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From YouTube: When and Why Does Portability Matter? Exploring Multi-cloud, Open Source and Cloud Switching Costs
Description
When and Why Does Portability Matter? Exploring Multi-cloud, Open Source and Cloud Switching Costs - Dan Young, EngineerBetter
In a world without viable AWS alternatives and nascent levels of adoption, high cloud switching costs have been of secondary concern; productivity has always trumped portability. However as AWS usage and skills become more evenly distributed, the competitive advantage of early adopters begins to evaporate.
Barbara Liskov said ‘Modularity through abstraction is the way things get done’. With Cloud Foundry and BOSH we now have an abstraction layer that allows us to imagine IaaS providers as modular building blocks, or a competitive utility market.
In this talk Dan will examine the evidence that points to multi-cloud defining the next phase of competitive advantage and also explain how business leaders in 2016 can use this to make better economic choices regarding their investment in cloud platform skills and technology.
About Dan Young
Dan Young is CEO of the UK Cloud Foundry consultancy EngineerBetter, having worn a variety of hats over the last 15 years, spanning engineering, presales and product management. He’s been a Cloud Foundry enthusiast since 2012, long-term member of the London PaaS User Group meetup community and is also a Cloud Foundry Ambassador. His ongoing quest to understand and resolve organisational friction has led Dan to recognise PaaS as a helpful vehicle for changing things for the better. He has spoken at numerous industry events during his career, as well as LOPUG and CF Summit BOSH Day
A
Okay,
thank
you
for
sitting
patiently
I
hope.
You've
had
a
good
day.
So
far,
it's
talking
about
multi-cloud,
it's
about
having
options,
the
tall
people
who
like
to
have
options-
and
it
is
not
about
Cloud
Foundry
or
about
Bosch,
really
from
the
technical
point
of
view.
What
I'm
gonna
focus
on
is
what
it
means
for
you
to
have
those
things
and
why
it's
more
important
than
ever,
for
you
to
have
that
capability
in
your
organization
and
to
do
this.
A
If
you
take
all
that
into
account-
and
you
have
things
like
bottom
curve
boundary
in
your
life,
how
you
can
make
better
decisions
for
your
business
and
better
economic
choices,
but
before
we
do
all
that,
we're
gonna
have
a
little
story.
So
it's
the
story
about
another
Dan,
so
I
didn't
introduce
myself.
My
name
is
Dan
I
work
for
engineer
better.
My
business
associates.
My
partner
is
also
called
Dan
and
Dan
has
a
mustache.
Now
he
wasn't
born
with
that
mustache.
A
He
has
it
and
it
remains
on
his
face
by
virtue
of
the
decisions
that
he
makes
in
his
life
and
everyday
gets
up
and
he
looks
in
the
mirror
and
he
has
to
contemplate
whether
he's
going
to
keep
it
or
not
he's
holding
the
razor
in
his
hand.
He
decides
now
I'm
going
to
keep
the
mustache
and
he
goes.
He
goes
away
and
he
comes
back
and
then
he
thinks
again.
He
looks
in
the
mirror.
He
goes
now.
A
I'm
gonna
keep
the
mustache,
but
the
longer
the
longer
cycle
goes
on,
the
more
the
more
he
become.
Everything
in
his
life
becomes
dependent
on
it
being
there.
So
you
know
his
identity
ability
of
his
friends
and
he's
a
co-worker's
to
even
recognize
him.
The
you
know
his
identity
in
a
professional
sense
and
a
business
sense.
The
marketing
of
his
fledgling
business,
you
know,
and
even
his
family,
a
completely
dependent
on
it
being
there
because
the
first
time
he
got
rid
of
it
he's
what
is
girlfriend
burst
into
tears.
A
So
so
you
could
say
his
switching
costs
away
from
having
the
moustache
to
being
clean-shaven
are
very,
very
high,
he's
locked
into
it.
Now
we
kind
of
have
a
similar
situation
in
business,
and
we
often
feel
quite
uneasy
in
the
decisions
that
we
make
in
business
and
we
we
have
lived
through
or
many
people
in
this
room
will
have
lived
through.
You
know
a
couple
of
decades
of
Microsoft
and
VMware
and
Oracle.
You
know
in
these
buying
decisions
that
we
make,
and
sometimes
this
begins
to
feel
very
familiar
when
we're
looking
at
cloud
as
well.
A
A
A
This
is
pretty
good
stuff
and
then
you
begin
to
use
it
in
your
in
your
in
your
production
environment.
