As I referenced in my prior entry, I'm reviewing Sun's three major strategic imperatives, and our progress going in to next fiscal year. Our strategic imperatives, in order, are:

1. Technology Adoption
2. Commercial Innovation
3. Efficiently Connecting 1. and 2.

This entry focuses on the second, Commercial Innovation, and reviews our core revenue products, services and strategies.

By now, you understand Sun's approach to growing the market - driving adoption of key technologies drives Sun's addressable market. Once you're using one of our fundamental technologies, Sun's innovations focused on those technologies are relevant to you. The beauty of free distribution is you don't have to pick customers, they pick you.

Three very …

As I referenced in my prior entry, I'm reviewing Sun's three major strategic imperatives, and our progress going in to next fiscal year. Our strategic imperatives, in order, are:

1. Technology Adoption
2. Commercial Innovation
3. Efficiently Connecting 1. and 2.

This entry focuses on the first, Technology Adoption. Adoption is a non-economic phenomena, no money is spent, only time - yet it has extreme financial consequences. Let me give you an example.

I was with a big customer of ours last year, and reading through my account briefing before the meeting, I knew we were doing well. An analysis of their download activity showed they were heavy users of Solaris and OpenSolaris, and they had a large internal community of MySQL users, as well. In the meeting, their CIO said "we love where Solaris is headed." I …

We've been making a fair number of announcements recently - on both the product and the partnering front. That's generated a lot of interest, and a fair number of questions. So I thought I'd take the opportunity to deliver this overview and the upcoming focused discussions on what makes Sun tick in a video format. Let me know if this is useful, or what else we can do to keep you informed via the comment field at the bottom.

We're approaching the end of our fiscal year, and given all the swirl in the economy, I thought it worthwhile to restate where Sun's headed as a company, to let customers, partners, employees and investors see and understand where we're headed. Clarity's always useful, doubly so in times of uncertainty.

Let me start by joining the chorus of those worried about the global economy. I am routinely talking to customers now partially owned by governments, whose share prices have declined 95% or more, whose balance …

These are my spoken notes from last week's earnings call - rather than recraft them, I figured I'd simply republish.

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And thank you all for joining us this afternoon. 

I'll start with some perspective on our Q2 results and the current climate, then follow-up with commentary on our products disclosure - slides 6 and 7 in the slide deck. Then I'll turn it over to Mike Lehman (Sun's CFO) for commentary on financial metrics, and an update on the restructuring plan we announced back in November.

Overall, results for Q2 were in line with what we expected, as macro worries factored into customer discussions across all geographies. These concerns resulted in decisions related to higher end system purchases being pushed out - so billings were down year over year for SPARC Enterprise …

There are a couple of bookstores in my neighborhood. They could not be more different from one another.

The first is known to focus on best seller lists, to promote popular books, and use displays and traditional retail techniques to drive business. They seem to do well, year in, year out. The other bookstore is more of a community treasure, beloved by the neighborhood, with a focus on the (thoughtful) insights of their staff. Those insights are delivered via small note cards appended to shelving throughout the store, where books are displayed alphabetically, with library-like neutrality.

The first store is very market focused, changes with the season, and seems to be quite succesful. The latter store, beloved though it may be, struggles to stay in business.

Now you might consider that an awkward …

As consumer spending slows across the world, a variety of "brick and mortar" retailers are clearly feeling the impact. Foot traffic is slowing, and it's getting harder to balance debt laden real estate portfolios and fickle consumer trends.

For consumer product manufacturers, retail distribution is key - it's how you get in front of a customer. It's why the big PC manufacturers are all working hard to score deals with big retailers (or build their own retail outlets) around the world.

But making money on PC's is tough - for most PC makers, you're remarketing someone else's operating system and someone else's microprocessor - it's not for the faint of heart (or faint of balance sheet). For Sun, our retail distribution concerns don't surround consumer hardware (we don't make PC's) as much as consumer software - the popularity of which defines our market opportunity. …

The bursting of the internet bubble was good for the computer industry.

Many of us didn't like the medicine, but I can't remember a single customer upset at the idea of paying $20,000 for computing infrastructure that used to cost them $100,000. The price compression came from open source software, and a move toward general purpose servers, and resulted in companies formerly making 65% gross profit on products (Sun among them) facing a new reality.

But what doesn't kill you makes you stronger.

Since then, Sun's built the biggest open source software business around (see this report for details), from platform software to application infrastructure (even a …

On behalf of Sun Microsystems, I would like to offer my sincerest congratulations to President elect Barack Obama. What an extraordinary accomplishment.

I would also like to extend my congratulations to his web team for having chosen MySQL as the platform behind their election web site, BarackObama.com.

Lest many of you get your hopes up, we cannot guarantee the White House to all MySQL users.

We announced our earnings today, and put specifics around our preannouncement from a week ago.

We also greatly increased the transparency of Sun's business by providing line item detail surrounding our most important product categories (and we broke out core elements of our Software business for the first time). If you'd like to listen to our earnings call, just click here - in addition, here's a quick synopsis of the quarter and our business overall.

At a corporate level in Q1, Sun's revenue was down 7% year over year. Growth in our emerging products was more than offset by declines in our traditional, high end products. We were surprised by the magnitude of the decline, which reflected a dramatic slowing in the US and Europe, and the effects the credit crisis is having on our customers - across nearly all geographies and …

I was with a customer last week, who leads technology and operations for one of the world's largest companies. We were talking through his priorities for the upcoming year, and on a page filled with various traditional priorities (consolidation, energy management, disaster recovery, regulatory compliance) were two interesting words.

"Open Source."

I asked what that meant, why it was there. He said they'd done an audit of the firm's development activities, and found an overwhelming number ("hundreds") of open source

projects that had been completed behind the scenes, beyond management's oversight. The projects were designed to solve problems deemed too expensive or difficult to solve with proprietary technologies - from meeting a tough budget, to automating a new process. And rather than fight the trend, they figured it was …