In 2001 IBM introduced their first generation in the Enterprise X-Architecture (EXA) systems. The x440 was the first scalable 16 Socket x 86 platform available in a form factor smaller than Unisys’ entire rack. Its small form factor was not its only draw, there was the fault-tolerant memory and the “pay-as-you-grow” option to expand past the initial investment (and capabilities) of a single system.

In 2003 the x445 was announced as IBM’s successor to their first generation EXA system. The x445 allowed for increased performance and unparalleled expansion. Like the previous generation the systems was able to scale past a single node, with the new x445 being able to scale to up to 32 Intel Xeon processors in a single logical system.

2005 saw the introduction of IBM’s x460 (which would later be rebranded as the x3950) which supported new features such as Hot-Swappable Memory. In keeping with their prior systems the x460 was also capable of expansion

IBM announced the x3850 M2 and x3950 M2 servers in 2008. The fourth generation IBM X-Architecture chipset design touted performance enhancements that included a 60% front-side bus speed improvement, and up to 60% faster memory speed than the previous generation. The introduction of efficient snoop filtering helped to reduce latency and improve the performance of the systems which offered leadership performance for databases, enterprise applications and virtualized server workloads.

On March 2nd 2010 IBM once again demonstrated they that they will continue to invest and  differentiate themselves from their competitors. The eX5 systems, the fifth generation of IBM’s Enterprise X-Architecture, include the new x3690 X5 (high-end scalable 2 socket system), the x3850 X5 (high-end Scalable 4 socket system), and the HX5 (high-end scalable 2 socket blade).

Do More With Less:

The introduction of the new MAX5 external memory chassis for the new eX5 systems allows for unprecedented memory expansion and density per socket on the x86 platform. IBM’s new systems allow for a greater consolidation of workloads for memory bound platforms and applications. Companies can now realize even greater consolidation ratios for workloads (including Databases and Virtual Machines) and this increased consolidation translates directly to reduced costs on software licensing and support that is based on the number of Sockets or Cores being used. In the case of Oracle environments IBM has claimed the ability to reduce the cost of running the environment by up to 66%. IBM also claims that the x3960 X5 can support up to 100% more Virtual Machines than a 2 Socket MP system without eX5.

You can see the full IBM announcement here:  http://www-03.ibm.com/systems/info/x86servers/ex5/?sa_campaign=message/leaf3/stg/announcement/ex5

 Optimizing your Infrastructure with IBM eX5 and VMware vSphere:  http://www.vmworld.com/docs/DOC-4523

 IBM eX5 and VMware Virtualization Solutions:  http://www.vmworld.com/docs/DOC-4524

Mark McCardle, from Intel and Phil Drachman from IBM System x teamed up to bring the eX5 announcement to thinkASG’s office on March 2, 2010, the same day that Intel made their announcement public. Mark briefed thinkASG’s Human Drive Sales and Technical team on all the amazing technical capabilities that comes with the eX5 architecture.  Thankfully, Intel’s public announcement releases us from our NDA gag order and unleashes us to share this latest technology with our clients.                                                                                                         

Big thanks to Marc and Phil for for their continued hard work and arming us with the technical knowledge we need to get this long awaited technology to the marketplace.

The thinkASG Team thanks our clients and partners
for participating and enjoying this exciting news with us!

 

IBM Specialists were present and at the ready to offer technical assistance during the sessions

The thinkASG team was ready and available for any question that should arise

 

Our System P clients joined their thinkASG professional services engineers to review the merits of this fantastic release

thinkASG relationship managers and presales architects were at the ready to help clients apply the new offerings to their business needs

 

thinkASG and IBM, Febuary 9 announcement, February 16 event, "tequila Sunset"

who is that?

 

IBM is not always the first to market nor do they always enter the market with the best product, but given time, they find a way to prevail.  Like the proverbial slow and steady tortoise that eventually beat the hare trekking through the forest, IBM whizzed past SUN Microsystems in the UNIX server wars.

A Foreign Culture

When IBM introduced the RISC System / 6000 (RS/6000) in the early 1990’s, Big Blue entered the UNIX world of pony tailed geeks wearing sandals – not common place in the white shirt, ties, brick and mortar of mainframe customers.  Although the POWER (Performance Optimized With Enhanced RISC) processor that fueled the RS/6000 was accepted as a decent effort by the UNIX community, AIX was laughed at and scolded for being “non-UNIX.”  IBM had an uphill battle to overcome if the company wanted to be a serious contender in the UNIX marketplace.

