(Music) >> Welcome to the AWS executive summit presented by Accenture at AWS reinvent 2021. I'm Lisa Martin, and I've got two Cube alum here with me, please welcome Merim Becirovic, Managing Director of Global IT Enterprise Architecture at Accenture and Chris Wegmann, Accenture, AWS Business Group technology and practices, Senior Managing Director, gentlemen, welcome back to the program. >> Thank you, Lisa, great to be back. >> Thank you, Lisa. Great to be here. >> It is nice to be back in a way right here we are at this hybrid event, but we want to talk about what Accenture is doing with its, with AWS to serving its clients. And then we're going to get into your own internal use case, drinking your own champagne. Chris go ahead and start with you, talk to us about what Accenture is doing with AWS to serve its clients. >> Yeah, Lisa, it's exciting, as you said to be back in this hybrid event and you know, for me, this will be my 10th re-invent and for Accenture we're in year 14 of our partnership with AWS and actually year six of our partnership called Accenture AWS business group. And you know, the focus over the last year has been helping our clients come out of the pandemic stronger than, than where they started. Right? And a lot of that has been around focusing our customers, getting past cloud migration, past cloud modernization, and getting further into what we now call the cloud continuum, starting to truly leverage all the AWS assets and capabilities and services to, to truly speed their transformation. You know, we work with a lot of our customers who are needing to transform even faster today than they were before the pandemic. And, you know, we're focused on helping those customers do that with AWS services. >> So Merim, let's bring you into the conversation. Now Accenture's internal IT organization has been leveraging AWS and public cloud for a while. Talk to me about that you completed the journey a couple of years ago, 95% in the cloud. Talk to me about what you're doing there. >> Sure. Lisa, so our, our journey into the public cloud is complete. As you said, we put a bow on that project a couple of years ago. We started in 2015 and we went all in on public cloud. So we, the number 95%, 95% represents a true measure of everything it takes to run Accenture. Everything addressable is in the public cloud today. So the 95% just represents a small component of things that have to live outside of the cloud. But other than that, our journey to the cloud is complete, and we are very happy being in the cloud because it has opened tremendous doors for us as a business. I'm sure we'll talk about here as we go, but it's fundamentally a different place we live in today and where we were before we were in the cloud. >> Merim, you said something really powerful there a second ago. The Accenture's journey to the cloud is complete. I don't think I'd ever heard anybody say that. Talk to me about the impact, especially during the last 18 months that that cloud journey is delivered. >> I mean, one of the things I am extremely proud of for our collective global teams around the world, when the, obviously the, you know, when COVID hit and the pandemic engulf the world, the only difference for us was that people just did not come into an office to work. Our capabilities in the cloud, our capabilities of having everything in the cloud really made it that much easier for our people to go to work. We weren't fighting over resources around infrastructure. People could just work from home directly. So I'm extremely proud of the collective global team that made all of that happen as part of that execution of all those things. So it was really a very proud moment, I would say for all of us running IT. >> As well, it should be. Chris, talk about that from your perspective of facilitating that massive pivot 18, 19 months ago, and what your group was responsible for doing to enable this cloud journey to be complete. >> Yeah. I always laughed at, you know, Merim and our internal CIO organizations, we call it was our first customer, right. You know, way back when I started working in this partnership, you know, we were already starting to leverage AWS, S3 and EC2, and that insight Accenture, and we took a lot of those best practices and started helping, our clients leverages best practices. So, you know, from an Accenture, we always kind of harvest from internally what we're doing, but, you know, over the last several years, we really are our focused with the CIO organization, Merim's organization has been, you know, expanding the usage of non, you know, I, as I call Maya services, right? So past EC2, you know, past S3. Obviously there's always storage. There's always compute, but you know, truly doing and building serverless applications, truly using, you know, services, fully managed services. So, you know, the CIO organization doesn't have to spend their time doing that. And, for our customers, that's while it's, they're still early on in a lot of their journeys, that's a novel idea is a truly try to sunset IS services or EC2 and things like that, you know, and whether that's, you know, fix some containerization or things like that, I think the other big part is, is the maturing security footprint, right? Obviously, as you use one or more of these AWS services, your security posture, your presence, how you think about security. We created an asset