December 3rd 2007 2007年12月3日
Google and Microsoft reveal their Data Center Strategy? Google和微软揭示其数据中心的策略呢？
Two recent Information Week’s blog talk about Data Center Strategy for Google and Microsoft. They are aptly titled 最近的两个信息本周的博客谈论数据中心的策略， Google和微软，他们正好名为 Google’s Data Center Strategy Revealed Google的数据中心策略显示 and 及 Microsoft Drops Few Data Center Strategy Hints 微软滴数数据中心策略的启示 . 。
Though the titles are provocative, both the blogs provide scant detail regarding each company’s Data Center Strategy. Information has been scarce for a long time regarding how these companies manage their ever growing Data Centers. Not only their current location but also the future locations for the Data Centers are a big secret. Both Google and Microsoft which are locked in a fierce competition closely guard their Data Center Strategy. In the IT world, you cannot get more commoditized than Data Center Infrastructure. From a hardware perspective, you house a bunch of computers together and achieve economies of scale, right? How could firms like Google, Microsoft, Yahoo, IBM etc. achieve differentiation with the commodity service like Data Center? This is where I think non technical executives and academicians like Nicholas Carr get IT wrong. Granted, the hardware underneath the computing power in the Data Center is the same in all the organizations. But, the combination of hardware and software solutions like data caching algorithm, data retrieval and storage algorithm that sits on top of that ‘plain vanilla’ hardware provides the Differentiation . Every firm has a proprietary solution to make data storage, retrieval and search faster and that provides a competitive edge. For example in the book 虽然职称是挑衅，无论是博客提供详细很少就每家公司的数据中心的策略。资料已稀缺的相当长的时间，对于这些公司如何管理其不断增长的数据中心，不仅自己目前所在位置，而且未来地点该数据中心是一个很大的秘密。 Google和微软，这是锁在激烈的竞争中贴身看守他们的数据中心策略， 在这世界，你不能得到更多的商品化比数据中心的基础设施，从硬件角度讲，你可容纳一大堆的电脑在一起，实现规模经济，对不对？怎么能公司如Google ，微软，雅虎， IBM公司等，实现差异化商品服务，如：数据中心，这又是哪里，我觉得非技术性的行政人员和两院院士一样，尼古拉斯卡尔获得错了。理所当然的，但其硬件底下计算能力在数据中心也是一样，在所有组织，但该组合的硬件和软件解决方案，如：数据高速缓存算法，数据检索和存储算法，坐在最重要的是'平原香草'硬件提供了分化 ，每个公司有一个专有的解决方案，使数据的存储，检索和搜索更快，并提供了竞争优势。举例来说，在这本书 Google’s Story Google的故事 there is an account of how Larry Page and Sergey Brin initially ‘rewired’ throwaway computers at the Stanford campus to manage their ever increasing storage needs. That ‘rewiring’ (ie combination of hardware and software solution) is the secret sauce that gives the firm their competitive advantage. Every one of the above mentioned firms have allocated huge R/D resources to tweak their ‘secret sauce’ to gain milliseconds in performance. Even though hardware behaves like a commodity product, the ‘value added’ services on top of it will continue to provide the much needed differentiation. Nicholas Carr’s vision that IT will soon begin to behave like Electricity (that’s how he compares IT in his Harvard Business School Case titled 有一个交代如何佩奇和布林最初' rewired ' throwaway电脑在美国斯坦福校园管理其不断增加的存储需求。 '重新布线' （即组合的硬件和软件解决方案） ，是秘诀之一 ，使该公司他们的竞争优势。每个人的上述公司已拨出巨额公司/研发资源，来调整他们的'秘诀' ，以争取在数毫秒的表现，即使硬体的表现，就像一个普通商品， '增值'服务，在它之上将继续提供急需的分化。尼古拉斯卡尔的愿景，它不久将开始表现得象电力（这是他如何比较，在他的哈佛商学院的案例题目 IT Doesn’t Matter 不要紧 ) might never come to fruition. ） ，可能永远不会取得成果。
Microsoft or Google or any other firm will never reveal their Data Center Strategy! 微软或Google或任何其他的坚强意志，永远不会透露他们的数据中心策略！
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