The WWW and the Holy Grail

Adolph Ochs in 1896 put his slogan on a newspaper, “All the News That’s Fit to Print”. It still survives. Only just barely.

Sound arrived to movies in the late twenties, the silent-film industry and the Broadway theater industry were both broadsided. They never saw it coming. It was a running joke to them.

Radio was king for years. No one thought it would be overcome – there was a radio in every home throughout America.

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Then television started to gain traction in the late forties. Radio scrambled to adjust to the newer media – TV. Then, TV began to replace the radio in homes. Orders for TV sets were up 400 percent in 1949, many of them sold by the most popular shows of their time, (i.e. Milton Berle). Supply could not keep up with demand. Free television was for decades considered an American right, rabbit ears, ghosts and all.

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Then broadcast TV scrambled to adjust to newer media – cable TV. For a while during the reign of ‘Free TV’, “Pay TV” was a joke.   Americans now pay for 24/7 foreign news networks in their cable and satellite packages, news, weather, sports, movies, etc. That which used to be free on broadcast TV was no longer free.

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Then the hammer dropped for everyone. The Internet dawned, the digital revolution.  The Holy Grail of media. This was a change as great as the invention of electricity and the construction of transcontinental railroad. It was large, transformative and caused massively sweeping changes. No one was prescient enough to gauge even remotely how big this change was upon the whole planet.

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The recording industry became the first to fall in the digital pipeline. They thought by suing Napster in court they could stop their declining bottom line.  Movies and DVD’s became next to fall in.

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And then 2 large social media behemoths came along; Facebook (2004) the more social of the two and Twitter (2006) the most current up-to-the-minute form of news delivered to us not by a news anchor but by a neighbor.  Twitter made CNN, NBC, CBS, ABC, FOX ancient delivery mechanisms of news overnight.  We don’t select publications anymore, we select links.

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An ecosystem of “group journalism” in which consumers with a cell phone eyewitness reporting of the news submitted by ‘US’ rather than actual reporters in the field, changed everything. Witness Captain Sully on the Hudson river. The proliferation of the Internet made every publicly available source of information in the world openly available to everyone. This change in and of itself has altered the landscape for everyone forever. The NYT’s and CNN no longer have a lock on exclusive. Exclusive is old news – we are now the prevailing ‘exclusive’.

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Within all of this history of media, the largest companies, the ones we can name by brand have been caught sleeping by transformative change. From newspapers and magazines to Hollywood, aging media executives resistant to technology became overnight ostriches.  It was easier to take a paycheck, stick their heads in the sand then risk being ‘wrong’ about how future technology could transform their own business. Status quo was ‘safe’ harbor.  A herd of dinosaurs.

The decline and the fall of old media. It was inevitable and unavoidable. Casualties were and are in print, TV and soon cable channels. Yes, even cable TV will be falling (cord cutting: Aereo TV and Otoy). Old media will scramble to adjust just as before, but it will not be enough. The fall of old media is unavoidable.

And for us the consumer, the ‘hippie’ stage (freemium) of the Internet is over.  We will pay for more for media then ever before – not in print but whatever form it comes in. The trees will love us once again. However, the cost for this will be higher than it once was.  What is less talked about are the adjustments that consumers have to make. Paying for media that was free or easy to access is now the norm.

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And still only 65% of the country has broadband Internet access. What Google fiber offers is just a beginning and will become the norm. Google fiber speeds will knock cable TV off its legs.  We wont need coaxial cable – just access to the Internet.  And it won’t have to be coming from the white coaxial cable coming into your home – it will be wireless.   TV channels will be become specific apps downloaded on a phone or tablet.  Bundles will be forgotten. The ‘triple play’ of a phone, cable and the internet that we all familiar with for $ 150.-200 a month will soon be broken down.

Perhaps even the app store will disappear too. The potential disruptiveness of Otoy (http://goo.gl/aQZSl ), as a breakthrough streaming service could, in the near future, could end the need for app stores and computer upgrades.

Advertising will never ever again subsidize any old-media news organizations in the style to which they (and their audiences) have been accustomed.