called secure cloud foundation, leveraging many of the AWS services in the security space that have come out like guard duty and others really to help make that security foundation stronger, make it easier for our customers, including CIO to leverage those services and truly enable that move further up the cloud or further down the continuum as we call it. >> Merim, I want to get your thoughts on security from in a, because we have seen such a dramatic change in the threat landscape in the last 18, 19 months. We've seen a huge spike in ransomware. It's getting much more personal. It's now a household word. We've got the executive order. We had this rapid pivot to and hundreds of thousands of Accenture employees working from home. Talk to me about, you feel very confident in the cloud during that you didn't word where's your competence from a security perspective. >> As you said, security is the fastest growth in our business. Collectively, like you said, the bad guys don't sleep. We don't sleep either when it comes to security. One of the things that we're constantly thinking about is how do we turn on a lot of our capabilities as an example. So even, I would say at an enterprise level, it's different when you're running a big multinational corporation, 650,000 people like we do. We can't just turn everything on and hope for the best. We are very scripted in terms of how we think about those services, how we think about the processes, how we work with our CSO organization, so that we're very meticulous and very thorough in terms of what services we turn on, how we turn them on, when we turn them on? How long we make them available, because this is, this is the new world, right? We have extended our corporate structure out into the cloud. That means we have to think of different ways for how we want to consume those capabilities and services. So like Chris said, you know, the, the journey to the cloud for us is complete. A lot of it was I, as I would tell you, a lot of it was lift and shift for less. And we can talk about that if we get time, but it was more about getting into the cloud and taking advantage of the cloud where we are today, because now that we're there, we get to take advantage of all those capabilities that are there. And I would say the best part of being with on, in, in the cloud is also having the, the providers like AWS they are with us, helping us with that security posture. So it's not just us doing this by ourselves. >> So Chris, I want to talk about that Merim just said, this was mostly lift and shift. Talk to us about that. Cause when we talk to organizations in every industry, the cloud transition, the cloud journey is extremely challenging. It's complex. How did you do this? How did you facilitate this and in a relatively short time period, Chris? >> Yeah. And, and you're right. Everyone has conversations I have with my clients. You know, there's a huge debate whether to lift and shift or modernize or build new build cloud native, right? So, you know, in Accenture's situation, you know, very early on, it was identified that we can, we can do a large savings by doing a lift and shift migration, right. We were not a big data center owner, right. That wasn't, we're not a big capital intense organization. So for us, that, that journey we had, you know, colos and that stuff coming up for renewal. And we knew that we could, you know, get some early savings there and really, you know, reduce our footprint and take that investment and then invest it into, you know, true modernization. So Merim and his organization worked very closely to build the factory, to do the migrations, get that done in a very short amount of time and then turn their attention on truly refactoring rebuilding the applications. I'm super proud of the number of applications that we've rebuilt. I'm super proud of the number of applications that, that now are cloud native. And we live in these applications every day. You know, they they're everything from our performance to how we do our payroll and do our time charging and things like that. But which, you know, it was a big reason why, you know, we can access our systems remotely and at home versus going into different systems to get to that stuff. So, you know, it was very much heavily lift and shift early, then really focusing on modernization. And as Merim said, getting, you know, now it's about living there and continuing, continuing to modernize, continuing to accelerate what we're doing in the cloud. >> Yeah. Lisa, its little bit like, so our journey lift and shift was a core component of it. But the minute we decided to go to the cloud, one of the things, the first things we did, as I said, no more vans. So any new capability that we were going to build, we were going to build a cloud native micro-services based, and that's been our standard for the last 3 or 4 years ago. So any new capability that comes along today that we must do custom, we build a cloud native microservices because one of the other things that I've got on my plate is I'm trying to reduce our overall technical debt. So all of these IS platforms, I still have to maintain them, patch them, support them, upgrade them. And I would rather be much more efficient at doing those things as, as I can and reinvest money into refactoring and modernizing the rest of the application, plead through containers through microservices, et