The Google Cloud Next keynote was a big improvement: Google Cloud is focusing on its go-to-market strategy, and building products that make tactical sense relative to AWS.
The Value Chain Constraint
Companies succeed or fail not based on technology but rather according to their ability to integrate within their value chains.
Google Earnings, Other Bets Compensation, 30% and Smartphone Competition
Google’s Earnings are increasingly problematic because the company doesn’t break out critical information about its business. Then, Other Bets compensation, and why Google’s 30% App Store take shows Apple’s power.
AWS:reInvent and Outposts, AWS and Machine Learning; YouTube Retreats on Premium Video
The AWS re:Invent conference had two important themes: the importance of hybrid offerings and machine learnings; then, unsurprisingly, YouTube’s premium video efforts ended up not working out.
Google Cloud Changes CEOs, Layers of Surprise (or Not), The VMWare Analogy
Google Cloud has a new CEO: the news is a surprise at first glance, but may make more sense than it seems. To understand why, look at VMWare, outgoing Google Cloud CEO Diane Greene’s most famous startup.
IBM-Red Hat Follow-up, Microsoft’s Earnings, Amazon’s Earnings
More on IBM and Red Hat, then Microsoft and Amazon’s earnings.
IBM’s Old Playbook
IBM has bought Red Hat in an attempt to recreate its success in the 90s; it’s not clear, though, that the company or the market is the same.
The Moat Map Follow-up; Uber, YouTube, and Spotify; The Public Cloud and Scale
More on The Moat Map, and how it applies to Uber, YouTube, Spotify and the public cloud.
Google’s Earnings, Google’s Cost Drivers, Other Bets Versus Google Ventures
Google’s Earnings show rapidly rising expenses, which makes sense as the company seeks to grow outside of its core competency. Plus, why even Google is often better off investing instead of expanding.
Google’s Search for the Sweet Spot
Google’s hardware event shows the company’s commitment both to devices and to artificial intelligence; just doing what you are good at, though, is not always enough.