News organizations used to be able to overcharge and under-deliver in their deals with advertisers; the pizza place and the car dealership had nowhere else to go, and no one knew how many people saw, or acted on, a given ad anyway.  Not anymore. Nielsen, one of the old guards struggles to stay relevant – even if they purport to have new measuring technology. There are at least the 10 other companies who are in the process of eating their lunch.

We are in for years of re-adjustment. Transformation from print and paper to digital – cable TV to Internet TV, YouTube, social apps and the like. Consumer adjustment will take time. But less than you think. Our kids are growing up ignoring cable and television, without radio and traditional print media. The norm:  downloading of apps, mobile phones, tablets and no desktop computers. It’s different and disconcerting for the parents. It’s happened before – it just happened without the Internet. How we used to do things in the seventies, eighties, and nineties is no more – change is good.  Breath in – breath out.

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The Changing of the Guard

Changing-of-the-Guard

 

IBM, Cisco, Intel, Microsoft, Dell, HP, and other large legacy hardware and software companies have something in common these days. A declining revenue stream. Big time.

IBM_logo     cisco      intel_logo

Its not just one or two companies, its most of the big ones. And the results will ultimately effect employees as each quarter passes and they are forced to reckon with Wall Street earnings and reports. The stock market takes no prisoners.

Online newcomers with ‘disruptive’ business models and software are flourishing. Box, Dropbox, Workday, Amazon, Salesforce, Facebook, LinkedIn, all have reported record quarters. Even Apple despite its recently declining stock price is still growing. Just about anything that has to do with mobile phones and tablets has the ‘Midas touch’.  Google Inc. said last Thursday that its revenue grew 31% in the first quarter, while profit rose 16%.

IBM last Thursday reported its revenue dropped.

Software giant Microsoft Corp., once known for rapid sales of PC software, reported that the business that includes its Windows operating system turned in essentially zero growth

Intel Corp., which has struggled to get its chips into mobile devices reported a first-quarter profit drop of 25% on revenue that declined 2.5%.

Oracle Corp., reported a 1% drop in its revenue in its most-recent quarter.

The disparities are the result of technology shifts—the rise of mobile devices and slowing growth in personal computers, conventional software replaced with online versions and cloud outsourcing by corporations. Companies want to rent software and computer systems. The deals are smaller and take less time to implement. Companies want to get out of the construction business—building and rolling out expensive software and hardware systems.

Web-based technology makes it easier for consumers and corporate employees to try new things and makes it harder for older technology suppliers to keep rolling out huge hardware and software deals month in and month out. Hardware, chips and hard drives get faster, smaller and cheaper now every 3-6 months making large purchases by corporations old before the equipment barely gets installed.

Workday Inc which was founded in 2005 and went public in October, reported that revenue for its fourth quarter ended in February rose 89%

Box Inc., founded in 2005 that lets customers store their data online and tap into it from mobile phones and PCs., revenue grew more than 150% in 2012 and it expects another doubling again this year.

“Their biggest challenge is they live in a world of legacy business models,” said Ed Anderson, an analyst with technology research firm Gartner Inc.

Apps, Software and Video Games shortly will go the way of the DVD – they will live in a ‘cloud’.

Bandwidth is the key to the cloud. If you’ve got enough access to it, meaning if you’ve got a fast enough connection, then you don’t need any physical media or software to live in your PC, Mac or for that matter very soon your mobile phone and tablets.

We used to have giant ‘desktop’ computers that had to have HUGE hard drives in order for us to install many applications. For example, Photoshop, Dreamweaver, MS Office, CAD software, etc. all are very large installation packages. Couple this with your collection of MP3’s, photo’s, video’s and documents and most of us ran out of room on a PC that had 50-100 gigs of space for a hard drive.