cetera, which then gives me the agility right back to actually go even faster, to enable more services for the business. >> Speed is something that we've seen become even more critical in the last 18, 19 months where we needed to everybody pivot businesses multiple times over and over. But part of the challenge there Merim, I want to get your thoughts on this is they are something cultural shift. Talk to me about, you've been at Accenture for a long time. Talk to me about the cultural shift needed to facilitate this massive transformation to cloud and how Chris's team was a facilitator of that. >> So, you know, one of the things for us, I have probably in the last five years spoken to a thousand of our clients, around our cloud journey and this culture conversation always comes up and I will say, you know, the biggest thing for us was interesting. We had those same fears. We had some same in when we first talked about going to the cloud, you know, six years ago, it was very, not everything was there, that's there today. So the teams were extremely nervous and they were confident that we could never be as, as good in the cloud as we were on, on site. Yet here we are six years later and we're constantly finding ways to add value and take, bring value back. And though, it's so same teams. And one of the things is just, we gave them the challenge to say, Hey, this is the future. We're telling our clients, this is where we're going. We have an opportunity here to do something different and they took it and the team really took it on. And they said, okay, let's do it. And they act, and we looked at how we run into cloud the many different ways, whether we're using reserved instances, whether we're using containers, whether we're using, you know, different computer capabilities, we went through all of it and we're running such a highly efficient machine right now that it's like, we're still able to continue to eat out savings even five years after the program. Even two years after the program is complete, we're still able to get savings. >> That's outstanding. That's ROI that every business and every industry hopes to be able to achieve from this. I want to switch gears a little bit now because this is actually pretty cool. Accenture is really focused also on sustainability. You guys have signed onto the Amazon climate pledge, which if you don't know what the Amazon climate pledge, and this is back in 2019, Amazon, co-founded this a commitment to be net zero carbon across businesses by 2040, which is actually 10 years ahead of the Paris agreement. You're in talk to us about that. And from Accenture's perspective, why it was important to sign on to that. >> So on a, on a personal level, I love obviously sustainability as a whole, that I think about the world park for my children that are growing up. So it's very important to me on a personal level as well. But I would say at a company level, what I love about the cloud is I am there right there with them as they make investments. All of our enterprise capabilities are there. We are able to very quickly shift and use those capabilities. So as Amazon, for example, in this scenario creates new capabilities, new compute offerings, new, new storage offerings, whatever it may be. They're doing it with a sustainability lens and me by being in the cloud already, I can then turn to start using those things too. So as much as I can, on that perspective, I'm in a great place with, as Amazon puts these sustainability capabilities out there, I'm right there consuming and making them more efficient. And then the other one is obviously as much of our workloads, as we can get to a cloud native perspective, microservices perspective, then we keep reducing that compute consumption and everything else that goes along with it. And lastly, I would say, you know, the, the other thing is we're very aggressive in managing all of our systems in terms of uptime. So for example, in a data center, most, most organizations don't think about turning off their development environments and everything else. But for us, we're very rigid in this process. And we have a, we have a target of all of our development environments being down 55% of the time. And primarily that's also a sustainability play in addition to a financial savings plan. >> Awesome. Great stuff, Chris, last question for you, as we wrap up here, what are some of the things that you were excited about that's coming in cloud in the next few years? Obviously here we are at, re-invent going to be hearing a lot of news, a lot of announcements about cloud in the coming days. What excites you most, Chris? >> Yeah. You know, obviously the machine learning and AI stuff is, is always the most exciting things right now in cloud. And, you know, we've put a lot of those to use here inside of Accenture as well. And, and our, you know, in our synopsis platform, which we use with our customers to run in a more intelligent operations, we use that internally as well. But you know, one of the things that excites me the most is the continued innovation at the core. Right. And you know, whether that be, you know, chip sets, you know, Merim talked a little bit about, you know, improvement and performance improvement and power consumption, you know, grabbing time, those types of stuff that, that excites me every year, I look forward to seeing what, what they come out with and, and then how we're going to put that to use. >> Well, I look forward to talking to you guys next year, you've done such a tremendous job. You should be proud of the massive transformation that you've done. I imagine this is, would be a great case study. If it's not already written up, it should be. It's really impressive. Merim and Chris, thank you for joining me at the summit. Talking to me about what's going on with Accenture and AWS and some of the things that you are looking forward to, we appreciate your insights and your time. >> Thanks, Lisa. >> Thanks, Lisa. >> You're welcome for my guests. I'm Lisa Martin. This is the AWS executive summit presented by Accenture at AWS reinvent 2021. (Music)