Where
else
and
you
begin
to
be
locked
into
that
because
the
by
the
time
you
come
around
to
your
next
technology
decision,
the
world
looks
different
by
the
time
he's
being
round
this
cycle.
Once
and
every
time
you
go
around
the
cycle,
choosing
the
same
vendor
again
and
again,
you
start
to
have
fewer
and
fewer
options
available
to
you
when
you
get
back
to
your
next
to
sit
your
technology
choice.
A
So
you
take
that
idea
and
then
you
map
it
on
to
the
last
ten
years
of
cloud
decision-making.
You
know
we're
going
out
and
we're
buying
public
cloud.
We've
got
a
situation.
We've
had
a
really
pretty
much
with
one
horse
race,
I'd,
say
it's
fair
to
say
you
know
had
a
decade
of
a
very
ws
they've
created
a
market.
You
could
say
it's
almost
a
captive
market
rather
than
the
competitive
market.
A
It's
a
situation
where
you
can
see
that
they've
been
very,
very
good
at
persuading
you
to
go
round
that
decision
cycle
as
fast
as
possible,
without
really
thinking
about
it
and
you'd
have
very
compelling
about
economics,
so
you
said
I
can't
afford
not
to
do
this.
Everyone
else
is
doing,
I've
got
to
get
on
the
train,
let's
go
around
the
cycle
again
and
you
think
well,
there's
no
one
to
switch
to
anyway,
so
I'll
just
have
to
keep
buying
from
them
and
not
I'm
picking
on
AWS.
A
A
So
what
who
cares?
80S
works
right,
good
service.
Well,
it
is
often
that
you
look
back
infrastructure
technologies
throughout
history
and
you
realize
that
they
sort
of
evolved
to
become
shared
right.
So
you
look
at
roads
and
railways,
electricity
services
and
utility
services,
and
it's
only
through
sharing
stuff
that
we
get
true
value
out
of
it
as
a
society,
but
the
more
things
become
shared
for
more
the
greater
the
risk
when
they
actually
start
to
fight
on
us
and
there's.
This
quote:
I
picked
out
from
the
cloud
watch
to
consortium.
A
They
had
a
chat
with
then
CEO
of
strategic
blue,
who
you
know
who
they'd
written
a
report
for
the
European
Commission
on
how
we're
kind
of
getting
to
stage
now
and
willing
to
think
about
just
what
impact
we
see
from
having
this
global
service,
because
we're
always
unprepared
this
society
is
notoriously
bad
at
anticipating
unforeseen
events.
These
Black
Swan
events
and.
A
Bad
at
pricing
into
our
decision-making,
so
we
don't
really
have
a
way
of
understanding
the
economic
cost
of
random
extreme
events
that
will
affect
us
in
our
lives
and
here's
question.
So
what
other
utility
service
can
you
think
of
apart
from
computer
utilities,
where
a
single
massive
outage
or
a
critical
failure
of
that
business
affects
the
entire
world?
A
A
That
a
utility
could
be
good,
good
question.
Think
about
that
one.
But
I
would
say
that
if
you
compare
the
commodity
like
utilities
that
we
deal
with
every
day,
you
compare
that
with
compute
with
computer
utility
iCloud,
then
we've
got
maybe
a
much
bigger
problem
to
deal
with
there
when
we
think
about
failure,
because
there's
no
real,
predictable
outcome,
so
these
systems
are
complex.
Global
systems
are
complex.
So
by
definition
we
have
no
predictable
link
between
cause
and
effect,
and
you
know
we
can
think
of
things.
A
Like
imagine
imagine
if
countries
in
Europe
started
to
vote
to
leave
the
EU.
Imagine
if
that
was
to
happen.
Can
we
can
we
foresee
that
happening?
And
can
we
imagine
what
sort
of
data
legislation
might
spin
out
of
that
and
how
that's
going
to
affect
us
and
how
that's
going
to
affect
the
the
route,
the
regions
of
our
of
our
cloud
providers
and
so
stuff,
like
that?
A
A
Well,
while
everyone's
been
going
wrapped
with
that
around
that
decision
cycle
of
the
lock-in,
so
as
everyone
else,
so
you
come
back
to
a
stage
where
your
competitive
advantage
from
choosing
AWS.
For
example,
it
started
to
a
road
because
it's
become
much
more
ubiquitous
and
the
skills
are
started
to
diffuse
a
bit
more
throughout
the
industry,
and
everyone
else
has
got
the
same
capabilities
of
you
as
you
more
or
less
access
to
the
same
skills
and
the
same
capabilities.
So.