The obvious to the consumer

Today, as a consumer we see convenient repositories for photo’s, music and videos and documents. Skydrive, GoogleDocs, Dropbox, Box, Amazon Cloud Drive. Now consumers are beginning to understand and use these places to store what they used to store on their home computers. Why? Several key reasons – first, once uploaded to a large mainstream cloud drive (and I mean to the likes of Google, MS or Amazon) your collection of ‘whatever’ is safe. How many of us have dropped or lost a laptop, had a hard drive fail, spilled coffee on our desks and then PC, etc. If you didn’t back it up to an external hard drive you lost it all. Worse yet, I’ve had friends who did and THAT and the hard drive failed shortly thereafter. Years of precious photos (and now videos more than ever thanks for our mobile phones) you can never get back or thousands of MP3’s gone (at $.99 each). Second, consumers now are getting familiar with storing their digital belongings off site and in a cloud. We hear about Amazon’s or Google’s cloud storage drive initiatives more and more everyday. They are fast becoming the new norm. And third – they are not expensive. Certainly not when compared to a 1.5 Terabyte hard drive that can fail without warning.

The not so obvious to us all

What’s not so obvious to consumers is what’s happening in the enterprise business realm. Years ago, you wanted to put up a business domain web site or had a business that required large databases, some required separate servers for clients that are uber security conscious, some needed to have their domain living on a separate server from others (especially the financial and health industries). Others needed production servers, staging servers and then after testing finally deployed an application or web service. Sometimes IT had to physically travel to the colo facility to apply a ‘patch’ to a newly deployed application and hoped that the patch worked as it was supposed to or else everything came to a screeching halt. Businesses lost money, time, and face sometimes. You’d pay Sun, Oracle, Cisco, EMC, etc. millions to deploy servers and DB’s for your environment. You’d spend money on hiring the right technical IT staff to deploy and sync and stitch all of this together. This WAS the norm.

Enterprise today is all moving into a cloud based environment – virtualization is the norm now.

Sun servers were all the rage in the 90’s. But they were VERY expensive. Robust, great customer service, but very costly. Today, you can run a linux box for a fraction of the cost. No more hard drives or servers (blades or otherwise). You can fire up an ‘instance’ and server through AWS in a few minutes. No going into a colo facility. Start-up’s can get to market almost instantaneously and for far less of a cost. You pay for what you use. No more buying a million dollar license for ATG, Vignette or Broadvision and installing 15 discs in a cage. You rent it now. Patches get uploaded by the cloud vendor in a virtual environment and tested before they are deployed to you.

With the rise of this ‘virtualization’, more and more apps or processes now get built into the browser. Java script was written just for this purpose and has allowed for far more sophisticated applications to run in a network environment and now on browsers. Other software will be embedded in browsers as time goes on that will mimic the functionality and hardware on your PC. You can bet on it.

Platform as a Service (PaaS)

Whereas IaaS (infrastructure as a service) providers offer bare compute cycles and SaaS (software as a service) providers offeraccess to such apps as CRM online, PaaS offerings provide turnkey services for developers to get their apps up and running quickly, no infrastructure concerns needed.

Offered as a service, PaaS runs the gamut from development tools to middleware to database software to any “application platform” functionality that developers might require to construct applications. None of these above services come without their problems. But so did everything else before them.

IaaS focuses on managing virtual machines, and the risks are little different than with other cloud types — here, the main risk is rogue or unwarranted commandeering of services. IaaS requires governance and usage monitoring. But with this comes a good degree of convenience and business ROI.

Some of the most popular cloud services running virtually are; Microsoft Windows Azure, Googles App Engine (which offer a nonSQL relational SQL database service), VMware cloud foundry, Force.com ( from salesforce.com), Heroku (also from SF), Amazon Elastic Beanstalk, Engine Ysrd Cloud (for Ruby on Rails enthusiasts), Engine Yard Orchestra (for PHP enthusiasts) and CumuLogic (for Java developers). Consumers never see or hear any of this but use web services that live on these services day in and day out.