(upbeat music) >> Hello, welcome back to theCUBE's coverage of AWS Reinvent 2021 Executive Summit. I'm John Furrier, host of theCUBE. We've got a great segment here on the modernization, where we're ringing in the success with Amazon Web Services and Vodafone Digital in the UK. An example of modern engineering, examples using Amazon, the cloud. Looking at where cloud-native is actually changing the game. We got two great guests, Ben Connolly, Head of Digital Engineering at Vodafone UK, and Maynard Williams, Managing Director of Accenture. Gentlemen, thank you for coming on theCUBE and sharing the story. >> Thanks John, appreciate the invite. >> So I got to ask you guys, one of the main themes that we've been covering all year, and even pre-pandemic, we saw the cloud-native wave coming pretty hard. Containers, great for modernization, sets the table. You seeing things like Kubernetes, and now Serverless changing the game on all aspects of how modernization is happening. And everyone's talking about application modernization, shift left, all great for business, but you have to kind of take care of things under the covers a little bit. The infrastructure, making sure the engineering teams are all set. So this has been a top topic. This is kind of what you guys are doing. Can you guys explain to me the needs that Vodafone has that brought about this transformation? >> Yeah, sure. So we we've been on this transformation program for years, but you're absolutely right. The pandemic has been a real catalyst for all kinds of organizations like ours around the world. So we were really driving digital first agenda for quite a long time. And that that came as you just said John, it really did start with the cloud hosted and then moving and realizing the difference between that and become native to the cloud and really leveraging the services like AWS in order to really drive pace and the outcomes that we needed for the business. We've seen a huge change purely over the last 18 months really. Our daily traffic these days is as it was on our highest ever like an iPhone launch day, for example, before the pandemic is daily traffic these days. And so that scalability and flexibility and that leveraging those services has been absolutely fundamental to supporting the changing needs and expectations of our customers. >> You know, back in the old days, Maynard oh yeah, Black Friday surge, you need the cloud to scale up and be flexible, agile, elastic. The scale is definitely now table stakes. And if you're not dealing with scale and some sort of either SRE fashion or whatever, you're really going to be behind the curve. But the next level that's being discussed is how do you leverage the scale for not just customer experience and business value but we're talking about system architecture, kind of thinking there's going to, this is our system design is now a big part of it. Can you talk about how this kind of threads together? Because we always talk about consumer experience, customer experience CX, but now there's a new systems mindset out there. Can you kind of share your vision on that. >> Yeah, I think the thing that stands out for me is if I look at digital, we've designed it to a point where the scale is just as you say, it's the table stakes. And iPhone launch was something that two years ago needed to be planned and thought about. And it's now absolutely routine. We think about the business side of it but a big increase in scale really is seamless. But if I look at the full stack, we're still connected into some of the older backend systems where we're in production they're on prime actually tests is on AWS now, which is a big step forward, but when you've got to manage scaling in a way that translates from backend systems that are on-premises or on-prem, and therefore we can't elastically scale through to the front tab where we have to be able to scale up very seamlessly and balancing that across with an architecture that supports that level of scale and makes it so seamless on something like, as you say, iPhone launches or Black Friday or any product coming out is actually key to the way we've architected that. >> So you saying that essentially AWS combined with Vodafone worked on this solution that was more of a cloud native solutions. Is that the innovation? Can you just summarize and unpack a little bit, what is the innovation? What problems did you solve together with Accenture and Vodafone? What was the core challenge? >> Yes well, I think that the core is actually, how do you get to the point where the scaling is seamless, where you can move from being on the cloud to cloud native, as Ben just touched on, when at the same time you're actually