got to be working on the product road map."
Work on product roadmaps in October used to be commonplace at HP, although it's probably been since Lew Platt's time that the CEO was involved in any way. MPE/iX users who've stayed with the OS, rather than the company, could still benefit from a rise in HP's fortunes. Sales of those allied product lines, as well as research to improve them, have a chance of improving. Homesteading 3000 customers would have to let the HP badge back into their shops. Maybe adding the "Enterprise" to the HP hardware nameplates will help restore the trust.
As for the HP Inc. side of the split-up, it's got less technology to comprehend and more competition with similar products. Some analysts are saying HP Inc. could be a takeover target, given its slim profit margins. HP's combined stock was down 30 percent from the start of this year, as the final day of Hewlett-Packard ended. On Monday HPE will start trading at about $15 a share. What will make the difference will be a fresh share of mind for a company that once specialized in business IT. MPE is gone, HP-UX is fading, and VMS has been sold away. The future will be different, but customers who remember a better HP might hope for a strategy that feels older: focused on how innovation and relationships can deliver success to customers.
September 16, 2015
HP's latest layoffs chop a fresh slice of jobs
A report from HP's semi-annual Analysts Day yesterday included news of an extra round of 30,000 job eliminations. The letters "HP" still appear on the front of many 3000 customer's servers, either on the original 12-year-old or more hardware, or a replacement from the ProLiant or even the Integrity lines. The fate of the enterprise vendor is of differing interest to these groups of migrators and homesteaders.
Some of those customers who've left, or are leaving, will keep an eye on the shrinking headcount. HP means to keep itself healthy by keeping its costs low as it heads into its first split-up year starting this fall.
CEO Meg Whitman told analysts things are still falling in the enterprise services group, an operation that consults, outsources, and manages co-located business servers. Enterprise Services is the unit that grew up around the EDS workforce that HP acquired in 2008. Even back then, HP needed to trim back the job count as part of the acquisition.
In an '08 HP message called Streamlining for Growth the vendor said, "HP intends to implement a restructuring program for the EDS business group that will better align the combined company’s overall structure and efficiency with the operating model that HP has successfully implemented in recent years."
Enterprise Services generates about 40 percent of HP's Enterprise revenues. But the unit hasn't grown recently. Whitman said yesterday, "A big step forward will be if enterprise services can stop shrinking." The unit has posted $4 billion in losses over the last three years.
The game plan for Enterprise Services will sound familiar to an HP 3000 customer: move professional jobs offshore, outside of North America and Europe, to reduce costs. In 1995 the 3000 division opened operations in India, sending database development and other subsystems design into Bangalore. At the time India's pay scale was one-fifth of California's. Lower costs are going to look attractive for the split-off HP Enterprise.The EDS merger added 140,000 positions in 2008. The running total of job eliminations since Whitman took over as CEO, three years later, will be almost 90,000, and the latest cuts are part of the HP split that's now six weeks away. Whitman said last month the company would be done cutting Enterprise operations for the year, but today's slice is a fresh one from the workforce that wants to sell cloud services to enterprises, now that HP's customer-located hardware sales aren't growing.
HP is aiming its Enterprise business at "growing customer share of wallet." That's the part of IT budget HP hopes to win from its customers. It's also a term from finance markets, and just new to IT. Hewlett-Packard made a case for keeping its Enterprise Services business after the Nov. 1 merger, but some rumors floating in the market have the vast unit being cleaned up for a sale.
HP said it expects to take three more years, until the end of its fiscal 2018, to make the Enterprise Services unit cost-competitive. It will increase the number of jobs outside Europe and North America by 50 percent, so by 2018 60 percent of its IT consultants will work from offshore locations.
The cutting goes beyond workforce, including discretionary expenses like travel, datacenter eliminations and consolidations, and reduced procurement budgets. HP had developed a home run strategy up to 2013; the general manager of the Enterprise Services unit said three customers made up 65 percent of operating profits. No single customer represents more than 10 percent of profits today.
But HP continues to make note of wins like landing the largest single deal of the year in the industry. HP's Professional Services were aimed at the largest of its customers throughout the migration push from 2003-2010. Independent companies offering software tools or MPE-focused experts were more likely to be leading a customer onto non-3000 servers.
A series of over-reaching mergers, including Compaq and EDS, came to a halt in 2010 with the $10 billion purchase of Autonomy. Whitman took the helm the next year and has reined in the company's growth aspirations using the old methods. "We haven’t done anything stupid in the past four years, I think you would agree, and we don’t intend to do anything stupid in the future,” she said in the analyst meeting.
A report in the Wall Street Journal quoted an analyst who said HP was working to increase its business in cloud computing, for example, an operation HP expects to grow by 20 yearly for the next three years. But HP's share of the cloud market is slight, compared to Amazon's or even IBM's. In today's report in Fortune, the publication recounted the story of an IBM and an HP rep visiting a major account. As they stood at the elevators, the IBM rep pushed the up button to head for the executive offices. HP's rep, the story went, pushed the down button to head to the IT department in the basement.
Servicing such hardware needs brought HP to the fork in the business road it faces today. The company is proud to report that it leads in market share for Linux systems, x86 server revenues with ProLiant, and "shipped more than 4 servers per minute on average in the 2nd calendar quarter of 2015." But hardware acquisition and replacement is not a growing business in enterprise IT planning. The tigers from the management ranks of Compaq, who took over HP's strategy as the vendor stopped building 3000s, now must find a way forward with enterprise IT business alone. They'll do it with fewer employees. Those who remain from the 3000 division may well be getting a better future on Nov. 1, along with their new hpe.com email addresses.
September 01, 2015
Finding a Virtual Replacement for MPE/iX
This week HP and other vendors are presenting new products, and new ideas about older products, at VMworld. The conference is organized by VMware and offers a stage to show how IT strategies are being changed by virtualization. The only virtualization that MPE/iX hosts can enjoy is the Stromasys Charon HPA server. It makes Intel processors a virtual choice. Stromasys is at the conference, but what HP's got to say about Hewlett-Packard solutions is informative, too.
As it turns out, heading to Intel Xeon hardware is a good idea for all of the other HP enterprise environments. It's as if Charon and the Superdome brand are aimed at the same destination. HP-UX won't get there, though. And Intel Xeon is essential to VMware.
The 3000 customers who've been the slowest to move onward to other platforms might be the ERP companies. Manufacturers customize their applications more than any other kind of app user. This week HP's touting a server at VMworld that it says is the world's fastest 16-socket ERP server. Superdome X is driven by Linux and Windows, though, not the HP-UX environment that ruled HP's enterprise roost in the late '90s — an era when Windows was taking over IT.
HP bet heavy on Unix. Back then, the product which became Windows 2003, 2008 and then 2012 was called Windows NT. Everything that NT did was folded into those subsequent Windows enterprise solutions. Since then, meetings like VM World apparent that HP's Unix lost its high ground, but not because of any lack of virtualization. HP's Unix isn't ever going to the x86 family. HP-UX slipped as an enterprise choice because it was built upon the wrong processor.
That's what HP's manager Doug Strain used as a key point in his VMworld talk about Superdome X. "The only problem was that it didn't have x86 processors," he said of the machine that now can use up to 12TB of memory. "Well, we fixed that." So it seems that the right chipset — based on Intel's Xeon, not Itanium — will make Superdome as useful and fully-featured as it should be for virtualization. It's just one more way to see that Itanium and HP-UX has dropped from HP's futures.
Linux is taking the place of HP-UX in HP's ERP futures. It's not news that VMware and HP's Unix are not a match. What seems new is the way Linux and Windows are positioned as HP's VMware solutions — with specific mention of ERP applications.In a meaningful minute-plus, Strain sums up how the Integrity line is a real VM player, now that it's got Xeon capability. It paints the new-ish HP hardware (Superdome X has been out since this spring) as a powerhouse for ERP. Does it virtualize? Oh boy. What better reason for HP to have a slide show at VMworld, but to talk up this OS-chip combo? Integrity used to mean Itanium, still the only chip that hosts HP-UX. HP says that Integrity, "if you're familiar with it, going back," is now so much more.
Replacing MPE/iX as an ERP solution has been a challenge for a decade on the migration front. There are still major manufacturers using 3000s, and looking to what's next. Virtualization is important for shaping an advanced strategy that wrings the best use from IT investments.
How important? Here's what HP had to say today about its partnership with VMware.
"The software-defined data center enables companies to evolve beyond hardware-centric architectures to create an automated, easy to manage hybrid cloud platform that can meet the demands of both traditional and emerging cloud-native applications," said Carl Eschenbach, president and chief operating officer, VMware. "VMware and HP continue to help our mutual customers drive innovation with greater speed and scale."
Linux has won a victory by evolution. HP decided the best of HP-UX would go into Linux.
MPE/iX got replaced in the same way, by an HP environment that has now gotten eclipsed itself. MPE/iX has a role to play with VMware, as part of the Charon solution. The HP-UX environment certainly has partitioning, as well as virtualization. It just doesn't have enough HP mindshare at VMworld to earn a talk like Strain's. That conference is the epicenter of virtualization this week.
August 28, 2015
Virtual futures become more real next week
Sometime on Sunday night, learning about virtual computing will get more costly. VM World starts its program on Monday, and the last chance for $200 off the registration expires on August 30. Considering who regards virtualization as essential, a visit to the VM World expo floor, at least, could be worthwhile.
Stromasys will be on that show floor, one of the few companies which has a current 3000 project on display there. Virtualization is a reality the heart of the Charon concept, a product whose design was proven over 10 years of deployment in the Digital environment, then first introduced to a 3000 site in 2012.
VMware has a role to play in implementing a homesteading solution for 3000 owners. It can be part of the cradle that houses the software which transforms Intel x86 chipsets into PA-RISC processors. Learning more about VMware would be very good for any IT manager, but especially for the 3000 pros who need to keep enhancing the skills on their CVs.
Virtualization is a subject in heavy rotation these days. Not only is there a legacy of how it's changed choices for enterprise with foundational tech like virtual partitions, there's also a future being patented and proposed. Hewlett-Packard usually has a raft of patents issued each month. Among the 17 it was awarded over the last two weeks: one for virtual machine packet processing. It's a safe bet that the practical application of patent No. 9,110,703 B2 will not be on the HP Inc. side of the HP that's splitting up Oct. 31.
HP is still inventing, at least on the theoretical level. Although more than half of HP's patents are for printing advances, some inventions could exert a positive influence on keeping Hewlett-Packard Enterprise a suitable choice for migrators.The summary of the HP patent will only make a computer scientist's heart sing.
Packet processing for packets from a virtual machine includes receiving a packet from an external switch at a computer system hosting a plurality of virtual machines. If the received packet is a learning packet, storing a packet signature determined from the learning packet. For a packet to be transmitted from a virtual machine in the computer system, determining if the packet's signature matches the stored packet signature. If the packet's signature matches the stored packet signature, performing an action associated with the packet signature.
Packet loss is an issue that VMware customers deal with. "Even the best VMware networking setups hit snags, but you have tools," an article at TechTarget advises. "Adjusting specific VMware network settings can fix packet loss in a VM." HP's invention may be aimed at a problem that can hold back performance in virtualized servers.
There's a lot of nuance out there for virtualized computing. But the benefits of making many servers out of fewer processors are profound. A trip to the expo floor -- and that's a visit that is priced at $300, until Sunday -- would be a good start at making a virtual future more of a reality.
In the style of an Interex conference Convince the Boss letter of a decade ago, VM World offers a suggestion for these benefits.
Hands-on training and experience. You'll be able to choose from 350+ technical and content-rich sessions covering the latest innovations in the data center for storage, networking, security, management, workforce mobility, and hybrid cloud services.
Product research and analysis. In the Solutions Exchange, you'll be able to review the latest competitive solutions side-by-side with more than 275 exhibitors.
Networking with industry experts. You'll learn strategies for achieving top IT priorities and be able to compare notes with other IT professionals. We can leverage these contacts for advice and best practices for years to come.
August 21, 2015
HP's Q3: Tumbling toward a split-up is dicey
The only unit in HP that showed revenue growth, Enterprise, did so on the strength of better networking gear sales and improvements in the ProLiant business.
Hewlett-Packard presented its next-to-last quarterly report to analysts and large customers yesterday. The former are paid to benchmark HP's progress towards being a healthier company after a split-up Oct. 31. The latter group will be paying for the cost to create an Enterprise-laden HP. At the moment, it's looking like they won't be paying out as much as HP would like.
One analyst's summary of the figures for the period: "Is Hewlett-Packard Ready To Separate With These Earnings?" That smacks of clickbait talk, but the results didn't show an HP that's keeping up with its goals for improving sales and profits. All but one HP operating unit reported lower earnings and sales for Q3. The group that improved on Q3 of 2014 might surprise you. It's the Enterprise Group, by a whole 2 percent. The rest of HP's units took a dip in their sales in Q3.
Yes, that's Enterprise, where the remaining HP enterprise servers and platforms do business. This is the unit that's cut short the VMS futures, shut down the HP 3000 almost five years ago, does declining business for HP-UX servers. What gave Enterprise a 2 percent lift from 2014 sales was its networking business. You can sell networking gear into any environment, your own or another vendor's. Networking even gets a lift from the cloud revolution, but we'll get to that in a moment.
The Business Critical Systems unit always comes in for special focus here at the NewsWire. The group that once housed 3000 operations, as well as currently serves up the 3000 alternatives which are not Windows, posted another quarter with a decline in sales. The dollars toted up to 21 percent less than the previous Q3. That 2014 Q3 was down 18 percent from 2013's, and the 2013 Q3 was down 26 percent. Even accounting for currency and percent-of-percent figures, BCS is half the size it was in 2012.
By a rough estimate, the total of all sales for HP critical enterprise systems is now under $1 billion yearly. The good news is that the $1 billion will be twice as big a slice, once HP separates Enterprise from HP Inc.To the specific numbers we go, as they like to say on NPR's Marketplace.
Enterprise Group sales were $7 billion in Q3, and BCS made up 3 percent of that, or about $210 million. The complete HP sold $25.3 billion in software, services, and products, off 8 percent from the Q3 of 2014. Enterprise Group profits made up 45 percent of HP's overall profits, however. Only the Software group's sales are more profitable than Enterprise revenues by percentage, and Enterprise was $725 million ahead of Software in raw profits.
Why care about profits? HP will need them to succeed in paying for its split-up, and the tumbling trends have some analysts concerned. Hewlett-Packard is profitable overall, and for once, its Enterprise operations — the business that includes ProLiant servers as well as Integrity systems — led the way in earnings. That's in part because the legendary Printing unit took a tumble. Printing's falling fortunes not going to be a problem for Hewlett-Packard Enterprise in about 10 weeks' time.
Some analysts and wags have said that the spin-off company being created, HP Inc., is called that because printer ink will drive its heartbeat. The company has come a long way since being an entity that included Agilent instrumentation sales. The HP of 1995 needed nine months to sell as much as the HP of this year sells in a single quarter.
But during that year of 1995, HP took the chief of its PC and Printer business and gave him control of HP's enterprise server units, including the 3000's group. Rick Bulluzzo brought principles that fit consumer reselling to bear on enterprise business. The two businesses couldn't be more different, or at least were unlike one another in 1995. It's something like expecting a fleet of Uber drivers to be able to deliver a year's worth of ball bearings for General Motors. GM would've been looking for different bearings.
What's injured HP's enterprise business growth more than anything has been the rise of cloud computing. HP hopes to replace its lost enterprise server revenues with its Helion Cloud solutions. But while it forgoes the sale of bigger servers to existing customers, as well as the Services it sells to manage such products, the company's got to score against competitors like Microsoft's Azure stack or Amazon Web Services cloud products. It's been looking to make up sales with its own larger customers, and even at that, it expects to win easiest with the companies that are already deploying a virtualized solution.
"Where we win are with enterprises that have stepped all the way through the virtualization steps in the past three to four years," HP Cloud VP Bill Hilf told Network World last fall, "the companies that have more than 50 percent of their environment virtualized. Now they’re getting a lot of pressure on being able to go faster." HP Enterprise aims to capitalize on that pressure, even as it's grappling with pressure to grow on its own.
August 20, 2015
TBT: 3000-TV debuts along with Newswire
Twenty years ago this week, the annual Interex conference included two fresh elements for HP 3000 customers. The ones who stayed in conference hotels could watch closed-circuit TV programs devoted to the HP 3000. The 3000 News/Wire made its entrance at Interex 95 in the Metro Toronto Conference Center's exhibit hall, too. We'd driven 500 copies of our pilot issue from Texas to Canada in a minivan to circulate on the show floow. HP drove its pro-3000 message onto the televisions in four Interex hotels.
Those TV shows have essentially vanished without a trace, and Interex 1995 marked the only show where the computer got its own airtime on TVs in public. Hewlett-Packard's 3000 PR crew extended me an invitation to appear on one of the broadcasts to introduce the News/Wire, a piece of great fortune for a publication that had only four pages of print to its credit by that August.
Some fellow named Lew Platt was on another TV segment, talking about his job as CEO. The management roundtable featured a gag where HP executives got asked why IBM usually came to customer meetings dressed casually. HP's execs stood up on cue and shed their coats and ties. VP Ann Livermore, the only woman on the panel, did not have to alter her dress.
At the conference, an HP of about $24 billion in annual sales was introducing the HP 3000 Coexistence Solution Strategy, "a selection of products and guidelines that ensure complete integration among HP 3000 Business Servers and other open systems, including Unix-based computers."
We interviewed general manager Olivier Helleboid for a Q&A to appear in the first full issue, and he already had a sound bite ready about the new strategy. "Wearing one size fits all computing garments doesn't suit our customers facing today's changing technology," he said, adding that the scheme would "make the HP 3000 fit neatly into environments where companies use more than one platform."It was a time when the vendor referred to the "Internet HTTP protocol" as freeware, "and this enables the HP 3000 to be used as a World Wide Web server without any additional hardware." The World part of those W's was still in transit. MPE was missing domain name services, and Netscape's web server would never arrive as a solution for the 3000. The one customer using their 3000 for web services was running an company-wide intranet. But an enterprising engineer from outside of HP got the bedrock of porting up and running that summer. C++ was a new tool.
Mark Klein, then working in the ORBiT Software lab, used his own time and resources to bootstrap the Gnu C++ suite for MPE/iX 5.0. This would make possible the porting of inetd and bootp capabilities, "software that is common to Unix-based environments," HP reminded us. Such 3000 advances seemed to be reflections of what HP's Unix already had on offer.
The "HP-UX multiuser systems" came in for special mention in the company's quarterly results press release, "with particular strength in the telecommunications market." Striving to paint the 3000 in as many industry-standard hues as possible, HP touted Oracle's Transparent Gateway for IMAGE/SQL, and connections to the Sybase database were promised for the first half of 1996.