What will be obvious to consumers in about 10 years or less

All of this bring me back around to bandwidth and apps. Once we have enough consumers that have access to real fast broadband (100mbps or more down and ideally 200mbps down), then the Apple and Android app store will disappear. Software discs will become obsolete. Video game installation discs – gone. Why, because once you have enough speed, apps can be loaded and accessed wirelessly via the web. The calls to databases, functionality and such can all be received instantly online. Its already happening, slowly. Examples of this in the entertainment space is Ultraviolet, bring your DVD’s to Wal-Mart and upload them to your digital locker – no more disc. Onlive, Livestream, Gaikai all stream video games without the need for a disc, Netflix (you know about them). Consumers are aware of these, but then you’ve also got GoogleDocs and Skydrive for documents and the creation of word and excel docs. We don’t need an install disc anymore.

Last week, it took me 4 days to upload 12,934 MP3’s to my cloud locker at Amazon Music drive. Less time than I ever thought. Available anytime for me to download if need be. That’s nearly $ 13,000 worth of music, stored for as little as $ 20.00 a year.

Mobile apps, software suites, video game discs, movies, music photos and more will still be here but will not physically be in your home forever. It’s inevitable.

Apple’s Half Approach To The ‘Clouds’

This weeks Apple announcement is not quite as cloud centric as you may think. Unlike Googles approach with having a chromebook browser with Linux running underneath and no local storage, Apple is still tethered to the device we use. It’s a world of ‘apps’.

In Google’s view, you do everything using a browser with no local storage or apps. In Apple’s world, while it has taken an elegant approach to its delivery mechanism and user experience bar none, it is still largely delivering a localized environment.

In Google’s world, chromebooks and other devices like these will still need to grapple with the unreliable world of ‘wireless’ connections – or sometimes lack of them and the consumers long time habit and behavior of wanting the content close by them, local.

With Apple’s announcement, they are positioning themselves to take full advantage of the ‘post’ PC world – that is they know that by 2013 (a scant 2 plus years away).

Gartner and others predict mobile phones and THEIR screens will be the No. 1 way we access the Internet to view the web. Here are some more rather startling mobile facts:

*82 percent of consumers have used their mobile phones in a store, 55 percent in a doctor’s office or hospital, 17 percent during a movie at the theater, 14 percent while flying on a plane and 7 percent during church service. Around 17 percent of mobile users have shown a clerk in a store a picture of a product on their mobile phone, saying in effect, “I want this please,” which is a new shopping behavior that is surprisingly being driven by men. 45 percent of users check their mobile devices first thing in the morning, according to InsightExpress.

*Research has determined that mobile advertising is four-to-five times more effective than online advertising, on average…due to various factors, including lack of clutter in mobile, typically one ad per page, and the mobile pages themselves typically do not have a lot of stuff going on—they tend to be very clean. Also, the proportion of the ad on a mobile screen is greater, so it gets more share of eyeballs.

My takeaway from these numbers is that we are steadily becoming a mobile and tablet world, not a PC one.

This is a world the Apple knows better than anyone and using iCloud, it has taken a very good shot at delivering a cloud experience with what really is a local one.  Apple is extending what Apple does best, its core strengths into the cloud. And this is simply the basic integration of Apple’s hardware and software – their elegant OS.  The major difference being it does not yet rely on the browser as the central driving force in the picture (Google’s chrome) rather in Apple’s view what they are giving us an elegant CMS or content delivery system that we manage.  Google is betting on its browser, and they too know its coming to the small screen, therefore, that’s why we are seeing the Android store downloadable app strategy they are pushing out..

Apple which supports its web apps in the App store will have a rude awakening one day as eventually everyone but them will play on a browser using HTML5, but for now Apple’s user experience is by far the best.  A good example of this is when you go to read GoogleNews on your iPhone using Safari and at the bottom of the screen a small box pops up saying ‘ if you want to access Google News, click here to put this app on your device’. If you agree, a small app-like icon gets created on your iPhone using HTML5 just as if you downloaded it through iTunes.

So, Apple IS a cloud player indeed, distributing its OS X online, supporting over the air updates, allowing iTunes to be streamed to any iOS registered device. And iTunes did something that neither Google nor Amazon has done – signed deals with the major music players for their content (video/films excluded for now). This allows us to avoid the time consuming process of uploading our music collection to iCloud (I think I have about 60gigs of files). We can purchase a subscription to Music Match for $24.99 year, and MM will mirror my music collection with the iTunes store – ALL of my music, not just iTunes purchased music. These tracks can now be streamed back to me from the cloud on any MacOS registered device.