connected into an enterprise state where the production systems are all on-prem and don't have that ability to scale in the same fashion. So you can't, for example, push you to load into an on-prem backend system and simply expected to scale in the same fashion. So between our three organizations, architecting something that is robust scales, reusable and takes away a load of pieces that actually were quite complex two years ago and turns them into just routine has been a big step forward. >> And I want to get your reaction to this because you're on the front line saying, hey, be more agile, the boss that says, be agile, do different left, take that hill. It's easier said than done. Talk about what goes on when you have to implement and the stakes involved. Again, there's always the old way, new way. Could you just kind of give some color on what's going on? What's your perspective? >> Sure, and Maynard just said that the real benefits and the story behind this was the ability to launch an iPhone For example, as a non event for Vodafone previously was weeks and months of preparation and design and testing and confidence building. And now it really is, it just happens. And we watched things scale and then down again gracefully and really do celebrate the level up if you like, the leveling up of us as an organization, allowing our commercial colleagues to launch propositions or to launch campaigns without needing us to be involved anymore, because they're confident, we're all confident that things will flex like that. But you're absolutely right that the changes and the demands of us as a team, but also the expectations of our stakeholders have been changing for quite a long time now. And we're really excited now to be able to meet them by leveraging the services that we're discussing it. >> Yeah, so the guy said launched the iPhone, no big deal routine, hit the pub, everyone's happy. Having a good day. Let's get into the solution, how it works. Talk about what's going on under the covers. How does this all work? Can you take us through what's the state of the art of the of the solution? >> Sure. Well as you mentioned earlier, we were very much inclined to Serverless these days. So we rolled out fire gate a few, it started about 18 months ago and that really has freed us up into all kinds of scalability measures but also really about reusing and applying this across much more than just the engineering or the digital part of Vodafone where we began. So that's been a really big part of our agenda and that's informed all kinds of things. The ability to scale and flex like that and the architecture beneath us and the containerization and orchestration that goes along with that has really enabled us to flex that ability to reuse it across other areas. And because of that now it's driven our hiring policy, our tooling and technical, our procedural approaches, and it all now leverages that ability to move a pace and to be able to scale, not just in infrastructure or ability to serve customers, but in ability to deliver for the business commercially as well. And this is all now informed on our direction I think, as an organization. >> It's interesting, you mentioned you far gate then a trigger of events happens. People get excited, opens up new doors of opportunities, there's a chain reaction from that. Talk about the impact to the staff in the operations because you almost it's motivating. At some level, you got new things happening but you're actually making things go better and faster, cheaper. >> Yeah, well, the impact is one because we're on a journey at Vodafone of this transformation really becoming a technology business first and foremost, rather than a telco classically like our competitors. We're able to really drive cultural change as well. So the impact on our people is a really, it's been a particularly engaging one, we've also been part of a real recruitment drive. We've just announced 7,000 new roles joining our team across Europe. And these are engineering roles driving more of the same behaviors and principles of a modern software engineering business like ours. And that really is fueled by our ability to experiment and try but become cloud native and employ these services in the way that they're designed to be. >> Maynard, I'd like to get your take on this and shift to a topic around what this all means. You zoom out and you say, okay, with the pandemic, it's become a mobile virtual hybrid now world around work play, all those lines are kind of blurring. It's not as clean as it used to be. Oh, the network segmented over here, this is over here, these legacy systems were built around the notion of things were nicely segmented. Now you have this whole kind of mashup if you will, of how you just want to work, right? There's mobilization is a huge thing. So access, identity, these are things that we're all kind of set up nicely before the pandemic, or at least not as a stable maybe not scalable. But what's your take on this? What's the big picture? What's all happening? >> I think, I mean, the pandemic has accelerated a set of changes that were already happening anyway. And I'd say the other part of this is under the covers. A lot of the work has been to create the microservices that stitch together to produce those journeys that run in the containers and so that opens up an Omni-channel feature that starts to move away from saying