The management roundtable, an event that featured customers asking unscreened questions of HP VPs, appeared as it often did, "a process that serves as a sounding board for some customers, as black comedy for others, and can sometimes provide information about unmet needs in the customer base."
The flashiest bit of dark humor came from a Japanese customer who reported he'd bought 200 HP-UX servers to date. "The problem is, their quality sucks," said his interpreter. HP's Sales and Marketing chief Manuel Diaz jumped in quickly as the ballroom rocked with laughs. "Somehow, it sounded better in Japanese," he said.
That Interex show rose its curtain in the classic, sticky Lake Ontario summer air, while Microsoft unfurled the Windows 95 banner, 300 feet worth literally draped off a tower in Toronto. Win95 was about to ground NewWave, marking the end of HP's unique R&D into GUI.
I watched an aerial daredevil rappel down the CN tower that week, one of a half-dozen stunts Microsoft staged in contrast to the laid-back HP marketing. Printer sales continued to be a hit with HP's consumers while the company hoped to capture IT dollars with its Vectra PC line.
But not even agent-based object-oriented software like NewWave could spark sales like a Windows campaign that used the Rolling Stones' Start Me Up, trumpeting Win95's new Start button. Paying $3 million for the rights to use the song, Microsoft tattooed it into our brains -- enough that I played it in a loop while I batted out the first edition of our FlashPaper late-news insert as we rolled the presses on the full NewsWire — taking the slash out of our name because being wired was clearly essential to delivering news.
HP was encouraging its customers to watch another sort of TV in the month to come. An HP Technology Close-up Broadcast, MPE and Unix Interoperability and Management, was going to air in HP's offices in September. HP told its customers at the show that if they couldn't be in an HP office that day, they could get a recording on VHS afterward, ordering over an 800-number — in the days when toll-free was only available using the 800 area code.
August 14, 2015
HP drives its stakes between support posts
As August unfolds and HP's final quarter as a combined company unfurls, the corporation that services some of the targets and platforms for 3000 migrators has already divvied up support access. HP Inc. and Hewlett-Packard Enterprise have become separate support systems. Users are being invited to look in more than one place for answers that were previously at a one-stop shop
In early August, Hewlett Packard Enterprise and HP Inc. will provide two different support portals. When you access HP Support Center, you will be able to select a portal for HP Inc. products or a portal for Hewlett Packard Enterprise products.
HP Enterprise business might have fared a little better in the division.
As of August 1st the HP Support Center Mobile application will only be available for Hewlett Packard Enterprise products such as servers, storage, and networking. A message within the application asks you to update to the latest version.
HP is calling the move a "Welcome to our Two-Car Garage." Assigned to the Enterprise arm of HP (to be known as HPE on the stock market), the MPE/iX operating system still has its small outpost in HPE support pages. For the customers who hold an HP Passport login, access to the existing 3000 patches is promised. However, the web-driven access to patches seems to be locked behind the October, 2013 policy that a current HP support contract is required for patch access.
HP-UX customers can purchase such a contract to use the new HPE support site for patching. Since MPE/iX users can't buy such a thing, access to patches is supposed to be free. Getting the patches requires some extra effort, according to independent support providers in the 3000 community. At least looking into the rest of the official 3000 documents — including 64 PDFs of system manuals — remains in a logical place. A special order is still the order of the day to access the patches, though.
We've tracked down 3000 documents at HP before now, but this link is working as of the split up of support sites. (You'll need that Passport to get inside, no matter where you're heading, for migrated platform help, or researching archival documentation.)
August 13, 2015
TBT: An August Switch of HP Bosses
In an August of 16 summers ago, the first woman to lead a Dow 30 corporation waded into her new job as HP CEO. Carly Fiorina took the job that the HP board handed her after it ushered lifelong HP employee Lew Platt out of the top seat at Hewlett-Packard. At the first press conference announcing the transfer of power, Platt got himself hugged by Fiorina. It was a disarming move that signalled new days for the HP hegemony, and two years later, changes for the future of the HP 3000.
Fiorina made her mission the overhaul of the collegial HP, a company whose directors believed had missed the opportunity of the Internet. Platt was at the helm while Sun Microsystems ran laps around larger vendors like HP, as well as IBM. The 3000 was gaining its first sets of Internet-ready subsystems that summer, but Sun was already dug in as the first choice for a way onto the Web.
Fiorina arrived at her HP job too late to make an appearance at that year's HP World conference in San Francisco. It was an unfortunate circumstance, since the conference represented the largest group of HP customers to gather in one spot for that year, as well as many others. HP was celebrating its 60th anniversary, but it was Year One for the changes that would lead to pursuing growth through acquisitions of ever-increasing size. Within two years, the purchase of Compaq would represent Fiorina's boldest stroke, an acquisition that forced the vendor to select which business lines could be eliminated to prevent overlap.
The Compaq community of VMS users made the cut that the 3000 missed, and some in the MPE community believe that Fiorina knew little to nothing about the division whose futures were considered finished. In time it's become evident that most of the relatively-small businesses in HP built on server and OS technology have little future left at the vendor. One well-known 3000 citizen, the final Interex chairman Denys Beauchemin, reported this summer that VMS is experiencing the same fate as MPE, just a decade and a half later. Its heritage isn't saving it, either.In the midst of a discussion about what the Truck Factor is for the 3000 and MPE, Beauchemin said he remembers MPE and its ecosystem fondly, but "dead is dead."
These days, I am watching the same death spiral with VMS, which HP also recently killed but in a somewhat cruel twist they are prolonging the agony a little bit. Now I migrate VMS/Rdb environments to Linux and Oracle. The VMS ecosystem is larger than the MPE one, but it's also older than when HP killed MPE, if that makes any sense. At the last VMS show, I don't think there was anyone under 55.
In the summer that saw Fiorina's ascent, Ann Livermore set aside her campaign for the CEO job and went to work for the HP Enterprise business afterward. HP was trying to catch up in Internet services including its oldest business platform, offering a solution it called e-services, I noted in an editorial.
Livermore’s team wrote the e-services chorus in lightning speed compared to HP’s classic pace. Now she’s the lightning rod for the company’s continuity, and its spark into the top ranks of Internet businesses. Keeping her at HP after a springtime campaign for HP’s top job will be an interesting challenge for Fiorina — perhaps the place the new CEO can make her quickest contribution.
I don’t mean to minimize Fiorina’s ultimate impact on the 3000 community. Having a fresh perspective on the 3000’s prospects could be a turning point. While outgoing CEO Lew Platt was eyeing HP’s bottom line, he could have been looking up to high-profit businesses like the 3000. His HP Way did not nurture a risk-taking environment. But Platt is more than his oversights. He can take credit for creating an environment that opened the door for the changes of Livermore and Fiorina.
Platt has been keenly aware of a woman’s presence earlier in his life, when his first wife died. In a recent BusinessWeek interview he talked about HP giving him the room to grieve, even afternoons off. “It taught me that things I thought were gender-related were not about gender at all, but about the role you are thrust into in life,” he said.
Platt had made his promises about the future of the HP 3000, starting from the first HP user conference where the NewsWire was present. "HP has worked extremely hard with a product like the HP 3000 to make sure that people who have bought it have a good future," he said in another August, four years before his 1999 retirement. He did envision some kind of transition. "We've put an enormous amount of energy to make sure we can roll those people forward," he said, a message I read as extending the lifespan of MPE.
One year after Fiorina took full hold of the reins of HP's future, she was seen in an Interex user group meeting with a pledge of her own, delivered via video. She made special note of the stumbling start for the system during her remarks broadcast 15 years ago, at HP World 2000.
“HP World has grown out of a single customer commitment, one that has lasted 27 years,” Fiorina said. “In 1972 HP introduced the HP 3000, our first multipurpose enterprise computer, a product that has been praised as one of the computer industry’s more enduring success stories.”
“But it didn’t begin that way,” she added. “In fact by many counts it got off to quite a rocky start. The first few systems were plagued by software glitches. And Dave Packard’s personal commitment to his customers turned the HP 3000 story around dramatically. First he sent teams of engineers to work around the clock until the system worked flawlessly. Second, he made sure that any customer upgrades could be easily integrated into existing 3000s. And thanks to his promise to be flexible and grow with the customer, what we’re now calling the e3000 has experienced almost three decades of success, and continues to thrive with a loyal following.”
Platt died at a young 64 years of age in 2005, a wine lover spending his last years enjoying a director's role at a major vintner. Meanwhile, Fiorina promises to make the coming Republican primary season interesting, daring to unseat others with longer track records.
August 07, 2015
Dress Down Fridays, or any other day at HP
Last week we reported on a culture shift at Hewlett-Packard, relaying a story that the company had a confidential memo in the wild about dress codes. Dress up, it encouraged its Enterprise Group workers. The developers and engineers were a little too comfortable in the presence of clients.
The story became an Internet meme so quickly that HP scrambled to sweep the news away. Alan May (above), the HR director of the complete entity now known as Hewlett-Packard Corporation, even made a dandy video of three minutes full of humor, telling the world that HP workers are grownups and professionals. They decide how to dress themselves.
Running with that latest news, a few veterans of the 3000 community decided the story was just made up by The Register, which uncorked the original report based on a confidential memo they'd acquired. El Reg, as the website likes to call itself, must have been lying or worse.
Not so much, even though that HP video is charming. The Register took note of May's comedy, saying "Fun HP video, but none of this changes anything... except one thing: a webpage in the "HP Technology at Work" section of HP.com, dated August 2013, titled "Being smart about casual" and listing do's and don'ts for workplace attire – such as no short skirts or sandals or ripped jeans, and so on. HP still has a link to the article." HP fixed up that link so it now goes to May's fun video.
These are interesting times for Hewlett-Packard, a company that this week shared its Oct. 31 split-up details with support customers. It's not clear if May will be in the Hewlett-Packard Enterprise, or with HP Inc. come November 1. For the sake of the Enterprise customers who were former 3000 sites, we hope he stays in the HP segment serving business computing. His hat calls attention to the picture of Bill and Dave on the cubicle behind him. The founders managed a company with an obvious dress code. White shirt, tie, or a nice top and skirt.
The founding 3000 engineers knew that you only get one chance to make a first impression -- the fits-and-starts launch of the 3000 notwithstanding. It took awhile, but eventually what ran on the HP 3000 inside HP became the focus of customer visits, the same kind of visits that sparked that dress code advice that HP seems to have put under its corporate carpet.On a swell website called the HP Memory Project, contributor Hank Taylor reported on how the array of systems that drove Hewlett-Packard — and had been migrated to the 3000 — impressed customers on visits. Heart, a system that controlled and monitored every sale and transaction across HP, was a showcase.
As the HP 3000 became a stronger and stronger processor, Cort Van Rensselaer had the vision to see that developing manufacturing systems on this platform would have several advantages to the company. It would give us a showplace for customers to see our computers in action. [The 3000 census at HP circa 1996 is below, in a slide made for customers.]
Allan Imamoto made the leap of faith and with his team worked out a way to process Heart on the HP 3000. All these conversions turned out to be a very good thing for the company. During my years with Heart and Corporate Networking Services HP was expanding from the manufacture and sale of engineering products into the business computer market. John Young, the CEO of HP said, "It was hard work; believe me, just getting customers." We were selling to people we had never sold to and at the highest levels in their corporations where we had seldom made contacts before. John said, "IBM owned every company outside of the lab or the factory floor."
The solution to breaking into new companies turned out to be bringing high level executives to Palo Alto to attend HP management seminars where they were introduced to our actual information systems processes. It seems like I was making a presentation, along with many of my fellow IT workers, weekly. These presentations had the credibility of hearing from someone who had actually done the things the customers wanted to do. Heart, Comsys, Manufacturing and Accounting systems were all very impressive to our visitors.
August 03, 2015
HP-UX marks time after five years
When we last visited the HP-UX roadmap, the journey's destination was advice about when to expect the end of 11i v3 support. Plans for system and platform futures have changed greatly since that article of August, 2010. Back then, customers looked like they'd be facing a 2017 end of HP support for the version of the OS that replaced some MPE installations. The good news is that HP-UX support has now been promised through 2025.
The bad news is that HP's dropped plans to introduce any fresh generations of the OS. According to HP's 2015 roadmap, 11i v4 or v5 are nowhere to be seen. HP now plans to carry v3 from 2007 to 2025. An 18-year lifespan for an enterprise OS's major release is remarkable. Serving the expanding needs of enterprise customers with such a base OS, one that's eight years old today, is unprecedented at HP.
These roadmaps change, and sometimes the adjustments jettison implied promises which can form the bedrock of IT investment planning. The current hardware that runs HP-UX is Intel's star-crossed Itanium chipset in the Integrity servers. Support for HP-UX on the PA-RISC HP 9000s ended last year.
Five years have elapsed since any HP roadmap promised a newer future. This year's version of the HP-UX roadmap shows no forward march in a major release. HP's Unix is marking time, but there are promises of some refreshment. Like any platform roadmap of our modern era, the one for HP-UX "is not a commitment to deliver any material, code or functionality and should not be relied upon in making purchasing decisions." HP 3000 managers who remember 3000-centric conference roundtables will recall what those public promises add up to. Any of those managers who put dollars into Unix are looking at a future with few changes.In our research today we found this opinion about platform futures: "The hardware-software vendor dichotomy is so 20th Century." The comment was offered in reply to a chart that tracks the fortunes of technology suppliers. HP's valuation has waned while new-gen companies like Google and Apple have soared. But only one company that builds its own OS and hardware has seen its valuation soar: Apple. It's a mobile-hardware supplier in its predominant facet by now. And Apple promises nothing about prior OS release support.
However, that's not a market that's in decline like Unix (even though the heart of Apple's OS X is Unix). Choices for mobile environments can now command as much spending as a company's purchase of enterprise environments. But on average, the individual company's investment in HP-UX far outstrips any mobile choice.
What's a company that's commited to HP-UX to do? HP says they should mark time and stay put as long as they want, at least another decade. But with the final release of Itanium's chip line coming this year, and HP-UX parked at a major release that made its debut in 2007, signs point to much easier management for Unix customers who've bought from Hewlett-Packard. Such is the outlook for a company that's bought into HP-UX, a slide toward a stable environment that borders on static as the next 10 years roll by.
The refreshes are more than nothing at all — that post-2007 limbo that MPE/iX fell into. Improved IO and storage management, faster recovery times, extended data security, better and more dynamic virtualization uptime, converged infrastructure and cloud management: these are all that the Unix customer is being promised as of this year. Timing on these is as fluid as anything promised to MPE/iX from 2003-10. When to change horses for software platforms is a question for this year's IT planning, unless a 10-year march in place is a better strategy. HP 3000 customers have done that. They've done it without HP's support ever since the year that previous, v4/v5 HP-UX roadmap emerged.
July 28, 2015
Winds of change blow through HP's closets
It's time to check back in with Hewlett-Packard, the vendor providing enterprise servers and solutions for a meaningful section of the 3000 migrators. Our latest news update involves poaching employees and a nouveau dress code, a subset of the things that any splitting-up corporation might be handling.
Details of the HP split into HP Enterprise and HP Inc were rolled out earlier this month, and there's explicit language on how the workforce will be handled once it is halved. Each of the new entities has a one-year embargo on even approaching the other's employees for hiring. For the six months beginning in November of 2015 -- a period when a lot of serious hiring gets delayed -- the two companies cannot hire from the other's ranks. If an employee is fired by Enterprise or Inc, then it's open season.
To sum up, if a talented HP staffer wants to work at the other HP before next June, getting fired is the fastest way to get permission. That might turn out to matter more than it appears, since the company just floated a memo in the Enterprise Services group, including HP-UX and Proliant operations, about professional dress, according a report from the website The Register.
Men should avoid turning up to the office in T-shirts with no collars, faded or torn jeans, shorts, baseball caps and other headwear, sportswear, and sandals and other open shoes. Women are advised not to wear short skirts, faded or torn jeans, low-cut dresses, sandals, crazy high heels, and too much jewelry.
It wouldn't be unprecedented. When former CEO Carly Fiorina took her first tour of former Compaq facilities, post-merger, employees there were told to don "western wear" as a welcoming gesture.
That was at least a merger. Nothing the size of Hewlett-Packard has ever tried to cleave itself into two complementary pieces remaining in the same business sector. This is uncharted territory, but a dress code memo and limited job transfer options might deliver some new talent into the non-HP workforce. Meanwhile, the current CEO says that turning around the company has been relatively easy.That memo isn't public, but the workforce hiring practices are part of an SEC Form 10 filing that runs more than 300 pages. HP's issuing new email addresses for the employees leaving the full company to work for Enterprise. It will now be hpe.com, although the old addresses will work for a year from the Oct. 31 split-up date.
CEO Meg Whitman, who'll lead Enterprise, said latest chapter of her turnaround of the company is easier than running for California governor. On a Bloomberg TV show, Whitman said running her political campaign that lost the election was harder than a turnaround.
You know, you get up every morning, and you fight the good fight, and you win hearts and minds of HP people, and you restore the confidence of customers and partners. So it’s been hard but it’s been really gratifying. And I have to say, relative to running for governor, this is easy.
The nuances and operational detail of creating two $60 billion entities — which will partner to buy supplies, to jointly sell products to customers, and to share patents and other intellectual property — might start to tax Whitman's estimation. Intellectual property at HP is held in the HP Development Company. The MPE/iX licensing is probably going to remain with Enterprise. If there were any technical resources in the 3000 community that want to take on that license, HP may be up for cleaning out its Enterprise closets.
Sorry, just kidding. Nobody wants those engineers to stop wearing t-shirts, either, do they? It's an exercise for the reader to decide which proposition seems sillier in this season of change at HP.
July 20, 2015
The Weekend a User Group Went Lights-out
Ten years ago this week, the Interex user group went dark in both a digital and literal way. The organization that was launched 30 years earlier to serve HP 3000 customers took down its website, shuttered its servers, and shut out the lights to lock up its Sunnyvale, Calif. offices. A bankruptcy went into its opening days, one that would take more than two years to make its way into Federal Court. But the immediate impact was the loss of the tent-pole gathering for the 3000 community, that year's annual HP World conference.
Millions of dollars in hotel guarantees, prepaid advertising, and booth exhibitor rents went unpaid or unreturned. It was more than the loss of an event that had a 28-year history of joining experts with customers. The Interex blackout turned off a notable light that might've led to a brighter future for a 3000 community still looking for answers and contact with vendors and expertise.
Looking back from a decade later, signs were already evident for the sudden demise of a multi-million dollar organization with 100,000 members of some pedigree. Tens of thousands of those members were names in a database and not much more, places where the Interex tabloid HP World could be mailed to generate advertising revenues. A core group of users, devoted to volunteering and rich with tribal, contributed knowledge about HP's servers, was far smaller.