 Why would IBM want to enter into a market that seemed so foreign?  The landscape in the 1990’s was changing for IT computing.  More business applications were moving to UNIX as it was deemed “open” and thought to be less expensive to operate compared with IBM’s AS/400 and mainframe systems.  Programmers graduating from colleges in the 1980s and 1990s had been educated on UNIX systems.  The influencers that eventually grew to become IT decision makers were UNIX literate.  The tide was turning and IBM risked losing their customers’ data center business to the hippie culture that was buying UNIX servers.

 At the time, Sun dominated the UNIX workstation market.  The workstations were initially based on Motorola CPUs and later were based on Sun’s own SPARC (a RISC design) architecture.  Apollo, Sun’s biggest competitior, delivered workstations also based on Motorola CPUs.  Apollo was acquired by Hewlett Packard giving HP a decent percentage slice of the market – but SUN was clearly the top dog.  Solaris (Sun’s UNIX operating system) – whether good or bad – was deemed the standard by which all UNIX systems should be based.  IBM’s presence in the market was almost non-existent.

Hare Krishna

As UNIX systems morphed from desk top workstations into rack mounted servers, RAS became exceedingly important.  IBM and HP made some inroads as data center managers realized the importance of “up time.”  Sun took some lumps when their sexy “mainframe killers” (remember the UE10000) proved to be less reliable than advertised.

 Lack of reliability did not seem to hurt Sun.  IBM touted (and delivered) reliable servers and a very stable UNIX operating system (AIX) but Sun was still the “wonder child” of UNIX systems.  It was as if Solaris was a religion… and it was a cool religion.  Believers in Solaris reinforced that it was the “true UNIX” in cult like ways – bad mouthing innovations in the other UNIX variants.  Even the upstart Linux could not sway Solaris worshippers from believing that their UNIX would not reign supreme forever.

“Party on, Wayne.”  “Party on, Garth.”

Sun sold lots and lots of SPARC pizza box servers into the late 1990’s and early 2000’s.  During the “hey day” of the Internet boom, Sun pizza boxes dominated co-location centers filling rack upon rack with 1U servers.  Data centers were a sea of purple Sun systems.  They were good looking and cool to own.  Reliability wasn’t mandatory for pizza boxes because there was another box standing by to replace a broken one.

 While Sun dominated the UNIX market, IBM was trying to get a foothold – something unique – to differentiate itself from “just another UNIX vendor.”  During the mid 90’s, IBM created a massively parallel server called the RS/6000 SP and delivered SMP (symmetric multi-processor) UNIX systems called the RS/6000 J servers.  Although the RS/6000 SP made inroads in high performance computing and some server consolidation deployments, the SMP servers were considered “me too” yawners.  The high point for both systems was the distributed switch technology that IBM incorporated into both systems.  The SMP servers delivered some of the best SMP scalability in the industry and the SP’s switch outperformed any network technology of the day.

 Delivering unique technology in the SP and the SMP servers was a result of an effort started by Lou Gerstner, IBM’s CEO from 1993 to 2002.  Mr. Gerstner noticed that separate factions of IBM were developing great technology but not sharing with other groups within the company.  Lou got the mainframe developers and the RS/6000 developers to hook up and share technology.  The RS/6000 SP was manufactured in upstate New York – IBM’s mainframe neighborhood.

 Still, it wasn’t cool to own IBM UNIX servers.  Anybody that acquired a RS/6000 was a blue suit conformist.

Dot Bomb

Then, just like campus security’s arrival at a fraternity party, the fun abruptly ended.  The “dot com” bubble burst.  Massive spending on Sun systems halted.  Overextended start ups scrambled to preserve capital by freezing IT purchases.  Acquisitions resulted in excess computer systems.  Failed “dot bombs” unloaded their capital equipment to brokers that purchased and resold Sun servers for a fraction of new server prices.

 To meet the frenzied business growth of the late 1990’s and 2000, Sun built up its infrastructure, employee base, and offices.  The dot-com bubble burst of 2001 left Sun over extended and facing massive revenue losses.

Stay the Course

While SUN was trying to reinvent itself after the “dot bomb” bubble, IBM stayed the course – driving toward delivering superior performance while constantly improving their mainstay posture of delivering industry leading RAS (reliability, availability, serviceability) and usability.

 IBM methodically evolved their UNIX system strategy based upon true Big Blue pillars:

• Servers and software worthy of operating mission critical applications
• Protect customers’ investment of legacy IBM systems
• Deliver features that maximize customer investment
• Maximize use of IBM’s technological girth
• Control it’s own destiny

 The POWER architecture continued to be relevant through the 1990’s and into the 2000’s.  IBM continued to invest research and development money into POWER processor technology.  Commitments from manufactures to embed POWER processor technology in their products boosted acceptance of POWER as a mainstream architecture and helped fund R&D.  POWER processor technology appeared in Apple computers, automobiles, video game consoles (Xbox, PlayStation and Nintendo), and networking components. 

