Teaching Oracle About Hypocrisy on Lock In

Executive Summary

  • Oracle resources actually have the nerve to talk about the “lock-in” of cloud service providers like AWS.
  • The problem with trying to explain hypocrisy to Oracle resources.

Introduction

Oracle’s article titled Amazon and SAP Will Never Get Off the Oracle Database, and Why That’s Good News for Them, Matthew O’Keefe proposes that essentially these companies are locked into Oracle.

Companies Cannot Follow Through on Ditching Oracle?

“Periodically, companies like AWS and SAP that strategically compete with Oracle outside the database decide that they must remove Oracle’s technology from the technology stacks their customers routinely deploy. But after bold announcements are made and firm schedules set, the effort seems to drag on and on and never seems to run to completion. These huge firms with billion dollar R&D budgets seem to have incentives to replace Oracle, but can’t get it done. Why is that?”

Yes, the Oracle database has significant lock-in. But the assumption here is that it is because Oracle is so good. A major reason for the lock-in is because of the time making adjustments. This is why so few start-ups use the Oracle database.

Oracle’s Proposal on Lock-In

It is odd seeing Oracle crowing about companies not being able to migrate from the Oracle DB. Whether it is true or not.

Why is it odd?

Well because just recently I was told by someone from Oracle that I needed to be careful not to discuss AWS without discussing lock-in. However, the only example they could come up with was Aurora, which is locked into AWS. However, all the other RDS DBs are portable. I told him that people from Oracle should not be critiquing other offers for having lock-in because a) the lock is is normally much lower than Oracle’s lock-in, and b) Oracle’s strategy is highly based around lock-in. I try to explain the concept of hypocrisy to Oracle resources, which turns out to be a very challenging task.

However, the article quoted above is once again Oracle promoting how great it is that their customers are locked in.

Conclusion

Can Oracle please take a firm position? Is lock in a good thing or a bad thing? Because it seems like the official position is the following:

  1. Lock-in is good if Oracle does it…
  2. ..but far less lock-in is bad if the vendor that does it is not Oracle.
  3. But then if Oracle acquires that vendor, then the lock-in automagically becomes a good thing again.

Does that all make sense?

Ok good, because that is how Oracle resources tend to see the world. You have to see the world this way to work at Oracle. This means working for one of the top monopolist vendors in the world, but at the same time pretending that Oracle competes for business in a free market. It means working for a company with the worst record of punishing customers with punitive audits that no other vendor performs, but feeling good about that fact. It means saying stupid things like “HANA locks the database to the application” while knowing full well that all of Oracle’s applications mostly work on Oracle.

That is hypocrisy! It is now one of the most important exam questions at Oracle.

Only those with the highest level of hypocrisy are good fits for Oracle. You must be able to say (with a straight face) that..

“Hasso Plattner lies so much, it is great that Larry Ellison is so honest.”

If you can embrace you inner hypocrite, then Oracle is the right place to work.

Financial Disclosure

Financial Bias Disclosure

Neither this article nor any other article on the Brightwork website is paid for by a software vendor, including Oracle, SAP or their competitors. As part of our commitment to publishing independent, unbiased research; no paid media placements, commissions or incentives of any nature are allowed.

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References

https://www.linkedin.com/pulse/amazon-sap-never-get-off-oracle-database-why-thats-o-keefe-ph-d-/

Software Selection Book

SELECTION

Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Information Sources

Mastering Software Selection

Software selection is a form of forecasting, just as any another purchase decision is a forecast of how successfully the purchased item will meet expectations. Forecasting is necessary because it is not feasible to implement each application under consideration before it is purchased to see how it works in the business.

The Importance of Software Selection

Software selection is the most important part of any software implementation because it is the best opportunity to match the software with the business requirements, which is the most important factor in determining the success of the project. This book explains how to get the right information from the right sources to perform software selection correctly.

What You Can Expect from the Book

Essential reading for success in your next software selection and implementation. Software selection is the most important tasks in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software the software that matches the business requirements is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues, and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection.

This book is a how-to guide for improving the software selection process and is formulated around the idea that much like purchasing decisions for consumer products the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision and gives the reader an insider’s understanding of the enterprise software market. By reading this book you will:

  • Learn how to apply a scientific approach to the software selection process.
  • Interpret vendor-supplied information to your best advantage.
  • Understand what motivates a software vendor.
  • Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to interpret information from consulting companies correctly.
  • Make vendor demos work to your benefit.
  • Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
  • Differentiate what is important to know about software for improved “implement-ability” versus what the vendor thinks is important for improved “sell-ability.”
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Chapters

  • Chapter 1: Introduction to Software Selection
  • Chapter 2: Understanding the Enterprise Software Market
  • Chapter 3: Software Sell-ability versus Implement-ability
  • Chapter 4: How to Use Consulting Advice on Software Selection
  • Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
  • Chapter 6: How to Use Information Provided by Vendors
  • Chapter 7: How to Manage the Software Selection Process
  • Chapter 8: Conclusion
  • Appendix a: How to Use Independent Consultants for Software Selection