actually, businesses are organized around the environment in which they're serving. Is it a retail store? Is it online, additional and so on? And actually into much more of a space where you're building the best journeys and those journeys can and are served through digital or through a call center or through a store and so on. And that makes a huge difference because the focus on improving the customer's experience has been enormous. And I think that's one of the other parts that come out of the whole cloud native setup and the ability to experiment has been intuitively and endlessly improving the experience for the customer. And that's a massive step forward. So we can talk about the fact that we deploy a huge number of times more frequently than we did even a year ago or that our quality is improved by a massive percentage and so on. And I think the thing that's really interesting is the improvement in the experience and the endless improvement and iteration of that because we can make lots and lots of small changes and do every day. That's a big step forward. >> You know, what's interesting, Ben and let's get your reaction on this and if you don't mind to just add a little color to this. This is just another example of reports that we've been talking with folks on where it's not about just re-platforming to the cloud. It's refactoring the business with the engineering, the modernization. And so there's two things that go on. One, you see the efficiencies, new doors open up, new things are happening, people are getting excited, get some good morale boost, things are becoming clear, but then this actually new business value being created or new propositions, engineering propositions. Can you share from a digital standpoint because this seems to be the new role of the digital person, whether it's engineering or on the business side, make things run faster, cheaper and better and then create new opportunities, new propositions. What's your reaction? >> Yeah, it's fundamentally around pace of delivery. Being able to, as Maynard says, moving from a world two or three years ago where we were deploying once every two or three months. This is a website once every two or three months, it's where we were. And so now it's happening all the time every day. It's a skill that we've given us as an organization that we couldn't have leveraged before. And what we're able to do with that now is experiment our way and iterate our way to new value streams, as you say, but also to trial and error what we already know or expect to be true with our customers much, much more easily and much, much more frequently. Very little a barrier to production or friction between us and the customer these days and the almost instant response and feedback we get from customers, we learn constantly because of that and it's become much less of a stab in the dark with large business cases where they work well, they work to now much more experimental initiative. That way both to the propositions we know about but also to the experiments and unknowns in our future that also now unlocked for us. >> That's a great point you mentioned about the whole timing of, the old way, months, weeks, just for website stuff. Maynard, if you guys can share this new world order is actually pretty exciting but also daunting if you're not like in the water, so to speak. So some people are actually putting their toe in the water, they're experimenting but it's a game changer. I mean, a significant step up of value. What's your advice about solutions? And they're not easy. I mean, you just got to get your hands around Accenture. You guys have been doing a lot more of these projects and seeing more and more of these kinds of partnerships and the value is there. Can you guys share your opinion and advice to folks out there watching saying, how do I do this and is it going to be worth it? Is that bridge to the future there? >> I mean, I think there's a mechanical piece. How do I enable this? We could talk about DevOps and moving to cloud native and actually some of the process side of as an organization, how do I get really comfortable with deploying very frequently and it being low risk and routine and so on. The other part for me, which we sort of haven't touched on is as much as we talk about experimentation, it's about the data and the analytics and the knowledge that we create out of that. So the small changes we're making are highly scientific. And when we think about actually understanding how we're optimizing experiences, that's all about a whole set of data points that underpin it. And so I'd say two parts. It's the journey we've been on here is about enablement. It's about moving the architecture. It's about moving the ways of working so that a lot of things that were hard or required thinking about two years ago on that are routine but the other part of it is understanding the data and having the analytics capability and being able to make a very scientific experiment where you can see the result in the day to day. >> Ben, what's your reaction advice to folks watching as they modernize exciting, challenging. It's a lot of hard work, but what is its the end game? >> All of those things, yes. I'd say it's more than anything, it's a necessity these days we have to embark on this journey and it is daunting. And of course, a lot of large organizations like ours, we were successful for doing