 Due to declining revenues, Sun chose to reduce R&D investment in SPARC. 

 IBM chose to continue designing and manufacturing POWER CPU technology.  IBM maintained control of processor technology and server system infrastructure of the pSeries (the RS/6000 name evolved to pSeries) servers.  POWER processor developers working with server designers were able to incorporate features into the CPUs to maximize RAS and overall system performance.  As a result, POWER is not just CPU technology… it is a system architecture.

 Multiple generations of POWER processors POWER, POWER2, and POWER3 provided binary capability with each previous generation of processor – preserving customer investment and easing migration.  IBM’s processor roadmap met projected delivery target dates (and still does) for each successive POWER implementation.

Game Changer

In 2001, in parallel with the POWER4 announcement, IBM introduced logical partition (LPAR) technology to UNIX systems.  This was a game changer that turned the tide for IBM.  LPARs, which utilize hypervisor technology used on mainframe computers since the 1960s (remember Lou Gerstner got the UNIX guys and mainframe guys to hook up?), enable multiple, separate instances of AIX or Linux to run on a single physical server.  Each LPAR instance is completely isolated while sharing server resources with other LPARs.

 IBM finally delivered the unique technology that separated it’s servers from the rest of the pack and gave it a huge advantage over Sun’s pizza box methodology that dominated the industry for so many years.  Essentially, LPARs enabled customers to consolidate racks of pizza boxes into a single server – reducing costs, management, and infrastructure overhead (chassis, racks, power, cooling…).  Server consolidation was introduced to the UNIX world and IBM was the pioneer.  Within a few years took over as the UNIX server revenue leader – stealing the lead from Sun.  Sun has not recovered from the takeover and has faded from relevance.

Please allow me to extend a hearty “Merry Christmas” on behalf of team thinkASG.  We truly hope you and yours are able to enjoy the holiday, look back on 2009 with fond memories and look forward to 2010 with anticipation for all things positive.

This year has been an interesting one for our nation, the world; certainly the business clime as we know it.  We have seen unprecedented economic duress that has put the pressure on us to sharpen our skills and at thinkASG this has been a year for “strengthening our core”.

We thank you for those partnerships that engaged us to help think of ways to save IT investment dollars.  We have worked hard with you to make sure we understand the business issues with which you are faced, to create solutions that will address these issues, and to do so with a constant focus on finding immediate savings, protecting material investments and, where possible, creating new and sustainable revenue streams.  I am proud to say that we, with our client partners, have had a year where focus on these core propositions has made a difference in many Southern California businesses.

In speaking at our annual Christmas party this year, we decided to focus on gifts.  To acknowledge that sometimes the most significant gifts are always the most obvious.  After all, Jesus was a baby born in a remote stable…and became our Saviour for whom’s birth we celebrate every year.  We have had many gifts this year, allow us to acknowledge a few.  We are here, and we are strong.  Our value based model has been proven as a sustainable construct that has provided gainful employment thru this trying time.   And, our clients have continued to participate in our consultative process, with many immediate and long term returns being identified jointly – thank you for making your patronage one of those gifts we don’t ever want to take for granted.

Moving into 2010 surely has some uncertainty, but there are several things we can depend on.   thinkASG will continue to focus on thinking of ways to save your firm valued IT investment dollars.  We will continue to work on the people, process and principles that are at our core.  And we will continue to view our relationships with you and your firms as the most important gift in the business world.

Again, Merry Christmas and allow me to be the first to wish you a happy and prosperous 2010!.

• The drive cap per cluster is now raised to 250 drives
•  no cap exists when virtualizing IBM DS3/4/5 disk and ordering through Passport Advantage
• SVC EE FlashCopy is now included at no additional charge with SVC EE base virtualization
• SVC v5 with iSCSI support, performance improvements, and integrated solid state drives, among other enhancements

IBM Announcement on change of support withdrawal date.

Congratulations to our team for putting in this awesome effort for such a great cause.

Basics means we all shoulder in together to make sure we are efficient, maximum leveraged and totally effective in identifying, progressing and closing the plethora of opportunity we know exists for our spectrum of cost containment infrastructure solutions.  Building a book means making sure we present all of our key partner offerings where we have existing relationships of influence, and offering our solutions as expanded value to where our partners have similar presence.  Better together is the reason we convened last nite, to network, communication, plan and EXECUTE.

We look forward to continued and shared success in the selling field.  Again, THANK YOU!”

David W. Browning, CEO