However, unlike other pure cloud players, this isn’t a web based operation for all of this. Apple still is enabling core SDK kits (software development kits) for developers to build in access and API’s (application program interfaces) that will let developers integrate their own apps within Apple’s cloud.

To perhaps make this analogy clearer of why it is not a pure based cloud play, look at iTunes. Your music library stays right where it is, with YOU – MM provides software that identifies songs and tracks you have and purchases you made at iTunes against the vast iTunes catalog of music to support MM. All of this not really ‘cloud’ based, but still local.

For us users, the benefit is an elegant, easy intuitive way to sync our content between all of our tablets and mobile devices (Macs included). And this sync does include most other services and docs Apple’s got to offer, calendars, contacts, documents, online storage and photos.  This is far different than Google that has a true cloud offering using GoogleDocs where you store the document and edit in the clouds.  With Apple, you make changes locally and then those changes are synced to the cloud.

This method allows us to be far less vulnerable to the woes of the wireless world or lack of it at times. And, ultimately, it will keep us all purchasing not just apps but what Apple REALLY wants us to buy – newer iPads, newer iPhones and brand new Macs.  Apple is really in the hardware business, unlike Google that wants to drive everyone to the web on inexpensive chromebooks running Linux to see more advertising or Amazon that wants to drive purchases online. It a half hearted approach but it’s a damn elegant one and one that I am particularly enjoying because everything just works!

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Apple’s ‘iCloud’ Just Might Be Netflix’s Achilles Heel.

Apple took a long time to get the Internet. Geeks were still installing FTP clients and web browsers for years after Apple belatedly included TCP/IP and PPP to their OS and, when Apple finally did integrate the Internet into Mac OS, it was in a very tacked on kind of way. A browser, an app for making web pages, eventually a few vertical online stores. I think that’s all about to change tomorrow a the WWDC.

The upcoming ‘iCloud’ announcement will vault Apple into the music cloud business, pitted against Amazon and Google (and a few others, but they are the 900lb. gorillas in the room). Apple has been in the business of selling movies and music for a long time now. Far longer than Google and longer than Amazon, at least digitally (no physical plastic CD). Now they will announce ‘iCloud’.

There have been many guessing at what this will look like and include, and I’ll make a few guesses too and I’m sure not all of them will be correct. But its fun nonetheless to postulate. Netflix is unquestionably the king of movie rentals by far. They have the breadth of product, elegance of delivery online and a reasonable cost/subscription plan. Apple is the king of online movie ‘purchases’. Based upon the fact that Apple has been building out a $1B data center in maiden N.C. , it is more than possible that they have infrastructure to support ‘movie’ lockers. That is, you buy a movie and can now store that film remotely in your cloud ‘locker’. This is the one thing that Netflix (at the moment) can’t replicate very easily.

First, it does not have the infrastructure in place (at the least own the facility) even though they host through Amazon’s EC2.  Yes, they can build it out there, but it would be costly.  Second, to my knowledge ownership is a digital right that must be negotiated and exists separately from a pure rental right with the studios. Something that is NOT easy to get from the Hollywood majors – and I know because I’ve been there before several times before. And third, Netflix core business premise is rentals – it has never been the place we turn to purchase a film thereby making it even harder to shift consumer habits that so far lie with an Amazon or iTunes.

This IMHO, could be considered an Achilles heel for Netflix. Not that they couldn’t get here, but perhaps they will get here AFTER Apple does. And first mover advantage is HUGE online and especially in the entertainment space. An storing your movies is altogether another issue – especially once you begin storing your movies in a cloud. They are NOT easy to move (file size is 750megs -1gb or more compared to a typically small 4-5mb mp3 file) nor would you want to. Right now, people are complaining about how you need to upload your MUSIC files to Google or Amazon’s music cloud offering. Imagine what they’d be saying about uploading movies? Again, this is all a guess of mine. Some other thoughts and guesses about tomorrows announcement by Apple MIGHT be:

 

• Your Mac, Windows, or iOS device can sync with all or part of it in the same way that your iOS devices sync with your computer’s iTunes library today because your music library exists in the cloud now.