Interex was all-in on support and cooperation with the Hewlett-Packard of 2005, but only up to a point on a crucial user group mission. The group was glad to re-label its annual conference after the vendor, as well as that monthly tabloid. HP held the rights to both of those names once the group made that transition. There was an HP liaison to the group's board for decades. The key managers in the 3000 division made their first-person 2002 articles explaining HP's 3000 exit available to the Interex publications. Winston Prather wrote "it was my decision" on pages published by Interex.
But in 2004, HP sowed the seeds of change that Interex watered with a no-collaboration decision. User groups from the Digital VMS community agreed to cooperation with HP on a new user conference, one to be funded by HP. Interex's directors polled the member base and chose to follow an independent route. The Interex board would stick to its plans to exclusively produce the next HP World. Advocacy was at stake, they said, and Interex's leaders believed the group would need its own annual meeting to keep asking HP to do better.
HP began to sell exhibitor space for an HP Technology Forum against the Interex HP World booths. Just before the HP World San Francisco Moscone Center wanted its final payment — and a couple of weeks after exhibitors' payments were in hand — the tune the 3000 world heard was Boom-boom, out go the lights.The user group struggled to maintain a financial balance in the years following the Y2K ramp-up, according to one of its directors, an era when attendance at the group's annual shows fell steadily. Membership figures for the group, inflated to six figures in press releases during 2004, included a very broad definition of members. Hotels were reserved for two years in advance, with payments made by the group and still outstanding for millions of dollars.
One conference sponsor, Acucorp, was told by an Interex ad rep that the staff was led to the door. A user community labored mightily to recover contributed white papers, articles, and software from a company that was selling conference memberships right up to July 17.
Ten years ago on this very date, HP was already at work gathering up the orphaned attendees who held prepaid tickets and registrations as well as exhibitors with no show to attend. HP offered a complimentary, comparable registration to the Technology Forum for paid, registered attendees of HP World 2005. HP also offered discounted exhibition space at its Forum to "non-HP competitors" exhibiting at or sponsoring HP World 2005. If you were IBM, or EMC, and bought a booth at the Interex show, you had no recourse but to write off the loss.
The shutdown was not orchestrated with the cleanest of messages. Interex.org, a website archived hundreds of times by the Internet Wayback Machine since 1996, posted a report that was the equivalent of a busy signal.
It is with great sadness, that after 31 years, we have found it financially necessary to close the doors at Interex. Unfortunately our publications, newsletters, services and conference (HPWorld 2005) will be terminated immediately. We are grateful to the 100,000 members and volunteers of Interex for their contributions, advocacy and support. We dearly wish that we could have continued supporting your needs but it was unavoidable.
Within a week, planning from the 3000 user community was underway to gather together any customers who were going to the HP World venue of San Francisco anyway -- since they were holding those nonrefundable tickets, or had already paid for hotel rooms.
Companies go broke every day, victims of poor management, bad luck, or unavoidable catastrophe. Few organizations can avoid closing, given enough time. But for a founding constituency that based its careers on a server that rarely died, the sudden death of the group that'd been alive as long as the 3000 was striking, sad — and a mark of upcoming struggles for any group built to serve a single vendor's customer base. Even a decade earlier, according to former Interex chair Jane Copeland, a proposal to wrap up the group's mission was offered in an ever-growing heterogenous computing world.
“When I left, I said they ought to have a dissolution plan,” said Copeland, owner of API International. “The former Executive Director of Interex Chuck Piercey and I tried to get the board to do it — because we didn’t see the purpose of a vendor-specific group in an open systems market.”
A change in HP’s CEO post sealed the user group’s fate, she added. The arrival of Carly Fiorina shifted the vendor’s focus away from midrange computer users such as HP 3000 and HP 9000 customers.
“I think HP is probably the cause of this more than anything,” Copeland said. “As soon as [CEO] Lew Platt left HP, that was the end of Interex. Carly Fiorina wasn’t interested in a user group. She just wasn’t user-oriented. Before Fiorina, HP had one of the most loyal customer bases in the industry. She did more to kill the HP brand than anyone. She killed it in such a way that the user group’s demise was guaranteed as soon as her reorganization was in place. She didn’t want midrange systems. All she was interested in was PCs.”
Another HP 3000 community member saw HP's declining interest in the server as a signal the user group was living on borrowed time. Olav Kappert, whose IOMIT International firm has served 3000 customers for nearly 30 years, said HP looked eager to stop spending on 3000-related user group events.
"HP would rather not spend another dime on something that has no future with them,” he said. “It will first be SIG-IMAGE, then other HP 3000 SIGs will follow. Somewhere in-between, maybe even Interex will disappear."
June 30, 2015
Run-up to HP split-up sees enterprise splits
Later this week, Hewlett-Packard will announce the financial roadmap for the business that will become HP Enterprise, holder of the futures of the HP 3000 replacements from the vendor. More than the accounting is in flux, though. Today the vendor announced the executive VP of its Enterprise Group will be gone before the split-up takes place.
Bill Veghte will split the HP scene, leaving "later this summer to pursue a new opportunity." Big vendors like HP rarely track where an exec like Veghte is heading next. It's not in the same direction as the business that makes Integrity servers, the HP-UX operating environment, or the competitive mass storage product lines that some migrators have invested in.
He's been leading the efforts to separate the consumer printer PC side of HP from its Enterprise sibling, a sort of cleaving of what's become a Siamese twin of business at the vendor. It's been a project underway since last fall, employing Veghte after COO work. This is not the kind of announcement you want to release before a massive split is completed. HP's original estimate for revenues of HP Enterprise was $58.4 billion, larger than the PC-printer side.
There have been exits from a seat this high before at HP. Dave Donatelli left the company, and now has landed at arch-rival Oracle. From a tactical perspective, or at least not quite as customer-facing, HP's got to clone 2,600 internal IT systems, extracting and separating the data inside. It's the opposite effort of a merger, with no safety net. The Wall Street Journal says the IT enterprise split could stall the split-up of the company, if the project doesn't go well.It's not all glum forecasting among the enterprise industry analysts, though. One report from banking firm Raymond James says the divided HP could purchase its longtime rival EMC. "We continue to believe that an acquisition of EMC by HP is more than a distinct possibility, as HP strives to increase shareholder value following its tax-free spinoff in November, while EMC deals with a high-profile shareholder activist," the report says.
Donatelli was an EMC kingpin before he arrived at HP, a move that EMC sued over during Donatelli's earliest HP months. The EMC scheme didn't have traction anyplace but the Raymond James report. But HP and EMC have tried to merge before, with almost a year of discussions that petered out last fall. HP announced its split-up plans in the same timeframe.
HP's stock dipped below $30 a share today, and it's down about 12 percent over the past month.
June 04, 2015
More open HP shares its source experience
It's not fair to Hewlett-Packard to portray its Discover meeting this week as just another exercise in putting dreams of industry-rocking memristor computing to rest. The company also shared the source code for one of its products with the world, a tool the vendor has used itself in a profitable software product.
HP’s Chief Technology Officer Martin Fink, who also heads up HP Labs, announced the release of Grommet, HP’s own internal-use advanced open source app. The platform will be completely open source, licensed for open use in creating apps' user experience, or UX as it's known in developer circles. Fink said Grommet was HP’s contribution to the IT industry and the open source community.
HP says "Grommet easily and efficiently scales your project with one code base, from phones to desktops, and everything in between." The vendor has been using it to develop its system management software HP OneView for more than three years. The code on GitHub and a style guide help create apps with consumer interfaces, so there's a uniform user experience for internal apps. Application icons like the one on the left are available from an interface template at an HP website.
The gift of HP's software R&D to a community of users is a wide improvement over the strategy in the year that followed an exit announcement from MPE/iX futures. A campaign to win an MPE/iX open source license, like the Creative Commons 4.0 license for Grommet, came to naught within three years of that HP notification. There were some differences, such as the fact that HP still was selling MPE/iX through October of 2003, and it was collecting support money for the environment as well.
The 3000 community wanted to take MPE/iX into open source status, and that's why its advocacy group was named OpenMPE. It took eight more years, but HP did help in a modest way to preserve the maintainability of MPE/iX. The vendor sold source code licenses for $10,000 each to support companies. These were limited licenses, and they remain a vestige of what HP might have done -- a move not only echoed by Grommet, but reflected in HP's plan to move OpenVMS to a third party.
"I guess there is a difference between licensing the MPE code and then distributing it," our prolific commenter Tim O'Neill said last week.
I have heard that HP hangs onto the distribution rights because they are afraid of liability. Surely they do not, at this point, still seek to make money off it, do they? Is there some secret desire within HP to once again market it?
It feels safe to say not a bit of desire exists in HP today, even though Grommet shows the vendor can be generous with more mainstream tech. In at least one case, HP's offer of help with MPE's future was proactive, if not that generous.Steve Suraci of Pivital Solutions tells a story about that MPE/iX source license. He was called by Alvina Nishimoto of HP in 2009 and asked, "You want to purchase one of these, don't you?" The answer was yes. Nobody knew what good a source code license might do in the after-market. But HP was not likely to make the licensing offer twice, and the companies who got one took on that $10,000 expense as an investment in support operations.
Pining over Grommet or the sweeter disposition of OpenVMS won't change much in the strategy of owning or migrating from MPE/iX. Open source has become a mainstream enterprise IT scheme by 2015, pumped up by the Linux success story. O'Neill said he still believes an open source MPE/iX would be a Linux alternative. He reported he recently discovered the Posix interface in MPE/iX. Posix was supposed to be a way to give MPE the ability to run Unix applications, using 1990 thinking.
The aim for Posix was widely misunderstood. It was essential to an MPE/iX user experience that didn't materialize as HP hoped. But John Burke, our net.digest and Hidden Value editor for many years, noted in the weeks after that exit announcement that HP's training on Posix expressed that desire of bringing the Unix apps to the 3000.
The following is an example from HP training:
"Before we proceed, let's stop to ask a question, just to ensure you've got the fundamental idea. Which of the following statements best summarizes the reason why HP has brought POSIX compliant interfaces to the MPE/iX operating system and the HP3000?
- POSIX is the first step in HP's plan to move all HP3000 users to UNIX
- POSIX is a tool that HP is using to bring new applications to MPE from the UNIX environment.
- POSIX is a piece of software that HP is using to eventually combine the HP3000 and the HP9000 into a single system.
Choose the best answer, and press the corresponding key: ‘1’, ‘2’ or ‘3’."
June 03, 2015
HP's Machine dream migrates off OS plan
The HP Discover show has wrapped up its second day, an annual event full of sales and engineering staff from the vendor as well as high-line customers. The show included an introduction of the new logo for the Enterprise half of Hewlett-Packard, a spinoff the vendor will cleave off the company in October. It's an empty green rectangle, something that drew some scorn an an icon bereft of content or message.
CEO Meg Whitman said the green represents growth and the rectangle is a window on the future. We can only hope that a logo for a $65 billion corporation that turns out to be a rectangle in green has a good discount attached to the project's invoice.
But another session today that can be consumed on Livestream.com showed a consistent removal of substance from HP's dream factory. The Machine, a project that reportedly was attracting more than half the R&D budget for the full corporation, had its mission backed away from the platform that promised to lead into computing's future. A computer built around the long-pursued memristor will make a debut sometime next year, but bearing standard DRAM chips instead. Of greatest interest to HP 3000 customers, former and those still current, is abandoning the R&D to create a Machine operating system.
An OS for the Machine would have been HP's first such project since MPE. HP hasn't built an environment from scratch since MPE was introduced in the 1970s. Its Unix began in Bell Labs with System V, NonStop was created at Tandem, and VMS was the brainchild of DEC. The Palm OS came from the company of the same name, and HP sold that software to Samsung to be used in refrigerators. HP's head of Labs Martin Fink said that Linux will be the software heartbeat of the Machine going forward. Creating a computer that runs Linux: Nothing there to suggest there's new love for software R&D in Fink's labs.Fink told the New York Times regarding the Machine that "Big will happen first, small will happen later." He was talking about the scale for the Machine, at first being a 320TB RAM device before becoming sized for smartphones and printers.
Big has developed a way of happening later at HP, not first.
The most telling part of this retrench of this big idea: falling back to a customized Linux as the operating environment for the Machine. Operating systems are big, but HP's not going to force software developers to learn something that has a chance to change the world's computing, as proposed for the Machine last year.
In the main hall of the Las Vegas show, thousands of customers and HP employees watched a clip from Avatar as evidence of HP's ambitions during today's talk. When the clip ended, the hall was silent. "You can clap for that, c'mon," Whitman said. She announced three sequels to come, called the movie a franchise, and adding that HP Enterprise has a five-year partnership with the creators of Avatar. HP's goal is create a rich user experience for the science fiction of James Cameron's films.
Science fiction about computer science might be for sale before the first sequel airs in 2017. HP's keynoted Discover content is all available on Livestream this year, for the first time. Tomorrow is the final day for the event.
May 21, 2015
HP disses synergies as Q2 flows downhill
Penetration rates increased for HP's Business Critical Systems in the company's second quarter of 2015, year over year. And the corporation that sold thousands of HP-UX systems from that BCS to HP 3000 migrators reported that it has spent more than $400 million in dis-synergies in the just-finished quarter. Such were the milestones of financial jargon delivered to explain Q2 business. On the strength of profits that met expectations, analysts said the last 90 days of business didn't sink the SS Hewlett-Packard any further.
But the $25.5 billion in sales dropped from last year's Q2, and the revenues fell from the previous quarter as well. HP is selling less -- especially in the enterprise servers it created like Integrity -- and its already spending hundreds of millions to split itself into Enterprise and PC-printer companies. Halfway through the final year when all of that business is under one corporate banner, the company is looking ahead to rising reports as a split-up entity.
"HP is becoming stronger as we head into the second half of our fiscal year and separation in November," said CEO Meg Whitman at this afternoon's analyst briefing. The stock had closed at $33.83 and rose about 40 cents a share in after-hours trading.
The strength of the company, a subject of interest only to the 3000 customers who've chosen HP for migrations, must be measured in more than the price of its stock. HP hopes so, at least, since HPQ is trading in the same middle $30 range of 2011. Whitman has held her job since then, a time when PC pursuits and big-ticket acquisitions were the order of the day.
Now HP is merging with a new sense of focus. Merger and acquisition plays have both negative and positive prospects. Savings come through synergies. Declines come through dis-synergies, something HP wrote off as restructuring and separations costs that totalled more than a half-billion dollars.Revenues flowed downhill in all HP segments tied to systems and devices: PCs, printers, and HP-built enterprise servers. Industry Standard Servers sales rose, and HP is looking forward to the migration of customers from Windows 2003 to 2012 to lift sales of Intel-based products. The sales in Business Critical Systems declined another 15 percent versus Q2 of 2014. Year over year declines in BCS have arrived in steady measure for the last four years. But the Enterprise Group where BCS lives -- a unit that'll be a part of this fall's newly-minted HP Enterprise Corp. -- reported just a $7 million drop in profits. Sales were off $84 million.
Business Critical Systems sales -- all of the revenues from HP-UX, OpenVMS, and NonStop servers, plus allied software -- dropped below $200 million for the first time in Q2. "The team delivered growth in operating profit dollars," said CFO Cathie Lesjak, "by improved gross margin and operating expense management." Selling and working out of BCS is a cost-wary enterprise in 2015.
Superdome X and NonStop X are a pair of server projects that will take those platforms across the HP-built to industry standard divide, and HP says those prospects hold hope for the future of those systems.
The price of a better future for a divided HP is those dis-synergies. One definition of this business term:
- Lower employee productivity during a period of due diligence or arising from the uncertainty of the takeover
- Loss of key employees to competitors
- Underestimating the time and complexity of merger integration, particularly integrating different systems
- Loss of customers who may decide that they wish to reduce the total amount they spend with the two businesses once combined or (worse) switch to a different supplier altogether.
In HP's case, that merger is the classic-line Hewlett-Packard business, enterprise computing, with the realities of competing in 2016 and beyond.
May 20, 2015
Discovering HP's Futures
In a couple of weeks HP computer users will gather for an annual conference in North America. For the past five years, the meeting has been called HP Discover. This year's event is promising to show off visions of the future. Pictures of stalwart enterprise community members will be harder to find.
Among the HP technologies developed as computing environments, only HP's Unix will have a Special Interest Group Forum at the June 2-4 conference. Searching the sessions database for the letters VMS -- pretty special to the Digital customers that HP preferred to serve futures to versus 3000 sites -- yields no hits. If VMS is being discussed at HP Discover, it's likely to be just a topic on the floor.
Stromasys will be on that floor, talking about several platforms whose HP futures have already or will soon enough expire. Charon HPA, emulating the HP 3000 hardware, as well as virtualization products for the Digital systems and even Sun's Solaris computers will be demonstrated. Sarah Smith of Stromasys says it's a regular stop in the company's itinerary.
"At the booth we'll be doing demos of Charon," she said. "We've been going for years. VAX, Alpha, and PDP were all DEC products, so we talk about all of them at Discover."
Meanwhile, HP will be talking about many commodity solutions along with The Machine, its project to deliver six times more power than current computer systems on 1.25 percent of the energy. Its big idea is universal memory, driven by the elusive memristor HP first began discussing in 2008. Universal memory is as inexpensive as DRAM, as speedy as static RAM, as non-volatile as flash memory, and infinitely durable. The Machine is an HP Labs project reputed to have requisitioned 75 percent of the Labs' resources. Its delivery date is far enough out in the future that hearing about its potential is still just about all anybody expects this year, or next.The HP North American shows were once all about users, and then after awhile, all about the products the vendor had delivered and were in use in the field. The HP 3000 slipped out of the session list at HP Discover around 2010, and now the VMS platform hasn't qualified for as much time as The Machine. The conference does gather a nice sheaf of customers to go along with a thicket of HP staff. Even before the show was renamed from the HP Tech Forum, it had tilted toward sales-to-customer events with more than a few NDAs to keep out the riff-raff.
HP Innovation Brought to Life in Film will tell attendees they can "Get a glimpse into some of the revolutionary technologies HP is tackling that address the most complex challenges and opportunities for our customers and our society in the next decade and beyond." There's not much point in setting out session times for an hour on something like improving performance of an HP-specific database, because by now such a thing has dropped off HP's discovery map. That's 20th Century computing, anyway.
But despite the habit of eschewing topics like VMS, MPE, and other HP legacy creations, the company hasn't lost its taste for invention altogether. A panel of HP Labs researchers will offer "a closer look at what it takes to make The Machine change everything we know about computing. This radical new approach will fuse memory and storage, flatten data hierarchies, bring processing closer to data, embed security throughout the hardware and software stacks and enable management of the system at scale."
There was a time when HP's chalk talk about such a product would only have emerged when the product shipped, or at least was priced. When the first HP 3000 Spectrum systems -- the PA-RISC emulated by Charon -- slipped into release, the HP Journal ran tech articles on how they were breaking ground. Aiming at a high bar like "changing everything we know about computing" sounds a lot like a concept film of the 1980s or 1990s HP. Great fun, but perhaps not as immediately useful as the networking within a SIG Forum. At least HP-UX still has that much to count upon in two weeks' time.
