Long Term

"I know that when you come here to read, you realize that you are The Market, and that all of the investments you make are long-term. In IT, there are no day traders." -- Tom Yager, The two technology markets

That's how Tom ends his piece about pundits and stock prices. It's a good one, too. Check it out.

He also has some fascinating thoughts about SPARC and Solaris -- "Sun Microsystems isn't folding up its tent on SPARC because it doesn't stand a chance against POWER and x86, any more than it's planting and reading over Solaris because of the looming threat of Linux. Sun doesn't make strategic decisions based on analysts' manipulation of short-term stock market investors, and that's one of the reasons that I hold the company in such high regard."

What's cool about that quote is that it recognizes that some of this stuff is long term and it's long term by design. I remember thinking back three and a half years ago when I joined the OpenSolaris engineering team. This is going to take years, I thought. And it has. And that's good. If you want something to last, it has to be done deliberately. Planning. Team building. Licensing. Analyzing and opening code. Figuring out and implementing new business models. Educating the customer base. Engaging new developers. Creating development models and governance mechanisms. Building infrastructure so a global community can grow and collaborate. It's a lot. And more. We are doing something on a scale that I don't think has been done before in this business. We are teasing apart a large organization -- with hundreds of projects and over a thousand people around the world -- into parts where development will live outside but productization inside. Right now they are pretty much the same. And we are doing this while building and shipping what is arguably the company's most important product. That last bit is what people often forget. Product has been shipping during all this. This transition is huge and not just for the obvious technology reasons but also for more subtle cultural and organizational reasons. The only way it can be successful is for it to be strategic by design. And it is.
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