VMware: Vision Quest

Paul Maritz, president and CEO of VMware Inc., sat down with Everything Channel Senior Editor Joseph F. Kovar recently at the VMworld 2008 conference to talk about how VMware planned to stay ahead of Microsoft Corp., how the channel fits in with cloud computing, the departure of former VMware president, CEO and co-founder Diane Greene, and much more.

CRN: How has the recent departure of Diane Greene and (co-founder and former VMware chief scientist) Mendel Rosenblum impacted VMware?

PAUL MARITZ: There were a lot of people sorry to see them go. They founded the company, and had strong personal relationships with many people there. So that was difficult.

I have been spending a lot of my time trying to reach out and talk to people and convince them that the reasons that they came to VMware in the first place aren't going to change. I'm a strong believer that the kind of people who are at VMware bear similarities to the people I got to work with when I was at Microsoft in its heyday. People here are very intense, passionate people who like working on hard problems, and not just solving them, but solving them in the form of products that people can use. That will continue, and they will have an environment where they feel that they can get that work done. And I think if we can do that, we'll get through this transition and can go on to the very big challenges that we have laid out over this [at the VMworld 2008] conference.

CRN: VMware is a much larger company than it was even two years ago. Are we seeing a new stage of maturity at VMware?

MARITZ: Well, I certainly hope so, in the positive sense. I don't think we have to become, quote unquote, a big company. But, at the same time, our customers have told us very clearly that we're now a strategic partner of theirs.

CRN: As you look over your shoulder at Microsoft Hyper-V and Citrix XenServer, how do you see the impact of those companies?

MARITZ: We clearly take competition, particularly from Microsoft, very seriously. They're a very well-funded company, a very competitive company, and they have very deep technology and relationships with customers. So we obviously have to pay a lot of attention to them. That being said, [VMware] has a great foundation and we intend to stay ahead. And I think that we have a different vision of the future than what Microsoft does.

Microsoft has a very Microsoft-centric vision of the future, and we believe that the benefits of this new layer of software that we're calling the Virtual Data Center Operating System can and should be developed and delivered in an application load in an independent fashion. People are not going to want to run just today's Windows applications, but future applications, as well, that may or may not involve Microsoft.

CRN: Given Microsoft's history in terms of targeting a market and often then steamrolling the competition, what's your strategy to prevent that?

MARITZ: Two things. One, you have to identify real needs that your customers want you to work on. And then you have to execute really well against [those needs]. I know enough about Microsoft to respect them on the one hand, but not be rolled over by them on the other hand. Microsoft has by no means won every battle that it went into.

CRN: What are those customer needs that you are looking at that you think VMware can handle, and Microsoft can't?

MARITZ: There are three needs that we are focused on. And we think we have something unique to bring to each of those needs.

First, how do we enable our customers to get fundamentally more efficient and flexible usage out of their computing resources? Customers articulate this as wanting to become more cloud-like, with more self-service data centers, more automatic computing, etc. But what they're really talking about is, how can they take all of their infrastructure and gang it together, figuratively speaking, to form a giant computer where they can very rapidly and effectively provision their applications on. So they want to start behaving internally more like a hosting provider to their internal customers. That is the essence of what we're trying to achieve with this new layer of software that we're calling the Virtual Data Center Operating System.

Second, those customers want down the road—at the time of their choosing and the manner of their choosing—to be able to federate the different cloud vendors. They don't want to federate just one cloud vendor. They want to be able to federate with a collection of different cloud vendors and be able to pick and choose from amongst them. And we believe that our technology can enable that as well. We call that our vCloud initiative.

Third, we believe we can use our client-side and our server-side technologies to solve what we call the "desktop dilemma," which is, do you go thick or do you go thin? People don't want to have to make that choice. They want to be able to fundamentally equip users with the applications and the information that they need, and have that combination of applications and information be available on whatever device the user is using, be it a traditional thin-client device, or a laptop, which is not always connected to the Net. We believe we can give ultimate flexibility there, and dramatically reduce our customers' desktop provisioning costs.

CRN: Would you ever suggest that Microsoft acquire Citrix to build up in these areas that you are talking about—more quickly than they might be able to do on their own?

MARITZ: That's a decision for them to make. As my mother would say, they're big enough, bad enough, and ugly enough to make that decision.

Next: Difference Between Infrastructure & Operating System