December 3rd 2007 2007年12月3日
Google and Microsoft reveal their Data Center Strategy? Google和微軟揭示其數據中心的策略呢？
Two recent Information Week’s blog talk about Data Center Strategy for Google and Microsoft. They are aptly titled 最近的兩個信息本週的博客談論數據中心的策略， Google和微軟，他們正好名為 Google’s Data Center Strategy Revealed Google的數據中心策略顯示 and 及 Microsoft Drops Few Data Center Strategy Hints 微軟滴數數據中心策略的啟示 . 。
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 雖然職稱是挑釁，無論是博客提供詳細很少就每家公司的數據中心的策略。資料已稀缺的相當長的時間，對於這些公司如何管理其不斷增長的數據中心，不僅自己目前所在位置，而且未來地點該數據中心是一個很大的秘密。 Google和微軟，這是鎖在激烈的競爭中貼身看守他們的數據中心策略， 在這世界，你不能得到更多的商品化比數據中心的基礎設施，從硬件角度講，你可容納一大堆的電腦在一起，實現規模經濟，對不對？怎麼能公司如Google ，微軟，雅虎， IBM公司等，實現差異化商品服務，如：數據中心，這又是哪裡，我覺得非技術性的行政人員和兩院院士一樣，尼古拉斯卡爾獲得錯了。理所當然的，但其硬件底下計算能力在數據中心也是一樣，在所有組織，但該組合的硬件和軟件解決方案，如：數據高速緩存算法，數據檢索和存儲算法，坐在最重要的是'平原香草'硬件提供了分化 ，每個公司有一個專有的解決方案，使數據的存儲，檢索和搜索更快，並提供了競爭優勢。舉例來說，在這本書 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 有一個交代如何佩奇和布林最初' rewired ' throwaway電腦在美國斯坦福校園管理其不斷增加的存儲需求。 '重新佈線' （即組合的硬件和軟件解決方案） ，是秘訣之一 ，使該公司他們的競爭優勢。每個人的上述公司已撥出巨額公司/研發資源，來調整他們的'秘訣' ，以爭取在數毫秒的表現，即使硬體的表現，就像一個普通商品， '增值'服務，在它之上將繼續提供急需的分化。尼古拉斯卡爾的願景，它不久將開始表現得象電力（這是他如何比較，在他的哈佛商學院的案例題目 IT Doesn’t Matter 不要緊 ) might never come to fruition. ） ，可能永遠不會取得成果。
Microsoft or Google or any other firm will never reveal their Data Center Strategy! 微軟或Google或任何其他的堅強意志，永遠不會透露他們的數據中心策略！
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