• Continuous syncing of iOS devices in real time. The implication is never having to plug your iPhone or iPad in to your computer again. You won’t need a computer to sync anymore.

• One login using your Apple account: On any Mac, sign in as a guest using your Apple account credentials and you’ll be brought to the same desktop you get on your personal machine. Files will be downloaded from the cloud (or your home network) on demand, and you’ll have access to all the apps you’ve purchased via the Mac App Store, downloaded and installed on-demand, and removed securely, along with your data, upon log-out.

• Play music on your mac, then with a tap shift the music to your iPhone when you’re on the go. A sizable portion of the playlist will quickly transfer over so there’s no reliance on continued wi-fi access or 3G streaming. A ‘cloud’ benefit.

Lion and iOS 5 will change the playing field for many. It will be interesting to find out exactly how Apple will do this and when tomorrow at WWDC (Worldwide Developer Conference). You can watch it live here on Monday, June 6th at 10am: http://www.macrumorslive.com/.

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The Great Chaos Monkey!

Apr 25, 2011
Working with the Chaos Monkey

Late last year, the Netflix Tech Blog wrote about five lessons they learned moving to Amazon Web Services. AWS is, of course, the preeminent provider of so-called “cloud computing”, so this can essentially be read as key advice for any website considering a move to the cloud. And it’s great advice, too. Here’s the one bit that struck me as most essential:

We’ve sometimes referred to the Netflix software architecture in AWS as our Rambo Architecture. Each system has to be able to succeed, no matter what, even all on its own. We’re designing each distributed system to expect and tolerate failure from other systems on which it depends.

If our recommendations system is down, we degrade the quality of our responses to our customers, but we still respond. We’ll show popular titles instead of personalized picks. If our search system is intolerably slow, streaming should still work perfectly fine.

One of the first systems our engineers built in AWS is called the Chaos Monkey. The Chaos Monkey’s job is to randomly kill instances and services within our architecture. If we aren’t constantly testing our ability to succeed despite failure, then it isn’t likely to work when it matters most – in the event of an unexpected outage.

Which, let’s face it, seems like insane advice at first glance. I’m not sure many companies even understand why this would be a good idea, much less have the guts to attempt it. Raise your hand if where you work, someone deployed a daemon or service that randomly kills servers and processes in your server farm.

Now raise your other hand if that person is still employed by your company.

Who in their right mind would willingly choose to work with a Chaos Monkey?

Angry-monkey-family-guy

Sometimes you don’t get a choice; the Chaos Monkey chooses you. At Stack Exchange, we struggled for months with a bizarre problem. Every few days, one of the servers in the Oregon web farm would simply stop responding to all external network requests. No reason, no rationale, and no recovery except for a slow, excruciating shutdown sequence requiring the server to bluescreen before it would reboot.

We spent months — literally months — chasing this problem down. We walked the list of everything we could think of to solve it, and then some:

swapping network ports
replacing network cables
a different switch
multiple versions of the network driver
tweaking OS and driver level network settings
simplifying our network configuration and removing TProxy for more traditional X-FORWARDED-FOR
switching virtualization providers
changing our TCP/IP host model
getting Kernel hotfixes and applying them
involving high-level vendor support teams
some other stuff that I’ve now forgotten because I blacked out from the pain

At one point in this saga our team almost came to blows because we were so frustrated. (Well, as close to “blows” as a remote team can get over Skype, but you know what I mean.) Can you blame us? Every few days, one of our servers — no telling which one — would randomly wink off the network. The Chaos Monkey strikes again!

