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    Monday
    Oct202014

    Microsoft puts ex-Amazon VP in charge of Cloud Infrastructure and Operations, including data centers

    Last week Microsoft put an ex-Amazon.com VP in charge of Cloud Infrastructure and Operations.  I’ve had e-mail conversations on the changes with lots of people asking questions, but I couldn’t write anything.  Well, now I can blog something because of public disclosure.  Suresh Kumar, VP of Cloud Infrastructure and Operations updated his LinkedIn profile.

    Last week Suresh’s linkedin profile only showed Suresh’s Amazon experience even though he had been at Microsoft for months and his job change to Microsoft was not added yet.

     

    VP, Worldwide Retail Systems and Retail Services

    Amazon

    August 2008 – May 2014 (5 years 10 months)Greater Seattle Area

    As the Vice President of Worldwide Retail Systems, managed a global team of 500 engineers across seven locations, including four Vice Presidents of Technology and twelve Engineering Directors. Responsible for technology that powers core retail functions such as pricing, promotions, catalog and vendor management for all Amazon properties worldwide. Responsible for all aspects of technology, including program management, software development, testing, support, operations and business analytics. 

    As the Retail CTO, responsible for establishing software architecture standards, and maintaining consistency in hiring and leveling of senior engineering talent across all retail divisions. Responsible for setting architecture direction for all Amazon retail subsidiaries and integrating subsidiaries into the Amazon technology stack.

    As head of Retail Services, currently managing a team of 2000 associates across nine centers and twenty product imaging studios worldwide, responsible for creating and maintaining all item information, including item images for products sold by Amazon retail.

    Now there are these two entries.

    Corporate Vice President, Microsoft Cloud Infrastructure and Operations

    Microsoft
    October 2014 – Present (1 month)Redmond, WA

    Responsible for designing, building and operating the infrastructure that power's Microsoft's cloud; the engineering systems required for automating and optimizing the processes associated with the planning and management of the cloud infrastructure.

    Corporate Vice President

    Microsoft
    June 2014 – September 2014 (4 months)Redmond, WA

    There are many more details, but the above is all I could find that has been published.  

    Will be interesting to see how Suresh does in his role at Microsoft. He has a background that is different than many and I didn’t find any data center experience in his background.

    Princeton University

    PhD, Engineering
    1987 – 1992
    1983 – 1987
    ...
    · Ten patents on work related to mobile computers. Three patents on collaborative computing, one on cryptography and one on electronic auctions. Several patent applications on e-commerce are pending.
    Saturday
    Oct182014

    Been slow blogging as lots of device repairs

    This past few days have been slow blogging as I have had a few device problems - smartphones and laptop.  Luckily everything is fixed and no data is lost.  I’ll write a few posts on the device problems. 

    Wednesday
    Oct152014

    Oops, Microsoft buys 2 more homes to support its Iowa Data Center expansion

    Des Moines Register reports on Microsoft buying 2 home to support its data center expansion.

    Microsoft has closed in on some of the last pieces of land for its $1.1 billion data center in West Des Moines.

    The Redmond, Wash.-based company has purchased another two homes that sit on the future site of the "Project Alluvion" data center.

    Microsoft purchased one home for $405,000 and another for $275,000, according to documents recently filed with the Polk County recorder's office.

    If you go to the above link you can see where the data center site is located.

    NewImage

    Tuesday
    Oct142014

    Are you in an incompatible relationship with your Boss, fixed vs growth mindsets

    I’ve enjoyed reading Carol Dweck’s works on mindsets and found this article that explains the fixed vs. growth mindset.  This graphic illustrates the difference in mindsets.

    NewImage

    (courtesy of Brain Pickings), we see the the main differences between a fixed mindset and a growth mindset:

    I read the section on relationships and substituted the idea of mate for employee.

     People harboring a fixed mindset held on to the belief that their ideal employee would set them on a pedestal and make them feel perfect.

    Do you have a boss like the above?  Or is your boss like this?

    those possessing a growth mindset would opt for an employee that would point out their flaws and help them improve as a person.

    The mistake I have made is having worked for growth bosses for so long and not realizing when I was working for a fixed mindset boss who all the cared about was being put on a pedestal and make them feel perfect.  That’s why the brown noses and ass kissers were getting rewarded.  Now I get it.  It’s those bosses were fixed mindsets.

    The problem is in IT and data centers I think there are many more people who are fixed mindset than growth.  Do you see this battle going on in your organization?

    For people with a growth mindset, personal success occurs when they work as hard as they can to be their best, whereas for those with a fixed mindset, success is all about building their superiority over others. For the former, setbacks are motivating and informative input they can use to become better. For the latter, they’re a label and a sentence.

    Tuesday
    Oct142014

    GE IT obsoletes the low level IT role, goes All-in for Public Cloud

    Infoworld has an interview with GE’s COO of IT Chris Drumgoole.  Bottom line GE is shutting down its own data center and Infrastructure of servers, networking, and storage, transitioning to the Public Cloud.  Below is the closing of the article where people are told to go up the stack or else.

    InfoWorld: The obvious cultural question that everyone asks about moving toward the cloud is the effect on morale. Is my job being outsourced? Am I going to be a victim? How have you dealt with that?

    Drumgoole: It’s a good question. I get asked it any time I speak, especially to our own employees. It’s going to sound like a canned answer, but in our case, it’s true: With our growth rate and the shift that we’re making to software in all of our businesses, there’s no shortage of opportunity to do things up the stack.

    The way I answer that question when my own people ask is that the world is your oyster if you’re willing to make the cultural shift. We’ll gladly teach you [to work on things higher up in the stack] -- we want to invest in you. If you want to make that jump as an individual and you can challenge the status quo and be part of that, we have thousands of openings for you to go do stuff.

    If you’re not willing to make that shift, then yes, you’re going to have to look at yourself in the mirror and have hard conversations around what your career looks like in IT going forward. We’re lucky enough to be so big and of such scale that we can put the choice on the people and say: It’s on you.

    Part of GE’s efforts are to break down silos and change how IT provides a service.  In the past IT organizations were a monopoly who had complete control over how services were delivered.  GE tries to bring back control over Public Cloud efforts by providing security, regulatory, data privacy and other things that business units tend to overlook.

    InfoWorld: Another risk factor when you go to public cloud services is reinventing the siloed organization. Different companies give different levels of freedom to individual business units to go out and get their own cloud service. How do you avoid creating silos?

    Drumgoole: To the point I made earlier, we really view ourselves to be a service provider to our businesses, so our businesses can buy from us or they can buy from others. The best way to think about it is if you’re my oil and gas division you can come to me, as corporate IT, and buy Amazon in order deploy your applications or you can go to Amazon directly or you can go to Azure directly.

    The way we enforce that is we say: OK, if you want to come through me, by definition, you’re going to live and operate in this safe environment. I have already taken care of the things that GE holds dear and our requirements around regulation, security, data privacy and so on. I pre-built and pre-instrumented the environment so that those things are not something you have to worry about. That’s the benefit of coming to me.

    If you decide to go on your own, you certainly can. We’re never going to stop you, but understand that now those things are on you and you have to take care of them. I’ll tell you, in practice ... we’ve made that a losing proposition. That’s where scale comes into play. If we ask what it’s going to cost a business unit to go it alone, we truly are cheaper. So no one ever ends up making that decision, ever. We kind of let the market power enforce that as opposed to trying to put a process in place.