February 27, 2015
Dow hits record while HP shares fall out
On the day the Dow Jones Industrial Average reached a record pinnacle, Hewlett-Packard released quarterly results that pushed the company's stock down 10 percent.
HP is no longer in the Dow, a revision that the New York Stock Exchange made last year. HP is revising its organization this year in preparing to split in two by October. The numbers from HP's Q1 of 2015 indicate the split can't happen soon enough for the maker of servers targeted to replace HP 3000s. The company is marching toward a future more focused on enterprise systems -- but like a trooper on a hard course, HP fell out during the last 90 days.
HP said that the weakness in the US Dollar accounted for its overall 5 percent drop in sales compared to last year's first quarter. Sales would have only fallen 2 percent on a constant-currency basis, the company said. It mentioned the word "currency" 55 times in just its prepared marks of an earnings conference call this week. The 26.8 billion in sales were off by $1.3 billion on the quarter, a period where HP managed to post $1.7 billion in pre-tax earnings.
That $1.7 billion is a far cry from Apple's $18 billion in its latest quarter profits. HP's arch-rival IBM is partnering with Apple on enterprise-caliber deals.
Meanwhile, the still-combined Hewlett-Packard has rolled from stalled to declining over the last 18 months, which represents some of the reason for its bold move to split itself. "Enterprise trends are set to remain lackluster absent a transformative acquisition," said one analyst while speaking to MarketWatch this week. Two-thirds of the $5.5 billion in Printing came from supplies. Ink is still king in the printing group
Industry Standard Systems (Intel-based Windows servers) provided the lone uptick in the report. Sales of products such as the newest Gen9 ProLiants lifted the revenues up 7 percent compared to the Q1 of 2014. HP is ready to take advantage of upcoming rollovers in Windows Server installations.Results from the Enterprise Group delivered another chorus of downbeat numbers for the Business Critical Systems operations. The group where HP's Unix and VMS enterprise servers are created saw its sales fall 9 percent from last year's Q1. Of course, that period showed a revenue drop as well. BCS operations -- where the HP 3000 resided when it was a Hewlett-Packard product -- haven't seen any recovery in more than two years.
BCS results have been so consistently poor that HP considered that 9 percent drop a good sign. "We also saw some recovery in business-critical systems," said CFO Cathie Lesjak, "with revenue down only 7 percent in constant currency or 9 percent as reported."
Lesjak pointed out to the analysts on its conference call that hardware such as the Integrity HP-UX servers are vulnerable to the value of the US Dollar.
Our personal systems and our Enterprise Group hardware businesses have very little in natural hedges, as our component contracts are typically in US dollars. As a result, these businesses are disproportionately impacted by currency movements. However, we do have some ability to increase pricing in response to currency movements, while being mindful of competition and potential negative impacts to customer demand.
HP is expecting all of the 2015 hardware growth in the Enterprise Group to come from its Gen9 lineup of ProLiant systems. Windows Server 2003 has an expiration date for its support coming up in July, an event that HP believes will give it some fresh wind in its enterprise sales.
"I think we are really well positioned to take advantage of Windows 2003 refresh, just as we were from the XP migration and the PC business," said CEO Meg Whitman. "I think we feel really pretty good about that business for the reminder of the year. And I think we are very well positioned .and the Gen9 server was dead-on, from the market perspective."
February 12, 2015
TBT: Sure, there's 20 more years of the 3000
Just 22 years ago this month, the leader of the HP 3000 division figured HP would still be selling and supporting HP 3000s working in businesses today. Glenn Osaka was in his first few months running what HP called CSY, a group that was coming up hard against HP's own Unix sales force.
"I think there's another 20 years in it," he said in 1993, "but I can tell you that 20 years from now, we'll probably look back and the 3000 won't be looking at all like it looks today."
Nobody could see a virtualized server looking like HP's proprietary hardware. PA-RISC computing was just becoming dominant. In 1993 there was no serious emulation in enterprise servers, let alone virtualization. The magic of Charon had not even dawned for the Digital servers where the Stromasys product notched its first success.
But HP was thinking big in that February. Osaka said the 3000 was about to take on "applications that traditionally would have been thought of as IBM mainframe-class applications. That program is going gangbusters for us. To get that new business on the high end of the product line is very effective for us, because it's the most profitable business we can do. More and more of our new business is going to come from people who are coming from mainframes."
The division was posting annual growth of 5-10 percent, which might have been impressive until HP compared it to 40 percent annual growth in its Unix line.
In a year when HP was just introducing a Unix-like Posix interface to MPE, Osaka said HP's "work that we're doing on Unix is very easily leveraged to the 3000, and we're simply using our sales force to help us find the opportunities to bring it to market first."
He identified the newest generation of the 3000's database as "SQL for IMAGE," something that would help with relationships with partners like Cognos, Gupta Technologies, PowerSoft and more. What HP would call IMAGE/SQL "will give our customers access to these partners' tools without having to change their database management system." A new client-server solutions program was afoot at HP, and the 3000 was being included on a later schedule than the HP 9000 Unix servers.
The server would "carve itself a nice, comfortable niche in some of the spaces we don't even really conceive of today, particularly in transaction-based processing." Osaka would hold the job until 1995, when he'd become the head of the Computer Systems Business Unit at HP. By that time, he'd guessed, HP would still be able to show its customers that "the level of capability that we provide on the 3000 is higher" than HP Unix servers.By the time we interviewed Osaka three years later, in a new post in 1996, he'd dialed back his forecast to say "we have at least 10 more years of very strong presence in large companies and medium sized companies with the 3000 in the marketplace. What I don't know is what people are going to buy. For a long time I have had as a core belief that the life of any computer is tied to the lifespan of the application."
But by 1996, with his unit containing both Unix and MPE divisions, Osaka was giving us at the NewsWire the first notes of warning that things had changed for the server inside HP. In our September 1996 Q&A, he said new applications ought to be launched on other platforms.
The whole dynamics around the application software industry have changed. Because of Microsoft, it's turning into a volume marketplace, and there's not enough volume in the 3000 business to fuel the early growth of such companies. If I were a developer, depending on what kind of application, I'd say put it on Oracle, or Informix, or NT BackOffice. Then I'd feel more comfortable I'd get a return.
You're making us glad we didn't ask you about the NewsWire's chances when we started.The NewsWire is an interesting thing. Information that is critical to this user community has high value, because HP has become less effective at delivering that information to the broad user base. That's a viable business plan, but there are others [in this market] that people talk to me about that don't quite make so much sense.
We left that interview feeling lucky to have pushed out our first year of a publication that was doing what HP couldn't do so well anymore. We'd also be facing the hard reality, within five years, that HP couldn't manage a belief in any future role for the server beyond 2006.
Osaka left HP within two years of our second interview, moving on eventually to Juniper Networks and other high-tech firms. Today he's a private consultant and advisor. Of his work in the 3000 division, MB Foster's Birket Foster says on Linked In
Glenn provided leadership and "out-of-the-box" thinking when running the CSY division. Glenn saw value in the software vendor community, completing solutions for mutual customers. Glenn assisted the formalization of the SIG SoftVend meetings, to exchange directions with software vendors and facilitated non-disclosure meetings for access to MPE source, and working with tool/utility software vendors.
February 05, 2015
Getting Chromed, and Bad Calls
The HP 3000 made its bones against IBM's business computers, and the wires are alive this week with the fortunes of Big Blue circa 2015. Starting with meetings yesterday, the company is conducting a Resource Action, its euphemism for layoffs. IBM employees call these RAs, but this year's edition is so special -- and perhaps so deep -- it's got a project name. The cutting is dubbed Project Chrome, and so the IBM'ers call getting laid off Getting Chromed.
Hewlett-Packard has never wanted to call its layoffs by their real name either. The first major HP layoff action during the 3000's watch came in the fall of 1989, when more than 800 of these separations were called "being excessed." Employees had four months to find a new place inside HP, but had to search on their own time. Engineers and support staff were given the option to remain at the company, but jobs at plant guard shacks were among their new career options. Another virulent strain of HP pink slips came in the middle of the last decade, one of the purges in pursuit of better Earnings Per Share that pared away much of the remaining MPE/iX expertise from the vendor.
Aside from bad quarterly reports, these unemployment actions sometimes come in the aftermath of ill-fated corporate acquisitions. This week on CNBC's Squawk Box, analysts identified HP's Compaq merger as one of the worst calls of all time. The subject surfaced after the questionable call that led to a Seattle defeat in Sunday's SuperBowl. A big company's failures in new markets can also be to blame for getting Chromed. IBM has seen its revenues and profits fall over the last year, while mobile and cloud competitors have out-maneuvered Big Blue.
IBM has already shucked off the Cognos development tool PowerHouse as of early last year, but now comes word that other non-IBM software is getting its support pared back in the RA. In the IEEE's digital edition of Spectrum, one commenter made a case for how IBM is sorting out what's getting Chromed.
The digital article on the IEEE website also includes some reports that employees over 40 have been targeted. They then saw the company threaten to withhold severance packages if age-discrimination lawsuits were filed.
I am the last US resource supporting a non-IBM software package, which is in high demand globally -- yet the powers that be seem oblivious to it. Rather than create a dedicated group to go after that business, they cut anyone with that skill, since it is not an IBM product and therefore, "not strategic." Unfortunately the company continues to gamble on their Tivoli products, which clients seem to embrace about as much as Lotus Notes, rabies and bird flu.
HP and IBM have a lot in common in their workforce makeup. Both employ more than 300,000 workers as of last year, and while those numbers lead the industry, neither is among the top 15 employers worldwide in headcount. However, HP and IBM manufacture goods, so they look up at the largest manufacturing worker employer, Volkwagen. There are 555,000 VW employees.
HP's employee count rose into six digits, and then doubled again, as a result of two acquisitions. Compaq drove the headcount to above 140,000, a 65 percent increase. Then in 2008, EDS became an HP operation, and the headcount soared to 349,000. Since 2011, the workforce at the vendor that's still working to sell some HP 3000 replacements has dropped by 15 percent. The current HP layoff plan — a layoff strategy has been in place for more than five year — calls for a total of 55,000 job eliminations by the end of this fiscal year.
These employee cuts are the result of relentless pursuit of EPS growth, so that the numbers reported to shareholders can show an increase in spite of flat to falling revenues. Stock prices at HP have recovered to 2005 levels amid the HP layoff march. But IBM's share price took a 12 percent dive on a single day this fall, is now below its mark when current CEO Ginni Rommety took over, and hovers today around $160 a share.
Rommety was rewarded for her performance in 2014 with a $1.6 million bonus. The tepid stock of IBM made it "the worst performer in the Dow Jones Industrial Average for a second straight year," according to Bloomberg News. The company that once proudly wore the reputation "nobody ever got fired for buying IBM" is doing a lot of firing this week.
February 02, 2015
HP's new roster: same minds, old mission
HP has announced its new management lineup for the split company, but many key positions for the refocused Hewlett-Packard Enterprise won't change in the reorganization. Hewlett-Packard Enterprise is the name for the corporation that will sell, support and even develop the HP suggested replacements for the HP 3000. Customers who invested in HP's Unix servers, or even those using HP's ProLiants as Linux hosts, will care about who's leading that new company.
But those customers won't have to spend a great deal of time tracking new faces. Current HP CEO Meg Whitman will head the company that promises to increase its focus on enterprise computing, the kind that HP 3000s have done for decades. While reading the tea leaves and doing the Kremlinology for the heads of HP computer operations, the following leaders are unchanged:
- Cathie Lesjak will be the Chief Financial Officer
- John Schultz will be the General Counsel
- Henry Gomez will be the Chief Marketing and Communications Officer
- John Hinshaw will be the Chief Customer Officer and lead Technology & Operations
- Martin Fink will be the Chief Technology Officer and lead Hewlett-Packard Labs
While remaining as the General Manager of Enterprise Group, Bill Veghte will lead the Hewlett-Packard Enterprise separation efforts. He's not doing a small job now. The Enterprise group is a $28 billion annual revenue business that includes server, storage, networking, technology services, and cloud solutions. Giving him transition duties is reminiscent of the days when leading the HP 3000 operations as GM had devolved into a part-time job, shared with the GM duties of HP's Business Intelligence Unit. It's different this time; there's a second-in-command who'll manage the Enterprise Group operations in this year of transition.
With HP's Labs, Enterprise chiefs, and the head of the boardroom table all the same, it will be interesting to see what changes get managed with the old team. HP will have an old mission, too -- very old, from the era before it heard the siren song of consumer computing. 3000 customers used to wish for an HP that was marketing-savvy. When that HP arrived, it seemed to quickly forget the 3000. There was a renaissance in the 3000 thinking and plans from Roy Breslawski in marketing, and Harry Sterling as GM. But Sterling was then handed Business Intelligence GM duties alongside his 3000 mission. Within a couple of years after Sterling retired, the 3000 was out on the chopping block.
Nobody knows what will be excised from the Hewlett-Packard Enterprise that's going to have to get even leaner as a smaller entity. But at least that Enterprise won't be spending a lot to lure new executives with fat recruiting packages like the one given to Mark Hurd. That was at the peak of the consumer pursuit at HP. Some might call it the nadir, from an enterprise computing perspective.
January 16, 2015
What's ahead for the HPs of 2015?
Last year Hewlett-Packard announced it's going to split up in 2015. Right now it's a combined entity whose stock (HPQ) represents both PC and enterprise business. But by the end of this fiscal year, it will be two companies, one called HP Inc. and another holding the classic Hewlett-Packard name. Any of the enterprise business that HP's managed to migrate from 3000s sits in that Hewlett-Packard future.
Most of time, the things that HP has done to affect your world have been easy to see coming. There's a big exception we all know about from November of 2001. But even the forthcoming split-up of the company was advocated for years by Wall Street analysts. It was a matter of when, some said, not if.
If can be a big word, considering it has just two letters. There was an HP ad campaign from 30 years ago that was themed What If. In things like TV commercials that included shots of HP 3000 terminals, What If sometimes proposed more radical things for its day, like a seamless integration of enterprise mail with the then-nouveau desktop computers.
HP called that NewWave, and by the time it rolled out the product looked a lot like a me-too of Apple and Microsoft interfaces. But What If, rolled forward to 2015, would be genuinely radical if there were either no HP left any more, or Hewlett-Packard leveraged mergers with competitors.
What If: HP's PC and printer business was purchased by Lenovo, a chief competitor in the laptop-desktop arena? Its new CEO of the HP Inc spinoff ran Lenovo before joining HP. On the other hand, what if HP bought Lenovo?
What If: Hewlett-Packard Enterprise became a property of Oracle? That one is a much bigger If, considering that HP's built hardware in massive quantity for a decade-plus along four different product lines: Integrity, PA-RISC (still generating support revenues in HP-UX), ProLiant x86s, and its dizzying array of networking products. You could even label forthcoming dreams like The Machine, or the Moonshot systems, as hardware lines. Oracle's got just Sun systems. As 3000 customers know, hardware is not a firm stake in the ground for business futures.If there's anything that seems certain here in January, it's that the creator of MPE, IMAGE and PA-RISC will continue to pursue enterprise business customers of its competitors. The customers of firms like IBM and Oracle (Sun) are just about all that can be nabbed by a purveyor of enterprise environments that are proprietary — the lame-duck VMS, the NonStop OS, and HP-UX.
The computer industry hasn't had an earthquake of a deal that'd register Oracle+HP tremors since HP bought EDS in 2008 for $13.9 billion. HP bought Compaq in 2002 for $25 billion. That's a lot of simoleons in a computing market that's growing. Dollar-wise, Oracle acquiring HP would've been 40 percent cheaper one year ago. HP's market capitalization today is $70 billion, and it was just $50 billion in January 2014.
That is, of course, the size of the un-divided HP. Hewlett-Packard Enterprise will be valued at half that. But if you could acquire the entire HP at $50 billion one year ago, and in 2015 that money would only buy half the company — and the part that's growing much more slowly — why do it when it costs more?
Oracle is more than twice the size of HP, though, in market capitalization. Right now Oracle is at $189 billion in market cap. Nobody learns about deals of this size between titans like these until the agreement is right under our noses. Everybody's got to convince their shareholders, too. An epic battle was waged over HP's Compaq purchase over just that circumstance. We can't tell, but your community also knows that kind of surprise is also true about lopping off business product lines — ones that are profitable and beloved, too.
December 22, 2014
A Quiet December Week's MPE Ripples
The week of Christmas is a quiet one for business and enterprise IT. Sales calls and installations are at a minimum, companies work with skeleton crews, and announcements of news are rare. But nine years ago the week of Christmas was hot with a 3000 development, one that has ripples even today.
In the Christmas week of 2005 — back when HP still worked full shifts over the holidays — the 3000 division released news that HP's support lifespan for MPE would be extended. What had been called a firm and solid date of HP's departure got moved another 24 months into the future. The news was the first unmistakable evidence that the migration forecast from HP was more wishful than accurate.
As it said it would offer basic reactive support services for 3000 systems through at least December of 2008, the vendor confirmed that it would license MPE source code to several third parties. The former put a chill on migration business in the market, sending vendors -- services and software suppliers alike -- looking for non-3000 markets to service. The latter gave the support community a shot of fresh competition over the afterlife beyond the Hewlett-Packard exit.
In one of the more mixed messages to the community, HP said customers should work with the vendor to arrange support until migrations could be finished. The 3000 division also said its license for MPE source was going to "help partners meet the basic support needs of the remaining e3000 customers and partners." It would take another three years, beyond the closing of the MPE lab, for that source code to emerge.
The source license was limited to read-only informational use, mostly to write patches. The extension of HP's profitable support business put a kink in both migration partners' business as well as the very third party support partners the source was supposed to help.
Officially, the word from HP was that "We see that most HP e3000 customers are moving to new HP solutions, and are working closely with HP and our partners during their transitions." But Windows was moving into the spot that HP swept clean by announcing an MPE exit. An extra two years to make a migration didn't bring more ex-3000 shops into HP environments, unless they were running Windows on HP hardware.
At that time, we reported that the extension of HP's support for the 3000 -- a rollback of the "end of life" as the vendor called its exit — had already been on offer for the biggest 3000 customers.
MB Foster, a North American Platinum migration partner, said the offer of extra support was "one of the worst-kept secrets in the marketplace," according to founder Birket Foster. The extension of HP support doesn't change the business model at Speedware, or MB Foster, according to their officials. But offering basic level reactive support won't meet some customers' needs, Foster added.
While some customers will welcome the potential for more time to migrate, Foster said the HP announcement is introducing some confusion among others. "We had a customer who looked at this and said it would not be enough to make them supportable — but their senior management felt they could take the extra time," Foster said.
