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	<title>Comments on: Why I Joined Ingres</title>
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	<link>http://blogs.ingres.com/dougharr/2008/04/14/why-i-joined-ingres/</link>
	<description>The Business of Open Source</description>
	<pubDate>Sat, 22 Nov 2008 12:15:22 +0000</pubDate>
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		<title>By: Dan Druker</title>
		<link>http://blogs.ingres.com/dougharr/2008/04/14/why-i-joined-ingres/#comment-9</link>
		<dc:creator>Dan Druker</dc:creator>
		<pubDate>Wed, 16 Apr 2008 16:40:20 +0000</pubDate>
		<guid isPermaLink="false">http://blogs.ingres.com/dougharr/?p=9#comment-9</guid>
		<description>Doug, when I heard you speak about this at the salesforce.com conference a few weeks ago, what was most striking to me was when you talked about how different the business model and organization for IT looks like once you decide to go fully on-demand and open source.  Seems to me the whole gearing of your organization is different - at Postini we had a business applications team of 10 people doing the caring and feeding of Oracle Financials and our other internal apps and we weren't much bigger that Ingres is.  Can you talk about the mental model and financial model of running a classic on-premises IT shop vs. an on-demand and open source one?  What are the career implications for a CIO?</description>
		<content:encoded><![CDATA[<p>Doug, when I heard you speak about this at the salesforce.com conference a few weeks ago, what was most striking to me was when you talked about how different the business model and organization for IT looks like once you decide to go fully on-demand and open source.  Seems to me the whole gearing of your organization is different - at Postini we had a business applications team of 10 people doing the caring and feeding of Oracle Financials and our other internal apps and we weren&#8217;t much bigger that Ingres is.  Can you talk about the mental model and financial model of running a classic on-premises IT shop vs. an on-demand and open source one?  What are the career implications for a CIO?</p>
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