What Intel calls “cloud digestion” as the cause of the massive pullback in spending in its Data Center Group is looking more and more like a case of “Epyc indigestion” for Intel, not for the hyperscalers and cloud builders. …
In a world where GPUs have tens of billions of transistors and chip manufacturing techniques are costly and yields are particularly tough because of the largesse of these devices, every chip that comes of out the foundry is sacred. …
We have a saying around here at The Next Platform, and it is this: Money is not the point of the game. …
We talk about big money being spent on GPU-accelerated HPC and AI systems all the time here at The Next Platform, and we have been clear that we think another area where such acceleration will take off is with databases and related analytics, and particularly with data warehouses that have trillions of rows of data. …
Server buyers have longer memories and perhaps deeper disappointment of AMD’s exit from the X86 server processor business than consumers who buy PCs, and a manufacturing constrained Intel has clearly sacrificed some Core PC chip market share to maintain some Xeon SP server market share over the past two years. …
Getting peak utilization out of GPU farms in the age of AI will be the unending quest. …
A little more than a week ago, Intel announced that Pat Gelsinger, its former chief technology officer and former manager of the predecessor of its Data Center Group as well as the current chief executive officer at server virtualization juggernaut VMware, would be returning to the world’s biggest chip maker to be its CEO and to take on the task of rescuing the company from itself and its competition. …
Many of the technologists at AMD who are driving the Epyc CPU and Instinct GPU roadmaps as well as the $35 billion acquisition of FPGA maker Xilinx have long and deep experience in the high performance computing market that is characterized by the old school definition of simulation and modeling workloads running on federated or clustered systems. …
To one way of thinking about it, this is the best of times among the worst of times for Nvidia. …
It is hard enough to chase one competitor. Imagine how hard it is to chase two different ones in different but complementary markets while at the same time those two competitors are thinking about fighting each other in those two different markets and thus bringing even more intense competitive pressure on both fronts. …
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