The offer has ripples to this day because the migration partners heard the screeching of brakes all through the market on projects. Billings evaporated that would have helped companies still supporting MPE software. It would take another seven years for the migrations to dwindle enough that Speedware announced it was reorganizing as Fresche Legacy, and start embracing transformations for the IBM AS/400 market.
As for the impact on support of 3000s, HP was suggesting that third parties could be part of an HP-branded support offering.
HP it still considers third parties to be a potential part of its own service supply chain for the HP 3000. For the moment, however, the HP support customers get will come from an HP employee or contractor. Third party support actually now takes a step up in a comparison with the just-announced 2007-08 levels of service. Most companies offering support won’t charge as much as HP to deliver mission-critical support.
Third parties never became part of HP's support products. These independent companies found that HP wouldn't leave the field when its clock was supposed to run out. The vendor chose a next-to-Christmas announcement date to de-emphasize its moving of the goalposts.
As for the relative silence from the customer community, it might be the result of making an announcement three days before the Christmas holiday weekend. As for the business planning of the 3000 sites’ budgets, next year's 2006 is already spoken for. All this does is change options for 2007.
It’s too bad this announcement didn’t come when more people were listening, still able to allocate budgets. But HP did more than its last two updates to OpenMPE's requests. In those instances, responses came in the form of postings to mailing lists. This time out there was PR support, and an outreach to business analysts and the mainstream IT press. You’d think the vendor had something to sell here, like goodwill in a holiday season — or another couple of years of support.
December 01, 2014
HP Q4, FY static; 3000 replacement sales fall
Despite all of the challenges Hewlett-Packard faced over the past fiscal year, the company has reported sales and earnings that didn't fall much from FY 2013 levels. Falling sales of HP 3000 replacement systems remain on the balance sheet, however. Nothing has changed but the depth of the plunge.
Both the 2014 fiscal year and the Q4 numbers (click on graphics for details) reflected an ability to keep some declines off the HP financial report. The latest quarter improved on Q2 and Q3 results overall. HP reported a profit of $2.62 per share for 2014. That's nearly $5 billion in earnings company-wide.
If the company sticks to its plan, its total of $115 billion in 2014 sales, only down 1 percent from last year, covers the penultimate period HP reports as a full company. By the end of FY 2015, the corporation will separate its businesses and spin off HP, Inc. for consumer and PC products. Hewlett-Packard will remain to sell servers and enterprise computing products and services. Analysts expect the companies to be of equal size.
The total of HP's Business Critical Systems revenues took another hit in the fourth quarter, dropping almost 30 percent from Q4 of 2013. Double-digit percentage drops in BCS sales are commonplace by now. The unit produces the HP-UX systems HP once designated as replacements for the HP 3000. Intel-based systems, contained in the Industry Standard Servers operations, also saw their sales decline slightly. Networking revenues were slightly higher for the quarter.
The company's CEO was thrilled about the overall picture for the full company, calling it a sustained turnaround.
"I'm excited to say that HP's turnaround continues on track," said Meg Whitman. "In FY14, we stabilized our revenue trajectory, strengthened our operations, showed strong financial discipline, and once again made innovation the cornerstone of our company. Our product roadmaps are the best they've been in years and our partners and customers believe in us. There's still a lot left to do, but our efforts to date, combined with the separation we announced in October, sets the stage for accelerated progress in FY15 and beyond."The HP Enterprise Group, where BCS operations live, saw revenues drop 4 percent year over year with a 14.8 percent operating margin. Industry Standard Servers revenue was down 2 percent, Storage revenue was down 8 percent, Business Critical Systems revenue was down 29 percent, Networking revenue was up 2 percent and Technology Services revenue was down 3 percent. After the report, HP's share price flirted with the $40 mark and hit a 52-week high, before falling away today. The fate of BCS and the Enterprise Group didn't concern many investors, who watch EPS profits versus predictions.
The BCS numbers for the full year showed a 22 percent sales decline, a figure that reflects a total of perhaps $200 million in lost revenues. HP doesn't report individual segment sales totals from its Enterprise Group. But BCS operations accounted for about 3 percent of the Enterprise group's $27.8 billion of activity. BCS did avoid a quarterly revenue decline once during 2014. This latest period countered with the largest quarter-over-quarter sales dive for BCS, up to now.
Even though four of the five HP segments reported revenue declines -- and the fifth, Printing and Personal systems, was flat -- the company continues to post profits. The Enterprise Group managed to return the largest operating profit for Q4 of 2014, even while its sales declined. Profitability from these Enterprise products and services will buoy up the forthcoming HP Enterprise corporation. Only HP Printing, the keystone of the new HP Inc., is more profitable per dollar of revenue.
BCS 3000 replacements won't be providing as much profit during the forthcoming year. But HP predicts that its total, company-wide operations for 2015's fiscal year will net $6 billion in profits. Those are numbers for the combined company -- one which, by this time next year, will operate as two entities.
November 26, 2014
Something to give thanks for, and envy, too
On the eve of a holiday invented to promote thanks as well as outsized eating, Thanksgiving reminds us of what a 3000 user can thank the gods for -- and something to envy, too.
Prolific commenter Tim O'Neill asked, "Can you write about the current futures of other no-longer-supported systems such as HP 1000, Alpha, and old HP 9000s such as Series 300/400/700?" We can write that the HP 1000, a product line which HP turned off just after Y2K, still has third parties who will maintain and support RTE operating system applications. The HP 1000 got a proper emulator from Strobe Data, engineered in time to capture the business of companies who couldn't part with RTE apps.
A similar story is true of the AlphaServer line from HP. Killed off in the last decade, Alpha is a third-party supported product. No other Alpha computers were built after HP shunted its users to the Integrity line, a migration path of dubious future by now. Alpha has a good emulator in the AXP version of Charon from Stromasys, the company providing a future for long-serving MPE/iX apps, too. The presence of Charon prompts thanks from companies who can't support the concept of decade-old HP hardware running MPE/iX.
But while the Alpha and the 3000 will live on in the virtualization of Stromasys, they can be envious of the deal another retiring environment received this year. OpenVMS will live on in an exclusive license to VMS Software Inc. (VSI). The company got the arrangement to carry OpenVMS forward with new versions using the HP source code for the operating system.
The details released haven't yielded much more than a third-party road map for the OS, up to now. But that's a future with some tantalizing what-if's, both for the OS and for the 3000 user who wanted more MPE/iX future back in 2002. OpenMPE campaigned for use of HP's source code for MPE and got an arrangement that was announced six years ago this week. That source was limited to a technical support resource, however.
If, as happened with OpenVMS, that source had been promised to a single third party, six years before HP would drop support, there could be more to be thankful for this week. Extended third party applications. Support for newer technologies. A replacement vendor, blessed by HP, to mention in boardroom meetings about the 3000's future.
Perhaps OpenVMS customers should be thankful for something else, too: The lessons HP faced about ending the life of a business operating environment, an OS that brought HP to the computing game. Third parties that love and care for a legacy computer were on hand for the 3000. They fell short of convincing Hewlett-Packard to turn over a marketplace. Maybe HP learned that leaving customers with no better choice than replacing a system with Windows wasn't great business.
We'll give thanks for a few days off to celebrate this holiday with family in the Great Lakes -- regardless of frigid weather. We'll be back on Monday.
October 29, 2014
Security experts try to rein in POODLE
Sometimes names can be disarming ways of identifying high-risk exploits. That's the case with POODLE, a new SSL-based security threat that comes after the IT community's efforts to contain Heartbleed, and then the Shellshock vulnerability of the bash shell program. HP 3000s are capable of deploying SSL security protocols in Web services. Few do, in the field; most companies assign this kind of service to a Linux server, or sometimes to Windows.
The acronym stands for Padding Oracle on Downgraded Legacy Encryption. This oracle has nothing to do with the database giant. A Wikipedia article reports that such an attack "is performed on the padding of a cryptographic message. The plain text message often has to be padded (expanded) to be compatible with the underlying cryptographic primitive. Leakage of information about the padding may occur mainly during decryption of the ciphertext."
The attack can also be performed on HP's Next Generation Firewall (NGFW), a security appliance that is in place protecting thousands of networks around the world. Other firewalls are at risk. Just this week HP released a security patch to help the NGFW appliances withstand the attack. External firewalls are a typical element in modern web service architectures.
A POODLE attack takes a bite out of SSL protections by fooling a server into falling back to an older SSLv3 protocol. HP reported that its Local Security Manager (LSM) software on the NGFW is at risk. But a software update is available at the HP TippingPoint website, the home of the TippingPoint software that HP acquired when it bought 3Com in 2010. TippingPoint rolled out the first HP NGFW firewalls last year.The TippingPoint experts seem to understand that older protocols -- a bit like the older network apps installed in servers like the 3000 -- are going to be indelibile.
The most effective mitigation is to completely disable the SSLv3 protocol. If this is not possible because of business requirements, alternately the TLS_FALLBACK_SCSV flag can be enabled so that attackers can no longer force the downgrade of protocols to SSLv3.
What's at risk in your data pool? HP says it likely to be sensitive, short strings of data such as session IDs and cookie values, "which can then be used to hijack the users' sessions, etc."
Et cetera indeed. The added challenge which enterprise managers assume once they move into open networks are the POODLEs, shocks to a shell and the bleeding hearts of newer operating environments. The security expertise to meet these challenges is a well-spent investment -- whether it's through a 3000-savvy services provider, or the vendor of the migration target system that's just replaced a 3000.
Basic information on these threats is always provided for free. Implementation savvy can be a valuable extra expense. For example, HP adds this nuance about disabling protocols.
An important note: both the client and server must be updated to support that TLS_FALLBACK_SCSV flag. If both allow for SSLv3 and one of them has not been updated to support the flag, the attack will remain possible.
October 23, 2014
TBT: There Used to Be a Lab Around Here
Above, the Glendenning Barn Picnic Area, one of the signature elements of Hewlett-Packard's Pruneridge Avenue campus, heartland of HP's 3000 business. It's all been razed to below-ground level, as Apple builds its new intergalactic headquarters on the site.
One of the lesser-known tunes from the Frank Sinatra songbook is There Used to Be a Ballpark Around Here. The sentiment of the song wraps around the wistful view that something unique is now gone. Apple has posted the greatest quarter of business in the company's history. All through this year, it's been steadily displacing the HP labs where the 3000 and other products were designed and improved.
One 3000 engineer posted pictures of the current state of the 3000's estate. Only a multi-story mound of earth can be seen where handsome walkways, cooperative parking and stately poplars and pines were once the sentinels around the campus. People called their journeys to this location "a factory visit." One day while I was there on a press briefing, I was shown downstairs to a lower level -- where a manufacturing line was rolling out Series 68 servers.
HP's been cutting back on many things to maintain its profitability. Real estate has been at the head of the list the company no longer needs. You can consider that HP has closed its MPE/iX labs in California, yes. But the labs themselves -- cubicles and miles of network cables and office furniture and meeting rooms named after types of trees like Oak and Maple -- those are all gone now, the home of more than 3000 enterprise computing. It's all been moved away and changed.
Steve Jobs and Larry Ellison once walked the streets of Palo Alto and bemoaned the changes at Hewlett-Packard, not quite five years ago this fall. Apple, Jobs hoped, would be built to last as long as HP and become the kind of headwater for inspiration and innovation that Hewlett-Packard was. The street that faced that Pruneridge Avenue entrance had Tandem Computer on the facing curb. Tandem, spun off from HP by James Treybig, until HP assimilated it to become its NonStop group. Now the spinning comes anew to this street, soon enough to be the site of a spaceship-sized Apple HQ.
Apple has done all that it can to become the HP of innovation, plus added an ability to capture the lightning in a bottle of excitement about new tech. It's a fulfullment of Jobs' dream to see the company rise up on the ballpark site of HP's enterprise computing labs.
October 17, 2014
Tracking MPE/iX Vulnerability to Shellshock
Security experts have said that the Shellshock bug in the bash shell program is serious. So much so that they're comparing it to the Heartbleed breach of earlier this year. Many are saying Shellshock is even more of a threat.
Once again, this has some impact on HP 3000s, just like Heartbleed did. But you'll need to be managing a 3000 that's exposed to the Internet to see some risks to address as part of system administration. Web servers, domain name servers, and other net-ready services provide the opportunity for this malware. There's not a lot of that running in the customer base today, but the software is still sitting on the 3000 systems, programs that could enable it.
Authorities fear a deluge of attacks could emerge. The US government has rated the security flaw 10 out of 10 for severity.
Bash is open source software, and our expert on that subject Brian Edminster is working on a specific report about the vulnerabilities. Hewlett-Packard posted a security bulletin that points to a safer version of the bash shell utility. But that version won't help HP 3000s.
It's not that HP doesn't know about the 3000 any longer. The patching menu above shows that MPE is still in the security lexicon at Hewlett-Packard. But Edminster thinks the only way to make bash safe again on MPE might be to port it a-fresh. "The 3000's bash is version 2.04, but the version that's considered 'current' is 4.x (depending on what target system you're on)," he said. "So if v2.04 is broken, the code-diffs being generated to fix the issues [by HP] in late-model bash software won't be of much (if any) use."One report in a UK newspaper suggested that "if online retailers use older, mainframe-style computing systems, they are likely to be vulnerable." That sounds like one way to describe the Ecometry sites still selling online with MPE versions of that software. Many of those customers do not have the 3000 directly exposed to the Internet, though.
The bug allows hackers to send commands to a computer without having admin status, letting them plant malicious software within systems.
HP has released a software update to resolve the vulnerability in HP Next Generation Firewall (NGFW) running Bash Shell. Version NGFW v188.8.131.5253 will fix the breach in that that product. But NGFW doesn't run on MPE/iX.
Edminster forwards this advice while he's working on his report.
It's most likely to be an issue for web services that use bash scripts to process web-page input for example, such as machines exposed to the Internet, and those that have services that can accept input from the 'net. I'll work to round up as many examples of potential places this can be felt on a 3000, so that folks know where to look.
Yep — this one is messy, because it's not quite so cut-and-dried as HeartBleed was.
October 15, 2014
Signed malware stalks HP's Windows boxes
HP will be revoking a security certificate for its Windows-based systems on Oct. 21, and the vendor isn't sure yet how that will impact system reliability.
The bundled software on older HP PC systems has been at risk of being the front-man for malware, according to a report in the Kerbs on Security website. This code-signing is supposed to give computer users and network admins confidence about a program's security and integrity. HP's Global Chief Security Officer Brett Wahlin said the company is revoking a certificate it's been using even before 2010.
HP was recently alerted by Symantec about a curious, four-year-old trojan horse program that appeared to have been signed with one of HP’s private certificates and found on a server outside of HP’s network. Further investigation traced the problem back to a malware infection on an HP developer’s computer.
HP investigators believe the trojan on the developer’s PC renamed itself to mimic one of the file names the company typically uses in its software testing, and that the malicious file was inadvertently included in a software package that was later signed with the company’s digital certificate. The company believes the malware got off of HP’s internal network because it contained a mechanism designed to transfer a copy of the file back to its point of origin.
The means of infection here is the junkware shipped with all PCs, including HP's, according to HP 3000 consultant and open source expert Brian Edminster. In this case, the revoked certificate will cause support issues for administrators. The certificate was used to sign a huge swath of HP software, including crucial hardware and software drivers and components that are critical to Windows.
"This is one of the reasons that I absolutely loath all the 'junkware' that is commonly delivered along with new PCs," Edminster said. "I end up spending hours removing it all before I use a new PC." Recovery partitions on Windows systems will be at unknown risk after the certificate is pulled Oct. 21, too.HP's Windows computers have recovery partitions on the boot hard drive that can restore a system to its original, factory-shipped software configuration. That configuration includes the junkware.
"For me, this junkware is just chaff," Edminster said, "and an opportunity to clog up a machine that's supposed to be pristine and new. To say nothing of increased opportunities for the sort of thing outlined in the Kerbs article."
HP's Security officer Wahlin said that admins will have to wait to see the impact of that revoked certificate, according to the article.
The interesting thing that pops up here — and even Microsoft doesn’t know the answer to this — is what happens to systems with the restore partition, if they need to be restored. Our PC group is working through trying to create solutions to help customers if that actually becomes a real-world scenario, but in the end that’s something we can’t test in a lab environment until that certificate is officially revoked by Verisign on October 21.
October 10, 2014
When Smaller Can Be Better
Hewlett-Packard has chosen to cleave itself into two much smaller companies. It will take most of the next year to make that a reality. But it might be an advantage to return to working with a more nimble company. Well, an advantage to the 3000 site that's migrating to HP's other computer enterprise solutions, or has done so recently.
Over at the New York Times, the tech writers found something to praise even while they questioned the wisdom of the move.
In one day, Meg Whitman has created two of America’s biggest companies. All she had to do was break apart Hewlett-Packard, the company credited with creating Silicon Valley. HP Enterprise is targeting a market that appears full of potential innovations, while HP Inc. seems stuck in the low-margin consumer hardware business that has proved a slog for companies not named Apple or Samsung.
It appears Whitman has found a vision: one that looks a bit like the IBM of the West — with an emphasis on products rather than IBM’s consulting services — and another that looks a bit like Compaq Computer, a Texas computer company that HP controversially merged with 12 years ago.
A long time ago, in a marketplace now far away, 3000 owners wished for some breaking off. The HP 3000 wasn't a part of Hewlett-Packard's vision? Fine. Sell the unit off and let's get on with a focused future. At the time, the business was said to turn over $1 billion yearly. Even at half that size, it would've been big enough to survive with customer loyalty. If the 3000 had nothing else going for it, you could count on loyalty.
All opportunities now gone, you say. You just cannot break up an enterprise tech player like that. Then Whitman chops a massive company into two much smaller parts. Smaller has been better for the typical 3000 customer for a long time. Yes, there are times when there are advantages of being big: When a 3000 user got more from a company which sprawls to supersize, in sales and scope of solutions. You get predictability, alliances and headroom from companies sized HP. The vendor so lusted after being No. 1, which did not become a path to long-term success.
3000 community members understand that smaller can be better -- not bigger -- especially when they use what the independent vendor lives upon. Small companies respond faster, polish relationships, and commit for life.
Faster response can mean software that is enhanced sooner, or answers that resolve problems more quickly -- because a smaller company has fewer layers for a customer to dive through. Relationship polishing is the personal attention to a company of any size: the kind of experience that HP 3000 managers, who may now be CIOs and CTOs, recall getting from a smaller HP.As an example, the Support Group knows its customers on a first-name basis. The operations at this 3000 provider include a hotsite datacenter located about 100 yards from the call stations. This integration of support and cloud services is natural, seamless, and don't require a special manager to coordinate.
You can get that kind of integration in an encounter from HP for a migration platform. Whether it slips smoothly into the budgets of small to midsize companies is less certain. So much of the HP offerings don't come from Hewlett-Packard while the vendor engages smaller customers. Independent partners deliver services in what HP considers a smaller marketplace.