Even in our time of greatest frustration, I realized that there was a positive side to all this:

Where we had one server performing an essential function, we switched to two.
If we didn’t have a sensible fallback for something, we created one.
We removed dependencies all over the place, paring down to the absolute minimum we required to run.
We implemented workarounds to stay running at all times, even when services we previously considered essential were suddenly no longer available.

Every week that went by, we made our system a tiny bit more redundant, because we had to. Despite the ongoing pain, it became clear that Chaos Monkey was actually doing us a big favor by forcing us to become extremely resilient. Not tomorrow, not someday, not at some indeterminate “we’ll get to it eventually” point in the future, but right now where it hurts.
Now, none of this is new news; our problem is long since solved, and the Netflix Tech Blog article I’m referring to was posted last year. I’ve been meaning to write about it, but I’ve been a little busy. Maybe the timing is prophetic; AWS had a huge multi-day outage last week, which took several major websites down, along with a constellation of smaller sites.

Notably absent from that list of affected AWS sites? Netflix.

When you work with the Chaos Monkey, you quickly learn that everything happens for a reason. Except for those things which happen completely randomly. And that’s why, even though it sounds crazy, the best way to avoid failure is to fail constantly.

Guest Post by Jeff Atwood

HP’s feet firmly planted in the clouds. The future is here, now. The Hard Drive is a dinosaur.

The announcement this week by the CEO of HP that HP wants to provide the platform of choice for cloud services and connectivity and that they will launch a public cloud offering in the near future is significant. Cloud computing has really come of age. No one will be laughing at Google’s CR-48 notebooks and Google’s Chrome OS anymore. Its no a flash in the pan.

The CEO, Leo Apotheker says everything HP will do in the future will be delivered as a service. HP also intends to install WebOS on a variety of devices, not just smartphones like Palm did. PC’s and laptops will have WebOS pre-installed and be able to run Windows as well. HP will perform a number of strategic acquisitions of innovative software and cloud-based service providers. And there is no shortage of innovators in the space. Take a look at the OnDemand 100 list of private companies in the space put together by Morgan Stanley, KPMG, Hewlett-Packard, Blackstone Group, Bridge Bank, Fenwick & West, Silicon Valley Bank, and industry experts: http://bit.ly/h4mqfK . HP certainly will find a few jewels in this crowd and probably won’t have to spend a fortune acquiring them given the numbers of competitors.

HP plans to establish an application store for enterprise customers and consumers. The app store will not just be mobile specific, like most other current app stores like Apple App Store and Android Market, but targeted at a wider range of devices. And its will be an open marketplace. Nice.

It’s a big change for HP. They are moving away from focusing on PCs, printers and hardware in general to the cloud, connectivity, security and services. HP does not plan on competing directly with other OS’s like Windows but rather to run in parallel. WebOS might also be able to run alongside Android on smartphones for example, giving user’s the choice of switching between platforms. Clearly, consumers and businesses will be changing the way they use PC’s and computers. The days of storing your data on your hard drive locally is numbered.

Apple’s App ecosystem…some notes

For those of you who don’t read these things, here are some takeaways and bullet points from the latest report from Distimo. The full report can be found here: http://www.distimo.com/

Less than two months after the launch of the Mac App Store, a top 300 Mac application already generates half the revenue of a top 300 iPad application on average.

The average selling price of the top 300 applications is seven times higher in the Mac App Store ($11.21) than on the iPhone ($1.57) and almost three times higher than on the iPad ($4.19).

The Mac App Store has 2,225 applications available in the store approximately two months post-launch. Comparatively, the Apple App Store for iPad had 8,099 applications two months post-launch.

Although on the Mac gaming has been less popular than on Windows, the Mac App Store promises a bright future for Mac gaming: there are already 646 games in this store (29%), and 39% of the most popular applications are games as well.

The proportion of free applications in the Mac App Store is lower than in any of the other application stores analyzed in this report: only 12% of the applications are free.

The 300 most popular free and 300 most popular paid applications in the three Apple application platforms (iPhone, iPad and Mac App Store) are published by 1,014 publishers in total. 173 publishers distribute applications in more than one of these stores (17%), the Mac App Store being one of these stores in 49 cases (5%).