B
A
Competitive
advantage
that
you
were
so
keen
to
get
in
the
beginning
has
started
to
erode,
and
we
are
we
just
keep
on
extracting.
This
is
another
trend.
Is
that
Barbara
Liskov
here,
who
was
the
first
American
woman
to
get
a
PhD
in
computer
science
for
her
work
in
computer
languages,
so
she
have
work
led
to
the
development
of
object-oriented
object-oriented
programming.
She
she
said
this
about
abstraction
and
modularity
through
abstraction
is
the
way
things
get
done,
which
is
very
very
true,
so
we
just
keep
on
extracting
thing.
A
We
keep
on
distracting
away
from
the
complexity
behind,
and
then
we
reuse
those
things
as
building
blocks
to
get
to
become
more
productive.
So
why
would
we
stop
doing
that?
Just
because
we've
got
different
silos
of
different
cloud
providers?
If
we
have
the
means
to
abstract
beyond
that,
even
why
would
we
not
do
it
if
it
makes
that
makes
our
businesses
and
our
lives
better
and,
of
course
we
keep
on
reacting.
So
you
know
these
these
trends
to
have
stateless
12
factor
applications
and
to
implement
micro.
A
So
that
we
can
can
scale
our
teams
and
we
can
scale
applications
better.
These
are
starting
to
help
us
D
couple
the
idea
of
the
application
away
from
the
infrastructure.
So
again,
this
is
a
level
of
abstraction
there.
That
was
really
helpful
to
us
and
we
see
this
in
cloud
foundry.
You
know
the
app
is
the
unit
of
currency,
so
all
that's
going
on,
and
meanwhile
we've
got
this
really
and
sort
of
printer
unmet
demand
for
portability.
A
So,
as
I
said,
Amazon
are
really
really
good
at
playing
that
game
with
the
locking
loops,
so
that
you
know
that
everyone's
going
around
with
it
yeah
buying
Hammerson-
and
you
know
they
get
they've
even
had
the
audacity
for
Andy
Jesse
to
stand
up
and
say
yeah,
we
kind
of
want
choice,
but
then
they
try
and
I
give
up.
So
you
know
he
was
quoted
as
saying
you
know.
A
A
Did
which
is
you
know?
82%
of
of
that
of
that
survey
resulted
in
you
know,
activity
you
could
call
multiplayer,
so
it
is
really
important
to
have
that
portability.
That's
what
the
customers
think.
What
did
the
analysts
think
about
this?
That
I
wanted
to
find
some
evidence
that
suggested
that
things
were
changing
in
the
marketplace.
That
would
support
the
idea
that
you
know.
Multi
cloud
is
a
really
good
idea.
That's
becoming
more
important!
A
Well
Gartner,
of
course,
have
a
Magic
Quadrant,
so
what
I
did
was
I
took
three
consecutive
years
at
the
Magic
Quadrant
put
them
all
on
one
slide,
so
you
could
see
the
the
changes
in
the
marketplace
from
there
in
their
perspective,
and
the
bottom
left
square,
as
you
can
see
here,
is
what
I
would
describe
as
a
shrinking
island.
So
the
mark
the
markets
becoming
completely
polarized.
A
A
Well
things
things
are
changing,
there's
fewer
competitors,
but
there's
only
three,
there's
only
three
horses
really
in
this
race
now,
but
that
wasn't
the
most
remarkable
thing
about
the
report,
because
if
you
dig
inside
it-
and
you
find
this
this,
this
sentence
about
Azure-
you
find
that
they're
describing
as
you
as
good
enough.
So
you
should
consider
it
good
enough
for
you
of
your
organization
and
base
your
decisions
on
things
other
than
the
technical
characteristics.
Oh,
that's
good
enough
is
something
you
talk
about
when
you're
talking
about
commodity
right
markets,
so
that's
actually
quite
interesting.
A
The
fact
that
they
start
to
use
that
sort
of
language
and
then
red
monk
went
away
and
they
said,
okay.
Well,
let's
look
at
how
fast
that
the
pricing
is
changing
in
the
cloud
market
and
they
said
that
it
was
slowing
down,
so
the
race
to
the
bottom
is
starting
to
level
out
now.
The
rate
at
which
pricing
the
pricing
war
is
taking
place
is
slowing
down
and
it's
all
starting
to
level
out
a
bit
which
is
sort
of
consistent
with
it,
but
coming
from
market
or
commodity
like
market
okay.
A
A
We
we
keep
on
obstructing
we've
also
got
ubiquity
in
AWS,
so
we've
kind
of
lost
our
competitive
advantage
by
using
that
as
a
sulfur
single
supplier,
we
keep
on
abstracting
away,
so
there's
a
trend
for
us
as
human
beings
using
computers
to
keep
wanting
to
abstract,
and
we
wish
we
had
options.
