BEA Looks Ahead
Rob levy is executive vice president and chief technology officer of BEA Systems. He leads the companys efforts to align BEAs technology vision with its business strategy. Levy recently met with Senior Editor Darryl K. Taft at BEAs swank new San Francisco digs to discuss the companys technology future. What are your plans for the BEA office of the CTO for the next year to two years? The basic premise of the office of the CTO is to predict the future and translate that future into what we should be doing at BEA. We are the people with the crystal ball. But it really translates to multiple technology strategy areas.Our mSA, microService Architecture [the architecture of the BEA SOA 360_ platform], falls under that premise. Sometimes its a technical issue, like BPEL [Business Process Execution Language] and how we implement BPEL across the product lines. Of course, some of the product lines were ours originally and some came from an acquisition, so we need to figure out who is doing what when, and how do we make that look the same now. Then we have an emerging technologies and standards group. Those are the people who sit on the boards of Eclipse, OASIS, OMG [Object Management Group] and so on. Their job is first and foremost to influence. So we look at the standards body and we look at what we think is important for our customers, and where we want to be leaders versus just followers. Some standards we believe need to be pushed and some standards just need to be followed. Then wed decide if we want active participation. Then we bring it back to engineering as far ahead as we can to make changes to the physical product technology. This is always a tricky game, because engineering is always a 12- to 18-months-in-advance-notice thing so they can make physical changes to products. Another function is the deputy CTO function or the evangelist function. These are the people that talk to the analysts, talk to the press, talk to the customers. Theyre mostly outbound facing. Up to 60 to 65 percent of their time is spent on talking to customers and people outside the company. They also are responsible for research subjects. So those are the guys who two years ago were researching Web 2.0 and how Web 2.0which at the time looked like a consumer playwould affect the enterprise and what we should do about that. And these really are the people I look to to become the go-to guys or knowledge experts on areas that are truly technology trends and not just product trends. Then I have an innovation and incubation team thats responsible for identifying new technologies and playing with themput them in a lab, roll up our sleeves and see what happens. We might look at a function feature in one area and find that we can put that together with a feature from another product and then we can create a new product. And thats where new SKUs come about. And the last thing we do is what I just did today. Theres a portion of the office of the CTO function that is very similar to what partners in VC [venture capital] firms do. We look at the future, they look at the future. They put their money behind technology bets; we put our money behind technology bets. I spend some significant time, kind of in bursts, talking to the VC community, keeping an eye on what theyre doing and on what technologies they think are important. And getting an opportunity to take a look at their portfolios, which is how we sometimes end up buying companies or partnering with companies. So, where are you taking it? I think whats going to become more and more important is the emphasis on innovation. The next emphasis from the office of the CTO is really about creating innovation, not just through making things happen, but by formalizing the process of innovation. So, for example, were putting together the plan for inside incubation formally. So, people in engineering can step away from an engineering day-to-day job for six to 12 months to be able to develop a prototype or [perform] proof of concept of a product. One of the main problems with innovation on the inside [of a product team] is you spend most of your time writing code for tomorrow, and your head of engineering says, "I need it yesterday." That doesnt leave a lot of time for innovating or creating code for future products. I also see a large consolidation happening in the marketplace right now. So when we predict trends, its easier to do when things are going smoothly. But with the consolidation happening in the market, I expect to see some major turns left or right because you consolidate two things that might not have been consolidated before. Its fairly obvious when Oracle goes out and buys a PeopleSoft, which is an application, and then goes out and buys another application vendor. Its buying applications. But when somebody goes out and buys something thats not directly in line with what theyre doing, that kind of creates a more difficult task for us in the office of the CTO in terms of predicting. I think one of the things thats going to be really interesting to look at is how Salesforce.com moves forward. And not just them, but it seems like there is a trend now in the secondary tier, the people that are starting new stuff. The Googles, the Salesforce.comsyoung companies, lets put it that way. Its not the middleware platform, but its a platform. Salesforce released their own application platform. Google is building a platform for their applications, which are the widgets, and now they are building enterprise-level applications. And Yahoo is building Pipes. It makes it interesting to figure out how applications will be delivered and developed within the next two to three years. That will create a need for a whole slew of software and services to support whatever the model is that emerges. And everybody has a slightly different view of what they think will emerge. We need to figure out how to enable the new paradigm of building new composite apps, as well as how we continue to support the hundreds of thousands of customers we have that have what is loosely termed "Web applications." This is really interesting in that I see Web applications that are now legacy applications. So, the first wave of Web applicationsthe B2Bs, the B2Csare now becoming legacy applications when you talk to CIOs. So legacy is not just mainframe applications anymore. But those legacy applications need to be able to talk to composite apps. So we need to do both. What are some of the ways youre thinking of approaching these challenges? There are a couple of things. The last time we talked, we talked about my concept of humans matter [in the IT equation]. This is one of the things that I think is going to become really important. This problem was always perceived as an efficiency problem. Things like extreme programming and data center managementall of these IT activities were really focused on how do we make the process more efficient? It has its phase. The next phase of growth for the industry will be the humans matter wave, which is how do we enable the free-form, free- flow behavior pattern of humans? And instead of objecting to it and pushing it out of the system, catering to it and bringing it into the system. So, for example, what we think would be an important change in applications is not the application development itself; its the process of application development for a composite app and how you bring collaboration. How do you bring people in? We just released a whole set of social computing tools for the enterprise that cater to the basic behavior patterns of things people want to do in free form, but inside the governance and constraints of IT organizations to make it work. So, instead of saying, "No you cant," which is what IT always did with IM [instant messaging], were doing the opposite. Were saying, "Take it and bring it into the portal under a set of governance, under a set of security elements and under a set of policies that give enough control for IT but that allow users to do Web 2.0 things without breaking control of IT." So if you look at PEP, our Pages, Ensemble and Pathways products, those are three products that touch three areas of how you build mashed apps, how you build widgets, how you do smart tagging and how you do wikis, RSS and blogs, all inside the portal. And then how you put all these things together to create a mashed app. We thought of that two years ago. The next big things that are on our plate include BI [business intelligence] and visualization. Once you get the ability to pull things together and create composite apps A year ago we predicted that the next step for composite apps would be the need for social computing and the other thing would be metadata about whats inside. Last year we bought what we now call ALER [AquaLogic Enterprise Repository], which is a product that supports the metadata about whats going on. So if you look at whats coming out next, all of our products are connected to ALER, which is a very important piece for us. We said the next thing people would need would be governance, and then theyll need to start touching things they didnt touch before. When they do theyre going to come back and ask for more. Theyre going to ask for complex event processing. But if they do that theyre going to need in-memory caching and real-time buffer analysis, real-time BI, real-time visualization. Page 2: BEA Looks Ahead
One of the areas that the office of the CTO owns is global architecture issues. So we have a group called the corporate architecture group that reports to me, with Paul Patrick as the chief architect for BEA. So hes sort of the overseer of the horizontal view of all of the technology implementation issues for BEA.