Kurian said, is table stakes for the biggest tech companies. But spending upward of $2 billion a year on building a cloud network, Mr. The NetSuite deal is something of a coming-out party for Oracle’s global cloud, possibly signaling the start of a new round of acquisitions, along with hefty spending to keep building out this network. Kurian to run the core of any big tech company: thousands of engineers. Ellison, who is 71 and shows no inclination to retire, counts on Mr. Catz, both chief executives at Oracle, manage the company’s sales and finance. The two also went to Stanford Business School together. “The day we left India was the first day we saw a computer,” said George Kurian, who after graduation worked at Oracle while Thomas Kurian was a consultant at McKinsey. And the NetSuite acquisition could help Oracle pull even with smaller, cloud-focused companies like Salesforce and Workday, which provide their own technology to manage business operations like sales and human resources. Oracle’s new data centers are intended to power a cloud-computing network to compete with the established services provided by the likes of Google, Amazon, Microsoft and IBM. “They had doubts about the business, and the profit margins, but the way companies are spending forced them to change.” “There’s no doubt Oracle moved late,” said Al Hilwa, an analyst at IDC.
Now most industry experts think the company needs to show that it is finally in a position to rein in competitors that have been stealing customers away with fresher technology delivered over the internet, a concept called cloud computing.Īnd the trade-offs Oracle must now make - accepting lower profit margins because customers are less interested in the older, pricier technology - reflect the hard decisions many older tech companies must make to avoid getting left behind. Oracle became a giant by selling directly to businesses software packages that do things like manage the books and keep track of customers.
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