So
we're
there's
evidence
to
suggest
that
we
will
wish.
We
know
it
that
feels
wrong
to
just
keep
doing
the
same
thing
over
and
over
again,
you
want
to
have
more
options
in
the
future
and
the
markets
becoming
more
like
a
commodity
market.
A
A
That
is
that,
because,
because
the
Cloud
Foundry
foundation
is
a
trade
organization,
it's
a
5oc,
501,
C,
6
I
think
it
means
that
there
is
a
legally
impossible
for
any
for
the
source
code,
assets
of
Cloud,
Foundry
and
Bosch
to
be
transferred
to
any
single
commercial
entity.
So
you
are
very
well
protected
when
you
choose
this
technology,
you
have
a
lot
of.
You
have
a
lot
of
the
rich
of
locking,
mitigated
for
you
by
choosing
this
technology
and
of
course,
dads
can
go
anywhere
and
they
use
it.
A
So
it
applies
not
just
operators
but
also
to
devs,
of
course,
because
that's
where
it
all
started.
So
you
can
see
it
push
to
anywhere
and
you've
got
a
certified
provider
from
anywhere,
and
you
know
that
your
app
is
just
going
to
work
in
exactly
the
same
way
when
all
these
different
providers
and
the
operators
have
Bosch
and
Bosch
are
described
as
this
travel
adapter
for
cloud.
So
it's
basically
the
the
allows.
B
A
Same
deployment
and
the
same
release
is
on
a
different
cloud
and
I
just
put
some
of
these
CPI's
up
here
that
I
know
that
are
in
common
use.
There
are
obviously
others
I
would
assume
that
most
people
in
this
room
have
probably
come
into
contact
with
Bosch
by
now.
If
you
haven't,
please
go
away
and
read
a
lot
about
it.
The
beauty
of
it
as
I've
just
said,
is
that
modularity,
so
you
can.
A
You
can
swap
out
a
CPI
completely
and
keep
everything
else
on
your
deployment
mean
exactly
the
same,
and
you
have
that
nice
separation
and
that
separation
of
concerns
between
the
IRS
and
what
comes
above
it
so
who's
paying
attention
to
this.
Well,
we've
got
government's,
we've
got
the
British
government,
we've
got
the
Australian
Government
and
US
government
and
banks,
so
these
are
organizations
that
have
been
early
adopters
of
Cloud
Foundry,
and
it's
really
because
the
stakes
are
so
high
in
these
organizations.
So
they
do
care
about
switching
costs.
A
Governments
are
not
going
to
want
to
take
on
the
risks
that
I've
been
talking
about
a
few
minutes
ago
and
also
working
with
a
very
big
bank.
At
the
moment
for
whom
that
ability
to
deploy
into
public
cloud
but
then
repatriate
that,
and
so
their
datacenters
is
a
huge
issue
for
them
so
cloud
pounds,
users
put
the
natural
choice
for
that
to
meet
those
requirements
and
the
first
example
I've
heard
from
the
community
around
multi-cloud
is
any
nines.
A
So
they've
actually
done
this
twice,
they've
already
moved
from
VMware
to
OpenStack,
and
they
did
that
mainly
as
a
cost-saving
exercise.
So
I
think
they
cut
their
licensing
costs
or
you
know
their
operating
costs
in
half
by
doing
that,
and
they
did
that
on
a
production
platform
that
120
apps,
they
moved
between
these
two
CPI's.
A
They
did
it
with
just
two
three
people
in
a
couple
of
weeks
and
only
had
a
30-minute
downtime
for
their
production,
hosted
CF
platform
and
then
indeed
exactly
they
did
it
all
again
from
OpenStack
to
AWS,
because
they
were
having
stability
issues
on
OpenStack
and
hardware
problems.
So
this
is
a
real-life
example
of
somebody
taking
a
service
which,
from
the
customers
point
of
view,
remains
exactly
the
same
and
they've
moved
it
between
the
three
different
clouds,
which
is,
which
is
remarkable,
I.
A
Think
and
the
good
news
is
that
boss
just
keeps
getting
better
and
it's
you
know
with
the
good
work
of
people
at
Google
and
Microsoft.
Here,
come
back
to
that
in
a
minute,
and
so
we've
had
the
the
CPI
is
getting
better
and
better
and
Bosch
as
a
technology
is
maturing.