Then there's that "outside the product" call that a 3000 user makes to a long-time supplier. This call is really about the 3000, not the product in the support contract. But that doesn't make a difference to a smaller company than HP. Large IT vendors don't even have a coding category to let that call begin, let alone be resolved.
Finally there's the final chapter of a relationship between smaller customer and smaller provider. I call this "commit for life" because it represents the intention to maintain a relationship to the very end, not when a business strategy changes in a boardroom. Years ago, Robelle told the community it would support the 3000 until at least 2016. As long as there's still a customer around, STR Software says they'll support them on the Fax/3000 solution. Commit for life means a smaller vendor's lifespan, most of the time, -- not the lifetime of its business plans.
October 09, 2014
TBT: A 3000 Newsworthy Birth Day
The first issue of the Newswire ran its black and red ink across 24 pages of an early October issue. Inside, the first FlashPaper late-news insert had been waiting a week for main-issue printing to catch up with mailing plans.
In our ThrowBack to this week of 1995, the first issue of The 3000 Newswire rolled out into the mails. The coverage of the HP 3000 was cheerful enough to encourage a belief that the computer would run forever -- but 19 years of future was far from certain for either the system or the first 3000-only publication. Volume 1 (the year), Issue 1 came out in a 24-page edition, the same page count of the printed issue that just mailed this Fall. At the Newswire's introduction, one user group leader wondered aloud, on a bus ride during the Interex '95 conference in Toronto, "what in the world you'll might be able to find to fill up the news in Issue No. 2."
The last of the competing HP-only publications closed its doors 10 years later, when Interex folded its user group overnight. Interact, HP Professional, SuperGroup, HP Omni and others turned out the lights during that decade.
The Newswire's first mailed issue was carrying the news circulating in mid-August during an Interex conference. For the first time in 10 years, an HP CEO spoke at the Interex event. However, Lew Platt was a current CEO when he spoke to the 3000 faithful. David Packard was a former CEO and board member when he addressed the multitudes at Interex '85 in Washington DC.
Platt said that HP 3000 users had nothing to fear from a future where Unix was in vogue at HP. Earlier in the day, speaking before the full assembly of users, he said HP was going to making new business by taking out older products. At an editor's luncheon we asked him what that mission held for the 3000.
Platt explained his prior comments on cannibalizing HP's business to maintain steady growth. MPE/iX won't be served up in a pot anytime soon. "I don't mean leaving customers high and dry," he said. "HP has worked extremely hard with products like the HP 3000 to make the people who have bought them have a good future. We've put an enormous amount of energy out to make sure we can roll those people forward. I'd say we've done a better job than just about any company in the industry in providing a good growth path for those customers."
The CEO went on to explain how cannibalization would work. HP would take a product, such as a printer, that was doing perfectly well and may still be a leadership printer in the market -- and bringing in a new one before it's reached its end of life. If you substitute "business server" for "printer" in that plan, you can see how a computer that was doing perfectly well might see a new computer brought in before the end of its life. In that issue, the Newswire story noted that the project we'd learn to call Itanium six years later was going undercover, so that new product wouldn't lock up existing server business for a year before it would ship.
HP was calling the joint effort with Intel the Tahoe architecture, and Platt would be retired from his job before anything shipped.Sixteen more stories made up the news in that October of 19 years ago. The Series 9x9 line had an 8-user model introduced for just under $50,000. It was the era when a 3000's price was set by the number of its concurrent users. A 40-user 939 sold for $30,000 more, despite having no extra horsepower. User-limited licensing, which HP maintained for the 3000 while Windows was free of limits, would continue for the next six years.
An Interex survey said that three-fourths of 3000 customers were ready to reinvest in the line, but the article focused on the better value of the server in the users' estimation. HP's Unix servers were compared to the 3000.
The story atop Page One addressed the limits of those user-based licenses, and how a requested MPE improvement would help. SIGMPE's Tony Furnivall said that "if you could have multiple, independent job queues, the same algorithms ight be used to limit the number of active sessions." Any 8-user 3000s that were replaced with 800-user systems would be subject to more costly software licenses from third party firms. User-based licensing was prevalent, if not popular, in the 3000 world of October 1995.
On the first three inside pages were a story about the country's oldest pastime, a pointer to a then-new World Wide Web that included a Newswire page, and a full-page HP ad that said, "You want open systems computing. You don't want to move mountains of critical data to a new platform." Hewlett-Packard would hold that view for about six more years. The next 13 have made up the Migration Era, with a Newswire printed across every one of those years. The Newswire has been published more than twice as long during those migrations as all the years before HP announced the end of its 3000 plans.
Cal Ripken, Baltimore Orioles baseball all-star, was breaking a record for consequitive games played that began 13 years earlier. "We're here in your hands this month because of the legendary, Ripken-esque performance of the 3000 deserves more attention," an editorial crowed.
A PC and printer executive at HP got the job as chief of all computer business. It was the second additional layer of management inserted between the CEO and the 3000 group. Rick Belluzzo was 41, commanding a $20 billion sector, and didn't have a specific job title. Olivier Helleboid was 3000 General Manager three levels down.
Windows 95 was launched at that Interex show in Toronto with a mountaineer rappelling down the CN Tower, stopping halfway and "using Win95 from a wireless laptop. It was all too much for Birket Foster, president of HP 3000 channel partner M.B. Foster Associates and a supplier of Windows products."
"It's all a media event," Foster said. "Is the average user going to do that? It's all way too much hype for what's being delivered." A survey showed no manager had installed Win95 company-wide yet.
HP's managers shed their coats and ties at a roundtable en masse, after customers pointed out that IBM's officials dressed casual on the conference's expo floor. A technical article detailed the relief that PatchManager/iX delivered for MPE patch installs. New 3000 integrators were announced for manufacturing and FileNet workflow document services; the latter had six companies listed in the US.
One of those in-between HP managers said the company "now sees the 3000 as something sold to new customers mostly as an engine for specific applications, like manufacturing or healthcare systems." Porting applications from other systems would be made easier with the first C++ for MPE, the freeware GNU C++ suite, bootstrapped by ORBiT Software's Mark Klein. The GNU package made possible a host of open system tools within two years. "HP is helping to distribute GNU C++ form its HP 3000-based World Wide Web server on the Internet," the story added.
Ultimately, the Web server software HP shipped for MPE/iX was ported from Apache source code from the open systems world. HP told its DeskManager office communications users to expect enhancements first on HP's Unix systems. Helleboid, forecasting HP's final act in the 3000 world years later, said in the first Q&A that HP would collaborate with arch-rivals IBM, Digital and Sun to create "a complete environment for Unix applications."
Helleboid also said that the 3000's Customer First strategy would be presented to other HP computer groups such as its Unix group. "Customers are looking for this kind of relationship," he said in a forecast of using 3000 ideas to improve replacement business models.
October 07, 2014
HP decides to break up the brand
And in one stroke of genius, it's become 1984 again at Hewlett-Packard. Yesterday brought on a new chorus for an old strategy: sell computers to companies, and leave the personal stuff to others. Except that one of the others selling personal computers, plus the printers usually connected to PCs, is another generation of the company. The CEO of Hewlett-Packard is calling the split-off company HP Inc. But for purposes of mission and growth, you could call it HP Ink.
To be clear, that's a broad definition we used up there to define that stroke of genius. Brilliance is something else, but genius can be just a powerful force for good or for ill. Definition 3 of the word in Apple's built-in dictionary on my desktop calls genius "a person regarded as exerting a powerful influence over another for good or evil: He sees Adams as the man's evil genius." It's from Latin meaning an attendant spirit present from one's birth, innate ability, or inclination.
What's become the nature of Hewlett-Packard, its innate ability? The company was founded on one ability and then had a second grafted onto its first success. It's been 30 years now since 1984, when the vendor which invented MPE and the 3000 has been inventing products for consumers. The LaserJet opened the door for a torrent of ink and toner to sweep around traditional technology innovations. Before there was a need for a battalion of printing devices and a phalanx of personal devices, the old HP logo represented business and scientific computing. Plus a world-leading instruments business whose profile was an icon for what HP was known for best.
HP's been down this path before, splitting off those instruments into Agilent in 1999. A few months later Carly Fiorina won the approval of then-ink czar Dick Hackborn, placing her in the CEO's seat. Yesterday's announcement of splitting the company into two complementary entities returns the Hewlett-Packard name to enterprise computing. But it seems the core values of the only major IT vendor named after its founders won't rebound into favor. Not on the strength of just splitting off high-cost, high volume ink and PC business. HP needs to impress people with what it builds again. Not just what it can aggregate and integrate.
A few notes we took away from that announcement:
- HP says it aims to be two Fortune 50 companies after breakup, but more nimble and focused
- "The brand is no longer an issue," say HP executives, and breaking up the brand will create equal-sized businesses.
- An extra 5,000 layoffs come along with the split-up. The running total is now 55,000 on the clock that started in 2011.
- HP likes its own idea; prior chairman Ralph Whitworth called it a "Brilliant value-enhancing move at the perfect time in the turnaround."
- CEO Meg Whitman says HP's turnaround made the breakup possible.
- Its stock traded more than five times its usual daily shares on breakup news, and picked up almost 5 percent in share value. HPQ also gave away all of that gain, and more, the very next day.
That's how it goes in the commodity computing market: easy come, say the customers, and easy go. It might be why Whitman is helping the brand called Hewlett-Packard break away from the commodity business.Some analysts have noted the current board chair and CEO of today's un-split entity, the one still called HP, will take charge of the enterprise arm of the company's future. This, they reckon, is where the real innovation and action will take place. The part of the company that pulled Hewlett-Packard into the consumer reseller model, then swallowed up the second-place PC provider in Compaq 12 years ago, has been set free to float at the whims of a roiling market. HP Inc will have to compete without a dynamic mobile product line, and so we can wish the new-ish part of the vendor godspeed and good luck. They'll need it against the likes of Apple and Samsung, or even Lenovo and Lexmark.
HP's story last year was that the company was better together, after hearing seven years of calling for a split up. High volume, low profit business was suited to a market of 1999, but once mobile devices and the Web changed the game for data processing, PCs and printers just wanted different resources than servers and software demanded. Now CEO Meg Whitman says Hewlett-Packard and HP Inc. can focus and be nimble. From a 3000 customer's perspective, that focus would have been more useful 13 years ago, when growth demanded HP buy Compaq for $25 billion on the promise of becoming No. 1.
Being No. 1 didn't last long enough to pay the bills incurred to do so many things at once. Now Whitman says that three years of turnaround action has taught the company how to do more than one thing at a time. There's plenty to do. Maybe the first thing is to choose a new color to represent its oldest business. She said HP blue to going with the multi-colored ink of HP Inc.
Hewlett-Packard didn't need multiple colors to succeed on that 1984 day it added printers to its product line. But it was a company wrapped in a handsome slipcase of collegial traditions, still working to win its way to the front of enteprise IT selections. Canon and Hewlett-Packard collaborated to sell a laser printer to anyone, not just the customers buying HP's specialized business servers. Before long, the trails it blazed in consumer sales gave it an opening for its color ink, which at one point contributed 55 percent of the company profits. That's the consumables bringing home the bacon, not the nearly-disposable printing devices.
During the era when the 3000 was given its last several years of HP life -- first five, then seven, and finally nine -- IBM was happy to point out the passion for printing at HP. One thunderbolt of an IBM sales rep called the company Inky at a HP user group meeting speech in Houston. Those were the days when everyone in 3000 territory was looking at a new future. About three fourths of the business machines became computers without Hewlett-Packard on their badges. Still, the fungible nature of enterprise computing -- that ease of replacement that HP preached against MPE -- also turned out to be true for its own Unix business line. Somehow, the same Windows that would be suitable for 3000 shops was also a good-enough migration target for HP-UX customers.
Unix had its day, and Linux was the new wave and not channeled through a single vendor. HP invited comparisons. Now its customers can compare companies, starting next fall. Do business with HP Inc. and use Windows and probably Linux on HP's iron. Or choose a company that says it's now focused on the new style of computing: cloud services, big data, security and mobility. The company does not mean to suggest there's no place for in-house servers. But it's focused on those four areas, with a mention of software during yesterday's 45-minute presentation and Q&A.
Our readers will remember software. In MPE and IMAGE they got fine-tuned and refreshed software each year, although in some years the refreshes were faint. By the middle of the 1990s Hewlett-Packard had to embrace Windows to remain on planning short lists. Now the Hewlett-Packard Enterprise has to attract and retain ever-mobile business on the strength of in-house innovations. Because if you want industry-standard commodity computing, HP Inc. is ready to take that business. It will soon be loose from the legacy of Hewlett-Packard.
October 06, 2014
HP to break itself, dividing into 2 companies
Hewlett-Packard announced this morning that it will divide itself into two publicly-traded corporations, a move that shareholders and stock analysts have been demanding and predicting for years. The division of the company will be along product lines. The business server operations will be contained in the new Hewlett-Packard Enterprise, while PC and printer businesses will comprise the new HP, Inc.
The vendor said in a press release that the restructuring will "define the next generation of technology infrastructure." The reorganization will also spin out the least profitable, but largest, segment of HP's business into its own unit. HP still ranks in the top five among PC makers and is one of the largest makers of printers in the world.
Meg Whitman will be CEO and president of the Hewlett-Packard Enterprise company. Pat Russo will chair a new Hewlett-Packard Enterprise board of directors. Last month Hewlett-Packard -- the full corporation founded by Bill Hewlett and Dave Packard in 1939 -- had named Whitman as chairman of the board and CEO. By breaking up the company, Whitman will cede some control of its most competitive and popular product segments.
Dion Weisler will be the head of the new HP, Inc. as CEO and president. Whitman will chair the HP Inc. board of directors. HP said it will still meet its profit forecasts for the fiscal year that ends on Oct. 31. It also said that it "issues a fiscal 2015 non-GAAP diluted Earnings Per Share outlook of $3.83-$4.03." That is the sweetest way of forecasting a profit, using non-Generally Accepted Accounting Practices. But it's not clear if that's HP Inc. profits, or profits for Hewlett-Packard Enterprise. And the vendor said it would take all of fiscal 2015 to complete the transaction.
“The decision to separate into two market-leading companies underscores our commitment to the turnaround plan," said Whitman, who's led HP through three years of a five-year turnaround plan. "It will provide each new company with the independence, focus, financial resources, and flexibility they need to adapt quickly to market and customer dynamics, while generating long-term value for shareholders.
"In short, by transitioning now from one HP to two new companies, created out of our successful turnaround efforts, we will be in an even better position to compete in the market, support our customers and partners, and deliver maximum value to our shareholders."Much of the rest of HP's release deals with the visions and mechanics of dividing a $128 billion company into a classic and post-modern product manufacturer. Except that nothing is classic about the Hewlett-Packard Enterprise company, with the exception of its three proprietary operating systems: HP-UX, OpenVMS, and NonStop. The company has announced that HP-UX will be extending some of its enterprise-grade features to a version of RedHat. OpenVMS will be curtailed to only the newest generation of servers for the latest version of the OS. And NonStop, the most specialized of the three operating systems, is getting a full port to the x86/Xeon architecture -- an escape hatch from the Itanium chips that power Integrity servers.
But HP is retaining the Financial Services unit inside the Hewlett-Packard Enterprise corporation. It's a move the company noted will give financial advantages to customers and partners.
Hewlett-Packard Enterprise will have a unique portfolio and strong multi-year innovation roadmap across technology infrastructure, software and services to allow customers to take full advantage of the opportunities presented by cloud, big data, security and mobility in the New Style of IT. By leveraging its HP Financial Services capability, the company will be well positioned to create unique technology deployment models for customers and partners based on their specific business needs.
Additionally, the company intends for HP Financial Services to continue to provide financing and business model innovation for customers and partners of HP Inc. Customers will have the same unmatched choice of how to deploy and consume technology, and with a simpler, more nimble partner. The separation will provide additional resources, and a reduction of debt at the operating company level, to support investments across key areas of the portfolio. The separation will also allow for greater flexibility in completing the turnaround of Enterprise Services and strengthening the company's go-to-market capabilities.
"Over the past three years, we have reignited our innovation engine with breakthrough offerings for the enterprise like Apollo, Gen 9 and Moonshot servers, our 3PAR storage platform, our HP OneView management platform, our HP Helion Cloud and a host of software and services offerings in security, analytics and application transformation," continued Whitman. "Hewlett-Packard Enterprise will accelerate innovation across key next-generation areas of the portfolio."
R&D innovation has been a troubled business operation for Hewlett-Packard since the early years of this century, until Whitman announced a shift in the vendor's priorities in 2012. She named Martin Fink, the former leader of the embattled Business Critical Systems unit where those operating systems are built, to lead HP Labs. Within a year, the Labs were creating The Machine, a way forward into a new architecture for computing -- but one that could demand up to 75 percent of the Labs' resources.
It's not yet clear where HP Labs will go in the reorganization, but the Enterprise unit seems to make the most sense. Labs also contributes to product releases in the printer and PC lineups. HP mentioned the forthcoming 3D printer lineup in the breakup announcement.
HP was to have a meeting with financial analysts in just two days, but "as a result of this separation, its Oct. 8 2014 Securities Analysts Meeting has been postponed." A conference call took place at 5AM today, and is available for replay at the HP Investor Relations website.
Whitman said only a year ago that a single HP was the right approach. She said the same strategy is still the right approach, but added that breaking up the company will accelerate growth. "We now operate from a position of strength," she said, citing a strong balance sheet and returns to shareholders. The stock was nearing $40 a share in recent months, a profound rebound from prices in the teens at the lowest point of the turnaround.
After the split up, shareholders of the HPQ security will hold shares in both companies, CFO Cathie Lesjak said in the confence call. It's a move that will prompt instant investment in the new HP Inc.
September 24, 2014
Did Charon get to where HP could've gone?
The past can't be changed, but that doesn't mean it's not useful in planning. There are still a surprising number of companies that want to stand pat without regard to the future of their hardware running MPE/iX. Some of it is old already, while other servers -- even those newest -- are now moving into their 10th year of service.
Hewlett-Packard's planning for the future of MPE/iX hosts once included a bold move. The operating system was going to run natively on Itanium-based servers, the IA-64 Integrity line (above) that hosts VMS and NonStop today. It was a project that did not make HP's budget cuts of more than a decade ago, and so the whole lineup got canceled. There might have been another way, something that HP could arrive at -- years after Stromasys started selling the solution.
Native hosting is always the preferred solution for an OS and its iron, sure. But there's so much virtualization these days; VMware is a significant market force. What if HP had taken MPE/iX and just put it onto another operating system's back? What if the OS that drives 3000 apps might have taken a ride in a carriage of Unix, or Linux?
HP did this sort of miracle once for the 3000, calling it Compatibility Mode. There was a massive revison of hardware and software to arrive at the PA-RISC generation, but the changes were transparent to customers. You ran your apps in CM, until you could move them forward. In the '90s, companies used compatibility mode for years, installing newer hardware and moving up to better performance by revising their applications.
