Hundreds of Oracle systems breached in Russian hacker attack

Russian hackers compromised Oracle computer servers, targeting the company’s Micros unit, which produces internet-connected cash registers used by retailers, hotels and restaurants.

The culprit is believed to be a Russian organized cybercrime group known for hacking into banks and retailers KrebsOnSecurity reported on Monday.,  The hackers implanted malware in Oracle’s Micros systems, which provided access to usernames and passwords of customers who used the company’s support site. Oracle is asking clients to update their login information.
Source:-bizjournals
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Breaking Analysis: Oracle’s $9B+ acquisition of NetSuite underscores software MegaTrends

Oracle Corp. continued its march to the cloud this week with a $9.3 billion acquisition of NetSuite, Inc. Mainstream media focused most of its coverage on the conflict of interest due to Larry Ellison’s large holdings in both companies, which is noteworthy, but there’s much more to the story, in my view.

First, as an Oracle spokesperson said, the only way Oracle and NetSuite could have avoided this conflict is to have not done a deal. While it’s true that no matter what price Oracle paid, people would question the deal. Some were concerned that the lack of other bidders (due to the premium) could be a headwind for the deal. Regardless, the real interesting angle to me is that Ellison funds companies as a way to: 1) invest and get returns; 2) catalyze new markets that Oracle might struggle to build organically and 3) de-risk a potential acquisition. I look at it as paying a premium for a proven free agent in basketball. If the player performs the buyer typically wins.

So Oracle in this case is betting that NetSuite will perform to justify the substantial premium. Nonetheless, Oracle says the acquisition will be accretive.

An obvious question to ask is the following: If Oracle is doing so well in cloud, why does it need NetSuite? NetSuite does ERP. Oracle does ERP. So why the deal?
Why did Oracle really buy NetS
Source:-siliconangle
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What's the biggest trap for users in an Oracle licensing agreement?

Let's assume you've made it past the signing of your contract while staying in compliance. Now you're faced with a never-ending series of contractual terms that can lead you into a noncompliant position. Can your organization use the software outside its home country? Can external clients use the software? What happens if your company is acquired? All of these questions are real issues faced by businesses every day. If you don't anticipate such issues when negotiating an Oracle licensing agreement, it's very easy to find yourself accidentally out of compliance.

    If you try to fix your license problems by starting with the technology and counting processors, you're just digging yourself into a deeper hole.

As if that wasn't bad enough, there's more. There are also some contractual licensing traps that aren't actually in your Oracle contract. An Oracle licensing agreement contains a lot of links to further resources on Oracle's licensing policies. Why do you think Oracle doesn't include links to those documents in the final contract? If it really wanted you to read them, it would have left them in the contract itself.

In addition, there are various policies that Oracle doesn't even mention in its contracts. For instance, there's nothing about virtualization -- the Oracle policy document says it's not part of the contract. As you may already know from past experience, this lack of clarity causes major problems.
Source:-techtarget
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Oracle tools up for cloud wars with sales re-org

Oracle has shaken up its sales force to drive cloud business, multiple sources have told The Register.

The task of pushing Oracle cloud services, flagship database and middleware was handed exclusively to Oracle’s field sales operation. On-premise apps - eBusiness Suite, PeopleSoft, Siebel - have gone to the phone-based direct sales team. All new hires are going into the cloud units.

The organisational reboot is intended to create clear lines of responsibility, accountability and bonus allocation - and also to pinpoint who is to blame if sales targets are missed. It also means field sales and direct will no longer collaborate on sales.

Many Oracle customers have seen their long-time account reps suddenly moved away as a result of Oracle’s shake up, sources told us.

Earlier this year we reported that Oracle in Europe and the Middle East was hiring 1,400 to sell sales direct in Amsterdam, Cairo, Dubai, Dublin, Malaga and Prague.

Two sources with close links to Oracle sales reps and customers said the shake up is intended accelerate penetration of Oracle’s cloud services.

“This year, the cloud component of quota [of sales] is much bigger and more weighted than in the past," said one.
Source:-theregister.co.uk
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