So
it's
much
easier
to
use
all
of
the
complexity
in
the
nastiness
of
you.
Overall,
the
Yamaha
manifest
is
beginning
to
to
be
sort
of
moved
out
into
different
different
areas
and
there's
going
to
be
much
better
tool
sets
available.
A
So
I
think
it's
a
great
time
to
start
investing
in
that
and
it's
bringing
down
the
marginal
cost
of
us
using
Bosch.
You
know,
you
know
a
production
world
and
I
saw
a
great
talk
earlier
from
Colleen
and
your
colleague
about
how
Google
has
been
working
on
service
brokers
and
the
CPI
as
well
so
late.
You
know
which
really
helps
us
when
you
combine
that
with
the
fact
that
the
commodity
market
is
evolving
in
in
cloud,
it
means
that
those
two
things
coming
together
make
it
a
great
time
to
start
implementing
as
a
multi
cloud.
A
So
at
the
end
of
the
day,
I
think
this
is
what
you
begin
to
see
when
you
look
forward,
so
we've
had
the
last
10
years.
This
could
be
the
next
five
to
10
years
of
us,
making
much
better
choices
in
our
businesses
and
by
doing
this,
what
we're
doing
is
we're
managing
our
switching
costs.
So
because
we
know
it's
a
cycle,
it's
not
a
binary
state.
A
And
we
know
that
we
we
have
a
choice
to
either
you
use
a
an
inherent
service
or
a
sorry
native
service
in
AWS.
If
that's
going
to
accelerate
us,
then
we
have
to
weigh
up
that
choice.
Again,
it's
actually
having
a
portable
service
and,
as
I
said
for
one
of
our
customers,
that's
really
important.
So
the
reminder
here
is
that
you
can
manage
your
switching
costs
in
exactly
the
same
way
that
you
manage
your
technical
debt.
I.
Think
that's
the
key,
the
key
issue
here:
it's
not
a
binary
state.
You
either
you're,
not
born
locked-in.
A
You
become
more
and
more
locked
in
by
the
decisions
that
you
make
so
to
wrap
up
open
source
is
the
enable
for
this.
That's
what
enables
us
to
have
those
competitive
markets
which
is
really
important.
We
get
portability
for
devs
with
CF
and
we
get
portability
for
ops
with
Bosch
and
we've
got
that
lower
marginal
cost.
So
it's
getting
easier
and
easier
to
use
Bosch,
so
you
should
definitely
start
using
it
and
the
benefit
of
switching
is
that
you've
got
viable
alternatives
to
AWS.
D
Whenever
you're
microwaving
your
moving
things
over-
and
it
says
something
like
a
green
blue
deployment
that
you
envision
for
moving
over
to
a
different
cloud
or
something
like
that,
just
using
but
releases
I've
just
deployed
the
same
setup
and
then
I
have
to
do
the
switching
manually
stuff
like
that.
So
there
should
be
something
above
that
layer,
I.
A
A
B
B
D
A
Yeah
yeah
there's
no
denying
that
the
contributions
to
carve
Angie
are
heavily
weighted
towards
pivotal
and
they
are,
they
buy
more
influence
in
the
direction
of
Claire
fangy
because
of
that,
and
but
they
they
are
by
the
virtue
of
the
fact
that
the
foundation
has
and
they're
still
working
on
this
and
Sam
Renji
is.
You
know
openly
admits
that
it's
not
perfect
the
structures
in
place
to
to
to
make
sure
that
everyone
has
a
voice
in
that
in
that,
in
that
group
of
member
companies
is
really
important
so
and
also
people
themselves.
A
Don't
want
that
because
they
know
that
it
doesn't
look
massively
healthy
to
have
an
85
percent
ratio
towards
I'm
committing,
but
I
think
I.
Think
it's
going
to
get
better
and
I
think
that
you
can
see
the
rate
of
growth
in
that
in
that
foundation.
Membership
and
we
could
just
all
we
can
do-
is
open
more
dojos,
encourage
more
people
to
become
committers
and
try
and
change
it.
C
So
that's
a
that
shrinking
island
of
second-tier,
I
asked
providers
that
you
you
mentioned
in
the
gartner
diagrams.
Do
you
finding
that
that
any
people
are
starting
to
look
more
closely
at
those
via
the
mechanism
of
the
Bosch
abstraction,
so
that
you
can
put
them
more
easily
into
your
sampling
part
of
the
cycle,
especially
see
if
they
do
offer
the
services
that
you
want
and
hence
some
way
does?
Does
the
gartner
diagram
become
less
important
now
that
you've
got
that
bas,
abstraction.