"If all HP had done was to create a Compatibility Mode for MPE on IA-64," said ScreenJet's Alan Yeo, "nobody would have batted an eyelid about swapping to an HP-UX box to run their company's software."
At its heart, this is what Stromasys has done with its software. The only difference to the customers is that it's a solution not sold and supported by their hardware vendor."There was a huge effort, like HP should've moved MPE to IA-64, Yeo said. "It was totally nonsensical." And costly, too. Stromasys was discouraged while there were still thousands of customers of HP 3000s choosing where to migrate. Key technical trade secrets were not being shared, so Charon for the 3000 had to be tabled. HP came back to the idea after they'd lost more than half of the installed base to other vendors.
For the record, Windows migrations count as another vendor. If not for the fact that HP sells ProLiant servers, that percentage of 3000 sites lost to the competition would be even higher. When you cede the OS to another company, you can lose the leverage to call a site Your Customer.
This matters when looking at where virtualization operates today. Using a wide variety of hardware hosting, from HP's iron to many others, Charon does the carrying of MPE while it rides in the vehicle of Linux. It might have been HP-UX at one time, if HP had just modified its plans to make that move to IA-64 a less costly lab project.
Almost three years ago, Hewlett-Packard announced it would introduce a new version of Integrity servers, Superdomes no less, that could run the x86/Xeon family of chips. There's no delivery date, and most recently we hear the vendor's building The Machine. New OS, new chip design. The same old sweeping vision that created things like VMS, MPE, and NonStop. Costly? Martin Fink wants about three fourths of the HP Lab budget to get it built and customer-ready.
But that NonStop environment has gotten the Big Promise of a new native version, capable of running on the Xeon family. No deadline for when that will be delivered, either, but HP wants to retain those customers. The complexity of applications in MPE can pale when compared to the ultimate real-time computer system. NonStop clients have lock-in that encourages HP to do the grand sweep into the future for them.
At the time that HP will have Xeon versions of Integrity ready -- services that could host Linux and therefore cradle a virtualized MPE server -- Stromasys will have about five years head start in selling that solution. We'll be generous and figure the Integrity models that are ready for Xeon blades will sell in 2017. There might be a market for that, for some companies that still want a big vendor to rely upon. But HP could've had that market a decade ago, just by aiming for a CM for MPE.
Customers don't really care that much about genuine PA-RISC iron, or something called an HP 3000 If they did, there would be no traction for Charon at all. With every passing week, that continues to be proven untrue.
September 12, 2014
Can HP's cloud deals ground enterprises?
Editors at The New York Times seem to believe the above is true -- or more to the point, that cloud business will come at the expense of HP's hardware revenues. Nobody knows whether this is the way that HP's clouds will rise. Not yet. But a deal to buy an open source software company caught notice of a writer at the NYT, and then came a saucy headline.
HP Is Committed to the Cloud, Even If It Kills. The bulk of the story was about Marten Mickos, who sold his company Eucalyptus to Hewlett-Packard and got himself named as General Manager of HP Cloud Business, or somesuch. Open source followers will know Mickos as the man who sold mySQL to Sun, sparking some fury in a customer base that didn't want any connection to major vendor. (As it turned out, Sun wasn't really a major vendor at all, just an object for Oracle acquisition.)
This only matters to migrating customers who use HP 3000s, so if you're still reading and you're homesteading -- or migrating away from HP altogether -- what follows is more for sport than strategic planning. But once more, I'll remind readers that HP is looking for anything that can lift its fortunes. Selling enterprise hardware, like the Integrity servers which are the only island where HP-UX can live, has got a dim outlook. Selling cloud services instead of hardware has plenty more promise, even if it's largely unrealized at HP today.
The rain-clouds in HP's skies come from Amazon, mostly, whose Amazon Web Services is the leader in a growing segment. Eucalyptus works with AWS, and that seems to be the major reason that Mickos gets to direct-report to HP's CEO Meg Whitman. Eucalyptus manages cloud computing systems. HP still sells hardware and software to host private clouds, but an AWS arrangement is a public cloud concept. HP wants to be sure an AWS user can still be an HP customer.
Clouds have a penchant for carrying a customer away from a vendor. Or at least a vendor's hardware. In the NYT story, "HP will have to rely less on revenue from selling hardware, and more on software and service contracts. 'Success will be a tight alignment of many parts of the company,' said Mr. Mickos. 'We have to figure out how to work together.' "
If you go back 24 years, you can find some roots of this HP desire on a stranded pleasure boat in the San Francisco harbor. But until the business critical HP iron stopped selling, the company never believed it would have to set a rapid course for services.In the fall of 1990, HP hosted a CIMinar conference, mostly for the press and some big customers. The letters stood for Computer Integrated Manufacturing. There was a dinner party on a nice cruise boat as part of the event. When the engines died after dinner, the boat sat in the bay for awhile. We all went out to the deck to lean on the rail and catch some cool air and wait for the tug. That's when Charlie, HP media relations guy, explained that hardware would be on its way out.
"We don't want to sell servers in the long run," Charlie said, while we were talking long enough that he got to the soul of what he believed. He was a former trade press reporter and a good media guy, too. "HP wants to be in the services business, and maybe selling some software."
So here we are, close to a quarter-century later, and now HP's finally found a reason to buy open source software and the fellow who guided it into several hundred companies. Then name him head of HP Cloud making. They hope the whole deal will turn him and his software into a rainmaker for HP enterprise revenues.
While the Times article has got its problems, it got one stretch of the story pretty accurate. HP, like it has said for several decades, is just following its customers. Apparently, away from relying on HP's hardware.
Putting services and hardware together in new ways is part of "the hard hill we are in the process of climbing," said Martin Fink, HP’s chief technology officer and the head of HP Labs, where much of the development is taking place. "Is there uncertainty? There is always uncertainty." He added that Ms. Whitman has determined that this is where customers are going, so HP needs to adjust its business accordingly.
For years, the HP 3000 community wanted Hewlett-Packard to make recommendations to customers about which HP solution to employ. No dice. "We just want to be trusted advisors," HP said over and over. "The customer will tell us what they need, and then we will provide it."
And if the customer needs more legroom to use Integrity and HP-UX? Well, there's always that uncertainty that Mr. Fink mentioned.
August 25, 2014
Shopping While Lines are Dropping
HP's third quarter financial report showed that a company making adequate profits can also be making products that are not popular any more. The time comes to every product line, but the Hewlett-Packard of 2014 has made steady progress toward commodity-style enterprise computing. The pull into Windows has become a vortex -- and in a bit of irony, Windows' age helped HP's sales this quarter.
The overall numbers were impressive to the markets. Investors lifted the price of HP's stock more than $2 a share, after the briefing, sending it closer to $40 than it's been in years. Meanwhile, the continued downturn of Business Critical Systems scarcely earned a minute's mention. It's off 18 percent from the same 2013 quarter. But it gets less than a minute because BCS products like the HP Unix line, and VMS computing systems -- even the steady but meager business of NonStop -- only comprise 3 percent of the company's enterprise sales. In the circle above, BCS is the rounding error, the most slender slice. Click it to see a bigger picture of that smallest piece.
And Enterprise represents just one dollar out of every four that HP earns in sales. This is activity in the Industry Standard Systems. These are the ProLiant servers driving Windows and Linux, business that grew 9 percent. Specialized operating environments like HP-UX just aren't producing new business, and they're losing old customers. If you look over the last three years of Q3 numbers, each and every one shows a double-digit BCS decline. There's only so much clock time on that product wall before irrelevancy pushes a community off HP's futures map. It happened to the HP 3000, but MPE never ruled over HP business computing like Unix once did.
"When I look at the way the business is performing, the pipeline of innovation and the daily feedback that I receive from our customers and partners, my confidence in the turnaround grows stronger." -- Meg Whitman, CEO
So when HP's business in your installed platform shows poor numbers, what do you do? The rest of the company's report looked tame, although you'd wonder why anyone could be sanguine about the future of the company. Printing, Services, Software and Financial Services all dropped their sales top lines. The Enterprise Group grew its business 2 percent overall on a $27.5 billion HP sales quarter. This was accomplished by $57 million of expense cuts.
Only PC sales grew along with enterprise business. How can a company reporting a 27 percent drop in profits, one that missed its forecast by more than 10 percent, be rewarded on the trading floor? Jim Cramer of MSNBC said there's just enough to like about HP now. That might be due to the history the company has turned back. Everybody on the trading floor remembers HPQ at $12 a share with a fired CEO having followed an ousted CEO. Historic lows are a faded memory now, although the company's gotten no bigger over that stretch of clock time. The good feelings come from a turnaround tale that's still in the middle of its story.But it is history that is the biggest concern for owners of the plunging VMS and HP-UX servers. Hewlett-Packard may never kill off an enterprise product line again like it did with the HP 3000. But becoming irrelevant is a fatal blow, too. Customers choosing to manage their own datacenters are taking shelter in Linux and Windows, according to HP's report. The analysts are pleased with the company's net operating cash position, which at $4.9 billion is 80 percent higher than last quarter. But that's $2.2 billion extra not being spent on R&D for the company's specialized technology running in HP 3000 migrated sites.
This kind of sour outlook is like a chart-topping record back on '60s radio. As a customer you hear it all the time. But it's not a concern to the corporation making the Unix servers, or to the investors who propel that company into the future. You have to wonder why anyone else would care. It's an even more distant piece of history to recall the day MPE slipped into HP's under-a-minute bin. Enterprise outlook is not part of what Cramer likes about HP this month.
There's shopping until you drop, and shopping until the product line is dropped. The latter's probably years away for the enterprise products that are not commodities. The HP 3000 migrated base has experience in how to manage their investments in a line HP won't watch any longer. At some point they'll draw the line on whether their servers need to be powering Unix or VMS applications. It's the apps that steer operations investments. By this point, it would be news if BCS numbers did not drop.
It's a good thing that Windows XP dropped out of Microsoft's support plans. The demise of a popular OS left companies with a problem that required replacing aged PCs. The CEO is getting good at keeping HP's aged strategy from pulling down growth, but it's been flat for a long while. If there's a future to owning and staying loyal to Hewlett-Packard enterprise systems, few analysts can see it. You must look at customer applications -- and the dug-in nature of legacy computing -- to see the staying power.
August 12, 2014
Where a Roadmap Can Lead You
In preparation for its upcoming VMS Boot Camp, Hewlett-Packard has removed some elements of its roadmap for the operating environment. What's disappeared are no small thing: dates.
As the system neared its change of life at HP, customers of the HP 3000 saw their roadmap get less certain about its estimated time of arrivals. At the end of the vendor's interest in selling and creating more systems, an elaborate PowerPoint slide showed multiple levels of servers. The roadmap actually got a cloud creeping in from the right hand margin.
Okay, that was 13 years ago this very month in Chicago. But it was not the last HP World conference -- that would be one decade ago, this month -- not any more than next month's Boot Camp for VMS enthusiasts and customers will be the last. But there have been times when VMS had promises from HP's management of another decade of service. Here's the before, and the after.
Very few products last for lifetimes. Knowing when they're going, and how soon to make plans for replacement, is serious business for an IT manager.
During an August in 2001 when the future looked certain and solid for some customers, a PowerPoint slide told more than could be easily read in Chicago for HP 3000 customers. For the record, the slide below delivered everything promised up until 2003. The PA-8800 never made an entry into the N-Class.
That would be known, in the roadmap parlance, as a PA-8xxx. The PA-8yyy (8900) never made it into a 3000, either.
Roadmaps might be an old tradition, but they're moments to establish and renew trust in a partner. Specific, and follow-through, make that possible. Some VMS customers are already underway with their migration assessments.
August 05, 2014
Boot Camper laying down migration steps
More than a decade after HP began its migration away from MPE and HP 3000, there's another underway among the vendor's enterprise systems. OpenVMS customers are starting to look into what's needed to make a transition off the Digital servers. HP's announced that it will curtail the use of the newest VMS to the very latest generation of hardware. Thousands of servers are going to be stuck on an older OpenVMS.
That will be one element to spark the offers at next month's VMS Boot Camp in Bedford, Mass. We heard from a veteran HP 3000 and MPE developer, Denys Beauchemin, that his company is headed to the Boot Camp for the first time this year. There's engagements and consulting to be made in moving HP enterprise users to less HP-specific environments.
"We migrate them from VMS to Linux or other platforms," said Beauchemin, who was the last working chairman at the Interex user group before the organization went dark in 2005. "Another HP operating system comes to an end."
Boot Camp is a VMS tradition among HP's most-loyal general purpose computing community. (You can't call the 3000 community HP's any longer, now that the vendor is coming up on seven years without a working lab.) Boot Camps in the past were annual meetings to advance the science and solutions around VMS. But in more recent times they haven't been annual. Now there's migration advice on hand for the attendees. Some may view it with disdain, but when a vendor sends up signals of the end of its interest, some kinds of companies make plans right away to migrate.There is a strong presence in the VMS community for the Stromasys virtualized server solutions. Stromasys made its bones helping VAX and Alpha customers get away from DEC-branded servers; the company was established by the leader of the Digital migration center in Europe.
VMS might be just as essential in some companies as MPE has turned out to be. This is what's made Stromasys CHARON HPA a quiet success in your own community. As VMS customers face the end of HP's support for older hardware -- the latest OpenVMS won't run -- some of them may be looking to a virtualized version of the newer VMS systems. This strategy isn't without its efforts, too. Comparing migration to virtualization as a way into the future is likely to become a diligent task for another HP operating system customer base.
August 01, 2014
HP doubles down on x86 Intel, not HP-UX
IBM's giving up on another market that HP continues to prize, but the latest one is more relevant to the small-sized enterprise where HP 3000 migrators hail from. (Years back, IBM sold its consumer PC business to Lenovo.) Now the modest-horsepower x86 server field's going to Lenovo, since IBM's decided to exit another Intel-based hardware market.
A longtime HP 3000 software vendor took note of this transition. He wondered aloud if the message HP now sends to its x86 prospects has a shadowy echo of another advisory, one delivered a decade ago. From our correspondent Martin Gorfinkel:
Hewlett-Packard has been running full page ads in the New York Times with the lead, “Building a cloud? Your future is uncertain.” (The “un” in “uncertain” is crossed out.) The ad goes on to say that the "IBM decision to exit the x86 server market impacts your cloud strategy." Thus, they say, move to HP and be assured that HP will not leave you stranded.
Would I be the only former user/vendor in the HP 3000 market to find that advertising hypocritical -- and further evidence that the company we once relied on no longer exists?
The hypocrisy is probably on display for any 3000 customer who was told Hewlett-Packard was making an exit from the 3000 hardware market (and by extension, the MPE software world). Every vendor exits some part of their business, once the vendor gets large enough to sell a wide array of products. IBM is dropping away from x86. HP invites enterprises to "join us to plan your forward strategy." This forwarding strategy of moving to Windows and Linux differs from HP advice of 10 years ago. Going to HP-UX was the strategy du jour, beyond a 3000 exit in 2004.
The full-page ads in four colors in a national daily announce a redoubling of effort to win Intel x86 business. That's going to suck up some energy and mindshare, effort that 3000 customers who followed HP forward on HP-UX are probably going to miss.It won't come as much news to the migrated customer who's been listening to HP management comment about the future of its Business Critical Systems Unix products. "A formerly growing business" is the best that HP's chairman and CEO Meg Whitman can manage in quarterly briefings.
IBM's moving in different directions than HP these days. A recent announcement pulls Big Blue into step with Apple to win enterprise business for both companies at once. Microsoft was once the savior of Apple in hard times. Now it looks like Apple, which has a valuation well above IBM's, is going to perform some salvation. HP had a shot at working with Apple in consumer business, but it was back in the days when selling re-badged iPods seemed like a good idea.
HP's attraction of IBM customers has been a give-and-take that goes back decades. In 1995, IBM wanted HP 3000 customers to switch to AS/400s. Database issues stood in the way of that effort, but certainly a very few companies made the transfer once HP announced an exit of the 3000.
In the same way, HP executives are claiming wins for business in the hundreds, according to an article in eWeek
According to Antonio Neri, senior vice president and general manager of HP's servers and networking businesses, the efforts over the past six months are paying off. The company has seen its win rate against IBM increase more than 40 percent, accounting for several hundred new deals won against Big Blue.
Customers in those deals might be the only parties who still have to figure out how they feel about this change. IBM is happy to let loose of server business that was killing its profits, according to a NY Times article. The changes say a lot about how important these big vendors consider enterprise server business. On one hand, IBM says there's no enterprise-caliber profit in selling x86. On the other, HP is happy to take on whatever customers IBM was passing over to Lenovo.
[Vendors'] businesses like PCs are losing ground to mobile devices like smartphones, and the once-formidable computer server is increasingly viewed as one more commodity piece of globe-spanning cloud computing projects from a few elite players.
“We need to get an inventor’s profit, not a distributor’s profit,” said Steve Mills, senior vice president of software and systems at IBM. “Our investment in research and development is what makes IBM go. It’s hard to do that in markets that don’t give you credit for the innovations you bring.”
It’s stark how quickly that margin fell away. A year ago, IBM was talking about a sale of its server business to Lenovo for what was reported at the time to be $6 billion. Today’s deal for $2.3 billion kept for IBM some higher-value servers, like those that perform complex data analytics. But according to Mr. Mills, it also included agreements for IBM to buy from Lenovo some of the commodity, or x86, servers for IBM’s growing cloud business.
And so there's the interesting wrinkle for anybody considering their migration off HP 3000s. IBM isn't giving up on cloud computing, not any more than HP has; both vendors want to host your applications on cloud servers they'll set up and maintain for you. (So does Amazon, of course, and probably at a better price.) Clouds might be the only way to get a 3000 migration that carries a budget similar to sticking with HP 3000s. Everyone wants to know more about security on clouds, but they want to know about security everywhere these days.
One combination you won't see is clouds and HP-UX computing. HP's own Cloud cannot host HP-UX apps, just those running Windows or Linux. It's an Intel party up there in the HP Cloud. (In a big piece of irony, Apple's OS X Unix is one of the supported HP Cloud installs.) Going forward from the 3000 with HP has more options than going forward than with IBM, right? It's true if you don't count Unix. Hewlett-Packard shows its strategy, with full-page splashes, that Unix counts for much less at enterprises.
We invite any correspondents who see the full-page ads about HP-UX enterprise to alert us. Twenty years ago, the HP 3000 customers were measuring the HP love by way of ads and alliances. To reply to the other part of Gorfinkel's question, we believe that old HP still exists. The company that 3000 customers relied upon in the '90s is repeating its behavior. It's just leaving a different OS out of its forward strategy this time.
