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Linux and Open Source

Steven J. Vaughan-Nichols & Paula Rooney

Could Cloudera become the open source Asia?

By | March 17, 2009, 8:26am PDT

Summary: Think of a successful company as being more like Bruce Springsteen and the E Street Band. The musicians are all great, but they all know who The Boss is.

Those of you old enough to remember the original Apple Macintosh may also remember the “super-group” known as Asia.

The group became notorious for its ego battles, forming, breaking up, and reforming until it became something of a joke. (To the right is the present line-up for “the original Asia” — Geoff Downs, John Wetton, Carl Palmer and Steve Howe.)

Point is, Cloudera is similarly endowed with talent. Who is in charge?

  • Is it Michael Olson, formerly of Oracle and (before that) Sleepycat Softaware?
  • Is it Amr Awadallah, founder of Vivasmart, who called Cloudera “my start-up” on his blog last year?
  • How about Jeff Hammerbacher, who led the Facebook database team and was most recently “entrepreneur in residence” at Accel Partners, which is funding this thing?
  • How about Chris Bisciglia, who created Google’s cloud computing initiative and probably knows more about Hadoop — the project being commercialized here – than anyone?
  • Or could it be Marten Mickos, the mySQL founder who helped fund the new company and knows more about how to spin open source into a billion dollars than just about anyone?

This is important because the underlying technology, MapReduce, is the real force behind Google’s success in finding you a Chinese restaurant three blocks from your house faster than you can say moo goo gai pan.

On the company’s blog Bisciglia has the two most recent entries — one announcing the Cloudera distribution of Hadoop and one announcing Hadoop training. But maybe the rest think blogging is beneath them.

Awadallah’s blog has basically gone silent of late. Olson was spotted recently in Europe. Hammerbacher’s last major contribution to the Cloudera blog is dated October. So whose songs go on the album, who talks to the press, and who interfaces with the label (uh, venture capitalists)?

Beyond the snark there is an important point here. Every successful company I know of is entrepreneurial, with one entrepreneur. Often there’s an “inside” guy and an “outside” guy — it’s the latter you have heard of, but the former who makes the trains run on time.

But no more than that. Think of a successful company as being more like Bruce Springsteen and the E Street Band. The musicians are all great, but they all know who The Boss is.

There is a lot to be excited about here, but open source has been around long enough that it has lots of stars, lots of egos, and a successful start-up is generally ego-free.

There’s also this. If Cloudera breaks up, those whose vision is rejected could just fork Hadoop and come out with their own distribution.

Which brings me back to the original analogy — have you checked out Asia Featuring John Payne?

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Topics

Dana Blankenhorn has been a business journalist for 30 years, a tech freelancer since 1983.

Disclosure

Dana Blankenhorn

Dana Blankenhorn has been a journalist, writer and part-time futurist for over 30 years.

At the present moment I run only a personal blog in addition to my ZDNet open source blog.

DanaBlankenhorn.Com has the subtitle The War Against Oil. In the past I have used it to write about political history, e-commerce, personal matters, some ideas related to open source, and The World of Always On, which is the idea of using sensors, motes and RFID to turn WiFi links into platforms for applications which live in the air.

My IRA account at Schwab holds a few tech shares, most notably some Intel and Applied Materials, but there are no open source companies in it. I don’t even own any CBS stock.

Biography

Dana Blankenhorn

Dana Blankenhorn has been a business journalist for nearly 25 years and has covered the online world professionally since 1985. He founded the Interactive Age Daily for CMP Media, and has written for the Chicago Tribune, Advertising Age's "NetMarketing" supplement, and dozens of other publications over the years.

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That's the way companies work
DanaBlankenhorn 17th Mar 2009
Successful entrepreneurial companies alway shave
a key man who drives the decision making process
and represents the interest of the company.

Companies that are run as collectives with no
egos tend to make decisions very slowly. They
get to markets late and falter.
different people, and there were two founders, not one at Google. And, with the Mac, there may have been fights, and breakups, and reunions, but, in the end, something beautiful and elegant was created. Sometimes great things happen when you are allowed to duke it out.
0 Votes
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Google vs. Cloudera
DanaBlankenhorn 17th Mar 2009
We know whose vision reigns at Google -- it's Sergey's and David's vision.

We know whose reigns at Apple -- it's Steve Jobs' vision.

Duking it out is fine, so long as someone wins.
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Egoless business...
John L. Ries 17th Mar 2009
...strikes me as being even harder to pull off than an egoless rock band. You might get the Moody Blues of the late 60's and early 70's (with lead vocals and songwriting duties divided four ways, and the fifth contributing poetry), but more likely, you'll get Crosby, Stills, and Nash (with the first two constantly butting heads, but making great music when they could stand to be around each other).

It can be done, but it takes a lot of discipline, and it probably won't last.
produce something memorable and everlasting. Just like the rock bands, these guys might split up and each add something interesting as a solo artist (programmer).
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Businesses are institutions
DanaBlankenhorn 17th Mar 2009
You not only need egos and talent, but staying power, and firm control over a lot of people, in building a great business.

Thomas Watson Sr., Thomas Watson Jr. Then IBM floundered until it got new life under Lou Gerstner.

Building a business is building an institution. It's not a one-hit wonder. One-hit wonders in business get eaten. Famous Amos cookies. As opposed to Mars.
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Great businesses last
DanaBlankenhorn 17th Mar 2009
A great business must have staying power. To go to another music analogy for a moment, A&M Records. Good business. Herb Alpert. Good businessman. Or Columbia's Nashville operations. Chet Atkins. A great business talent, as well as a blessedly-talented guitarist. I miss him still.

Both these businesses stayed strong because they had talented entrepreneurs at their helm, and you knew, as an artist, who held the keys to the kingdom.

The same is true in other areas of business enterprise. Too many cooks spoil the broth.
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Too many egos spoil the broth
John L. Ries 17th Mar 2009
If people can live with being part of a team instead of the "number one guy" (including the "front man") and they all have plenty of interesting work to do, then you can have lots of talented people in the higher ranks without causing major personality clashes, but it takes real effort, which few people are willing to give, which is part of why the entrepreneurial spirit is almost always lost after the founder retires or dies (people who want to be entrepreneurs go out and start their own companies).

You do see great albums produced in the midst of major conflict ("Keys of the Kingdom" definitely falls in that category), but you usually don't get many in a row (like the classic 7) unless people learn to suppress the ego and work as a team (unless, of course, you're the Beatles, and then you can only do it for so long). Unfortunately, the easiest way to do that is to have only one big ego per organization (like U2 or Bruce Springsteen's E Street Band).
0 Votes
+ -
That's the way companies work
DanaBlankenhorn 17th Mar 2009
Successful entrepreneurial companies alway shave
a key man who drives the decision making process
and represents the interest of the company.

Companies that are run as collectives with no
egos tend to make decisions very slowly. They
get to markets late and falter.

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