Gorfinkel added that he managed to put his opinions into the inbox of the HP CEO. "I got a promotional email from HP that included – if you follow enough links – an opportunity to email Meg Whitman herself," he said. "Could not resist sending the following:
I cannot believe that HP is running full page ads pointing out that IBM decided to exit the x86 server market and that HP can be trusted to keep your future certain. Is there no corporate memory of the HP exit from the HP3000 market? None of us who felt our future was certain with the most reliable, most secure hardware/software combination in the industry have forgotten. HP left us stranded with a few independent vendors working to pick up the slack. Those who know of HP's history will just laugh (or cry) over the ad; others may be fooled.
It is certainly ironic!
July 31, 2014
TBT: Java's promise spun 3000s into style
Just about 15 years ago from this ThrowBack Thursday, the HP 3000 was having its high moment of renaissance at Hewlett-Packard. The computer was going to make its stretch into the world of a Java-based interface for applications, in an era when Java was considered stylish. A new Java library was going to be patched into the operating environment, and the 3000 division was about to enjoy its fourth straight summertime with the same general manager, something we'd not seen in many years.
Harry Sterling pushed at the heartstrings of the customers during his tenure leading the division, and in 1999 he threw out the stops to make the HP World conference update on the 3000 memorable. The 3000 was always in style, Sterling maintained, just like the classics of yo-yos (a popular late '90s show giveaway) and tuxedos. Sterling managed to pull off a combination of the two at what amounted to a State of the Product address.
His hour-long talk was built around the theme of "The HP 3000: Always in Style," and featured a video of customer interviews comparing the system to classic dances such as the tango and the waltz. The general manager finished his talk spinning a yo-yo from his hand.
“Just like this yo-yo and just like my tux are always in style, so is the 3000,” Sterling said. The white-hot dot com boom was on, and Sterling felt the yearning from customers to feel the heat.
"You are seeing a new mindset at HP, doing the things that will make it possible for us all to be a pivotal player in Chapter Two of the Internet. Many of you are saying it’s about time — and I agree.”It was the last such speech he'd give. He retired from HP and his position later that year, handing over leadership of the group to Winston Prather. Y2K came and went, and the tuxedo-flashing era came and went, too. At the time of Sterling's talk, HP shared details of a GUI plan it called Visage, figuring that legacy-looking apps were not helping the 3000 hold and win customers. Mike Yawn, the CSY engineer who lead the Java project for the 3000, outlined elements of using Java to build GUIs for existing 3000 applications, as well as creating interfaces from scratch for new apps.
Technology refreshes like integrated Java were not moving as fast as HP's top management changes; commodity computing was cemented in the CEO's office by the march of Windows into business readiness. Visage never made it out of HP's labs, while faster 3000s using a new IO bus remained on the runway of the labs too long, in hindsight. But for a week in San Francisco, while Hewlett-Packard celebrated its 60th company anniversary, the view of the 3000's future was stylish to the max.
July 23, 2014
Migrators make more of mobile support app
A serious share of HP 3000 sites that have migrated to HP's alternative server solutions have cited vendor support as a key reason to leave MPE. Hewlett-Packard has been catering to their vendor-support needs with an iPhone/Android app, one which has gotten a refresh recently.
For customers who have Connected Products via HP's Remote Support technologies, the HP Support Center Mobile (HPSCm) app with Insight Online will automatically display devices which are remotely monitored. The app allows a manager to track service events and related support cases, view device configurations and proactively monitor HP contracts, warranties and service credits.
Using the app requires that the products be linked through the vendor's HP Passport ID. But this is the kind of attempt at improving support communication which 3000 managers wished for back in the 1990s. This is a type of mobile tracking that can be hard to find from independent support companies. To be fair, that's probably because a standard phone call, email or text will yield an immediate indie response rather than a "tell me who you are, again" pre-screener.
But HPSCm does give a manager another way to link to HP support documents (PDF files), something that would be useful if a manager is employing a tablet. That content is similar to what can be seen for free, or subject to contract by public audiences, via the HP Business Portal. (Some of that content is locked behind a HP Passport contract ID.) This kind of support -- for example, you can break into a chat with HP personnel right from the phone or tablet -- represents the service that some large companies seem to demand to operate their enterprise datacenters.
There's also a Self-Solve feature in the HP mobile app, to guide users to documents most likely to help in resolving a support issue. Like the self-check line in the grocery, it's supposed to save time -- unless you've got a rare veggie of a problem to look up.Remote system administration isn't unheard of in the 3000 world. Allegro Consultants' iAdmin got an update to iOS 7 this month. It supports MPE servers, as well as HP-UX, Solaris, Linux and OS X. iAdmin requires a back-end subscription for each server monitored, just like the HPSCm app. But iAdmin draws its information from a secure server in the cloud; the monitored systems feed their status to that secure server.
HPSCm offers one distinction from independent service arrangements: managers and companies can report they're getting mobile updates via HP itself -- instead of a more focused support company, like Pivital Solutions, which specializes in 3000 issues. Migrated sites have stopped caring about 3000 support, but those who are still mulling over the ideal of using more modern servers might try out the HP app. They can do so if they've already registered monitoring access for servers and such via HP Passport.
July 22, 2014
A Week When HP Gave OpenMPE the Floor
3000 community members at HP's facility for the OpenMPE meeting that replaced the scrubbed HP World 2005. From left, Walt McCullough, HP's Craig Fairchild and Mike Paivinen, Birket Foster (standing) and Stan Sieler.
It was a Maple floor, to be exact, in the Maple Room of the HP campus that's now long-demolished. On this day in 2005, in the wake of a washout of the user group Interex and its conference, the OpenMPE board met with HP to earn a space for an all-day meeting. HP extended use of its Maple Room -- where many a product briefing for the 3000 line had been held -- to the advocacy group that had fought for more time and better programs for migration and homesteading users.
In what feels like a long time ago, given all else that has changed, Interex closed its doors during this week in 2005 owing $4 million to companies small and large. The unpaid debts ranged from individuals owed as little as $8.30 on the unserved part of a yearly membership, to HP World booth sponsors who paid $17,000 for a space that the group could not mount in San Francisco. Then there were the hotels, which lost hundreds of thousands of dollars in unpaid room reservation guarantees. At five creditors to a page, the list of people and companies which the user group owed ran to more than 2,000 sheets. The file at the Santa Clara courthouse felt thick in my hands.
There was little money left at the end, too. The Interex checking account held $5,198.40, and a money market fund had $14,271.64 — neither of which was enough to satisfy the total unpaid compensation for an outside sales rep ($65,604 in unpaid commissions) or executive director Ron Evans (who had to forego his last paycheck of $8,225).
That OpenMPE meeting in August, in place of the Interex show, was notable in way that Interex could never manage. 3000 managers and owners could attend via phone and the web, using meeting software that let them ask questions and see slides while they could hear presentations.Webinars were not uncommon by 2005 for the 3000 community, but this web and phone conference poked further into the realm of interaction by adding the meeting software with the ability to raise your hand for a question, chat between attendees, and more. That same flavor of software, updated for our current decade, is on display at the MB Foster Wednesday Webinars of this year. (The latest is set for August 6.)
HP was gracious enough to provide a lunch for those who attended in person on that August day in 2005. The event was proof of the communication that OpenMPE sparked through its work up to 2008, when the 3000 labs and MPE experts closed off their doors and timesheets.
The meeting of nine years ago included a promise from HP's division managers that it would enable a time-honored tradition of a hobbyist's license for operating systems. It was supposed to give the 3000 community a way to teach itself and experiment with MPE for non-commercial research and education. But HP's method of licensing MPE/iX to the programmers and students of the environment was supposed to use the proposed emulator license, an agreement that required an emulator to surface for HP 3000 hardware.
Alas, the first emulator to surface for the 3000 arrived in 2012, a few years after HP stopped issuing new MPE/iX licenses. There's no hobbyist license per se today from HP. The freeware version of the CHARON emulator makes its users promise they've already got a valid 3000 license, since they've got to enter a HPSUSAN number to get started. A true hobbyist license requires no other OS-hardware license. OpenVMS has a hobbyist license, but that was begun by Digital.
As far as 2005's user group meetings went, the OpenMPE seminar was the only one to follow its proposed schedule. HP said that anybody who'd paid to attend the Interex show could shift their paid registration to the first-ever HP Technology Forum. That event was to be held in New Orleans in the thick of hurricane season. And a whopper emerged, Katrina, which wrecked the city so badly that HP's September show was moved to Orlando.
July 18, 2014
HP gives leadership to Whitman top-down
Hewlett-Packard announced that it's giving the leadership of its board of directors to CEO Meg Whitman, after two chairmen had led the board but not the company in the years following CEO Mark Hurd's ouster.
Whitman joined the HP board in 2011, arriving about five months after Hurd left the company, but she didn't take her CEO role until the fall of that year. She's wrapping up her third year as CEO. Analysts see the addition of chairman to her duties as proof that HP's now her company to lead in totality.
Over the last two decades, only three other people have chaired the HP board as well as held the CEO role: Hurd, Carly Fiorina and Lew Platt. It's usually been an ultimate vote of confidence about a CEO's track record. None of the CEOs began their leadership of the company while heading up the board as well. Platt took his chairman's role from founder David Packard within a year of becoming CEO. Fiorina took the post from Dick Hackborn, 14 months after becoming CEO. Whitman becomes the third woman ever to lead the HP board, following Fiorina and Patricia Dunn. The latter took her job in the wake of Fiorina's ouster.
Leadership of Hewlett-Packard remains an issue for the migrated as well as migrating 3000 customers -- at least those who are investing in HP's alternatives to MPE. Whitman's record since taking her CEO duties has been admirable and at times heroic. She presided over a company in the early winter of 2012 with a stock valued at under $12 a share. In the course of her CEO term, Whitman's weathered the detritus of weak acquisitions such as Autonomy as well as the steep slowing of its services business growth. Whitman voted for Autonomy's acquisition as a board member, early in her directorship. But since 2013 she has championed growth through R&D rather than purchasing companies such as EDS and Compaq.
The board now contains only one longstanding HP employee, Ann Livermore, who serves as executive advisor to Whitman. More than 15 years ago, Livermore was passed over for the CEO job in favor of Fiorina -- but Livermore represents one of the last board members whose pedigree is in technology rather than business management. Livermore has been an HP employee since 1982.
Ralph Whitworth, who's reported to be in poor health, resigned the chairmanship he held since last year to make way for Whitman, as well as vacating his board seat. Klaus Kleinfeld, chairman and chief executive of Alcoa, arrives at the board to take Whitworth's seat.
July 10, 2014
TBT: The month fem-power first led HP
You only have to go back 15 years to find a Throwback Thursday photo that captured watershed change for the HP 3000's creators. Carly Fiorina was named as HP's sixth CEO on a Monday in July, the start of the finale for a company's business way which created Hewlett-Packard-designed products as its biggest business.
Fiorina was all of 44 years old when she took a chair that had always been held by men over the first 60 years of HP's existence. In a BusinessWeek story that marked her ascent, the woman who'd become known only as Carly explained that she'd talked Dick Hackborn into staying on HP's board of directors. Telling readers that "Carly Fiorina has a silver tongue and an iron will," reporter Peter Burrows relayed Carly's own admission of feminine business power. The CEO-to-be said she was interviewed in a Chicago airport club restaurant.
"You can't tell me there's a better person for the job,'' she told Hackborn as the Gaslight's waitresses, clad in skimpy uniforms and fishnet stockings, made their rounds. Over the course of three hours, Hackborn agreed [to helm the board]. ''And no, I did not put on fishnet stockings,'' Fiorina says with a laugh. ''Don't even go there.''
At the time of her ascent, the business media had pegged Carly as the most powerful woman in business, with Oprah running number 2. “She is quite simply the ideal candidate to leverage HP’s core strengths in the rapidly changing information-systems industry and to lead this great company well into the new millennium,” said board member Sam Ginn, who led the search committee. It was a move that would lead the staid company into new eras of panache.
HP’s board said it was pushing for the company’s first outside CEO to lead the company in its new e-services push. Heading up AT&T spinoff Lucent’s $20 billion Global Service Provider division, Fiorina was named America’s Most Powerful Businesswoman in 1998 by Fortune magazine. Her selfies with pop stars came later.Six years later, HP was shucking off a CEO who'd brought exactly what the board thought HP needed -- commodity products to sell alongside high-profit enterprise computing systems. The Compaq merger she pushed, adding PCs to the top of HP's sales results, meant the end of some HP product lines that overlapped with Digital servers that Compaq was selling, such as the OpenVMS-MPE collision.
Within one year of Fiorina's ouster, Burrows had written Backfire, his history of the Carly era at HP. Interviewed on PBS, Burrows gave his take on why the sizzle of a CEO -- who hired pop star Gwen Stefani to headline a tradeshow beside her -- didn't satisfy.
I think she is a very polarizing figure. Initially people almost always, you know, sort of think the world of her and are sort swept away with her charisma and her good ideas and her passion. But I think that over time, a lot of people at HP particularly I know, lost faith when it became clear that her ideas just weren’t working.
Fundamentally, HP was a great printer company and a very average to poor computer company. She went out and did a merger that doubled the size of the poor business, and now they’re stuck in a lousy — a very challenging PC industry.
She got that deal done against all odds, and sort of against the market’s wisdom. Investors hated the deal. They took 17 percent out of the stock immediately when it was announced.
June 12, 2014
Virtualization still demands real iron
In the span of time between the publication of a hopeful magazine article and the close of this year's HP Discover conference, the vendor made a point about its hardware heritage. The point might have been unintentional, but it appears that the future is still a destination you'll achieve riding the vehicle of The Machine.
A lot of computing is going out of sight these days. The costs to careers are real, as companies decide that managing IT staff and in-house resources is a discretionery budget item. When they job out your computing systems to a cloud provider, all that remains is to keep up with the needs of your applications and business processes. That's a lot fewer jobs across our industry. The demands for information keep accelerating, through brontobytes of data and onward.
But HP believes that there's still going to be a need for a machine to run it all, one that they're trying to build from the concepts of tomorrow. A blog post on the HP website HP Next explained why the biggest HP Labs project in 20 years is being called The Machine.
Why do we call it The Machine? When we first started developing it, we wanted to be very careful not to call it a server, workstation, PC, device or phone, because it actually encompasses all of those things. So as we were waiting for Marketing to come up with a cool code name for the project, we started calling it The Machine—and the name stuck.
HP talks about a centralized learning engine. So that's another physical reference, one that will be powered by The Machine. "With The Machine, we have the opportunity to rethink security, data governance, data placement and data sovereignty from ground up and embed them into all of our products. This revolutionary project is on its way to changing the industry—and the way we compute."
The promise, really just a dream, is that a "a doctor could compare your symptoms and genomics with every other patient around the world to improve your health outcomes, instantly, without language barriers or privacy breaches."
That magic will still require real iron somewhere, managed by an IT pro. Iron, a box, or a virtual array of compute engines, they'll all an un-changing part of the way our industry computes. That's why the revolution of a virtual HP 3000 server still needs a ProLiant computer to emulate the old PA-RISC MPE system. That's why even at HP, tomorrow's data dream is called The Machine.
June 11, 2014
HP to spin its R&D future with The Machine
Calling it a mission HP must accomplish because it has no other choice, HP Labs director Martin Fink is announcing a new computer architecture Hewlett-Packard will release within two years or bust. Fink, who was chief of the company's Business Critical Systems unit before being handed the Labs job in 2012, is devoting 75 percent of HP's Labs resources to creating a computer architecture, the first since the company built the Itanium chip family design with Intel during the 1990s.
A BusinessWeek article by Ashlee Vance says the product will utilitize HP breakthroughs in memory (memsistors) and a process to pass data using light, rather than the nanoscopic copper traces employed in today's chips. Fink came to CEO Meg Whitman with the ideal, then convinced her to increase his budget.
Fink and his colleagues decided to pitch Whitman on the idea of assembling all this technology to form the Machine. During a two-hour presentation held a year and a half ago, they laid out how the computer might work, its benefits, and the expectation that about 75 percent of HP Labs personnel would be dedicated to this one project. “At the end, Meg turned to [Chief Financial Officer] Cathie Lesjak and said, ‘Find them more money,’” says John Sontag, the vice president of systems research at HP, who attended the meeting and is in charge of bringing the Machine to life. "People in Labs see this as a once-in-a-lifetime opportunity."
Fast, cheap, persistent memory is at the heart of what HP hopes to change about computing. In the effort to build The Machine, however, the vendor harks back to days when computer makers created their own technology in R&D organizations as a competitive advantage. Commodity engineering can't cross the Big Data gap created by the Internet of Things, HP said at Discover today. The first RISC designs for HP computers, launched in a project called Spectrum, were the last such creation that touched HP's MPE servers.
Itanium never made it to MPE capability. Or perhaps put another way, the environment that drives the 3000-using business never got the renovation which it deserved to use the Intel-HP created architecture. Since The Machine is coming from HP's Labs, it's likely to have little to do with MPE, an OS the vendor walked away from in 2010. The Machine might have an impact on migration targets, but HP wants to change the way computing is considered, away from OS-based strategies. But even that dream is tempered by the reality that The Machine is going to need operating systems -- ones that HP is building.
OS compatibility was one reason that Itanium project didn't pan out the way HP and Intel hoped, of course. By the end of the last decade, Itanium had carved out a place as a specialized product for HP's own environments, as well as an architecture subsidized by Fink's plans to pay Intel to keep developing it. The Machine seems to be reaching for the same kind of "change the world's computing" impact that HP and Intel dreamed about with what it once called the Tahoe project. In a 74-year timeline of HP innovation alongside the BusinessWeek article, those dreams have been revised toward reality.PA-RISC is denoted in a spiraling timeline of HP inventions that is chock-a-block with calculator and printing progress. The HP 2116 predecessor to the HP 3000 gets a visual in 1969, and Itanium chips are chronicled as a 2001 development.
The Machine, should it ever come to the HP product line, would arrive in three to six years, according to the BusinessWeek interview, and Fink isn't being specific about delivery. But with the same chutzpah he displayed in running Business Critical Systems into critical headwinds of sales and customer retention, he believes HP is the best place for tech talent to try to remake computing architecture.
According to the article, three operating systems are in design to use the architecture, one open-source and HP proprietary, another a variant of Linux, and a third based on Android for mobile dreams. That's the same number of OS versions HP supported for its first line of computers -- RTE for real time, MPE for business, and HP-UX for engineering, and later business. OS design, once an HP staple, need to reach much higher to meet the potential for new memory -- in the same way that MPE XL made use of innovative memory in PA-RISC.
Fink says these projects have burnished HP’s reputation among engineers and helped its recruiting. “If you want to really rethink computing architecture, we’re the only game in town now,” he said. Greg Papadopoulos, a partner at the venture capital firm New Enterprise Associates, warns that the OS development alone will be a massive effort. “Operating systems have not been taught what to do with all of this memory, and HP will have to get very creative,” he says. “Things like the chips from Intel just never anticipated this.”