things in a particular way and built up a lot of protection mechanisms for making sure we protect that. And so to come at it from a new angle is obviously daunting. And it's very challenging as well. There is an immune system in all of our organizations it is real and we will all deal with it. But the success behind, I think the real reasons behind a lot of our success has been by being able to quickly prove value, to quickly prove that outcomes are deliverable and achievable. And then to build on those and iterate on it. And as I said, it's about being able to move at pace. For us in Vodafone it's about leveraging our scale. We're a huge organization, and we're now coming together as one to really make sure that we do lean on that scale more than we have them. We're really about iterating, as I said and finding things that work, keep doing it, finding things that hold you back and get rid of them as quickly as you can is what I would say for us. >> It's interesting you mentioned the scale. The thing about the cloud is when I hear the common pattern is it takes advantage of the strengths of your environment. So every environment's a bit different but you guys have the scale. I have to ask you while you're here. What are some of the anecdotal comments that kind of you hear from folks that make you happy, what about the results? I think saying, hey man, I'm not even seeing this anymore or wow this is faster. What's some of the sound bites that you guys take as proof points of the success of this project. >> Yeah, I'd say it's mainly there's two things I would say, the ability to rely less on IT delivery if you like. So empowering our commercial business to make changes for themselves in a safe and secure manner. So providing these self-service capabilities, we've started to see a real pace about our commercial business, as well as our technology business. But also the time it takes to get things out is probably one of the biggest, really tangible results and outcomes for us at the moment. Just the sheer amount of things we can release to production in sorts of short space of time really does bring to life our ability to now trial and error, to AB test Canary deploy, things like that is really, it's been a real superpower for our transformation. >> Yeah, kind of kidding about having time to go to the pub but in reality, it's free time freeing up people from doing those tasks that were slower and shifting that value. >> Yeah, as you mentioned John, it really is much more than a technical journey. This is a cultural one as well for a lot of organizations. And by being more connected to the outcomes or the value that you add into production, it really does drive a new culture and engagement across our teams. If it's six months between rising line of code and seeing it in production, I have no sense of ownership or pride in what I've done there, but if I can deploy code immediately see an impact good or bad, then I really do feel connected to the outcomes and the value that I'm driving to the business and to our customers. So there really is a great cultural journey as well. >> Yeah, I remember Andy Jassy last year when he was the CEO of AWS on the stage and talked about that dynamic of the team where people run in the right direction, feeling part of it. Maynard, this is a cultural shift on how companies do business. I know Accenture have covered probably a dozen or so killer projects that have just been awesomely new and kind of different but a successful built on the cloud. So a lot of re-platforming refactoring. You're in the front lines working with companies at Accenture. What's the pattern that you see that's happening right now? What's your view of the current market? >> I mean, I think there's a huge shift in this journey too has bankrupted the move from being on the cloud to being cloud native. I'm really getting that value because there's a kind of almost example I see, there's a light bulb moment where ownership of what you put in production means that you move away from a model of we change code because either the business tell us to cause they have a functional requirement or because something's broken when we get into the model of but I want to improve the thing that I feel ownership of that's not alive. And you suddenly see how much difference that makes to the experience of it, the quality of it, the stability, all of those things improving. And so if I look more generally that cultural shift is an evolution that organizations go through and it starts with actually delivering it in a more agile way. At some large scale, you see agility moving up into that kind of business agility and starting to affect things like budgeting cycles and the kind of corporate functions if you like, that tend to sit around supporting peak pieces of delivery. And there's a lot more of that happening at the moment, aligned with more organizations pushing into being properly cloud native and transforming rather than the kind of first wave which was the shift onto the cloud. Now it's actually, that's really leveraged what we've got with the cloud. >> Yeah and you guys essentially have been riding on the wave of AWS and the Cloud for many, many years we've been covering it. Ben great success story. Thanks for coming on theCUBE, a head of Digital Engineering, Vodafone UK. Great example of modern engineering at work using AWS in Europe. Thanks for coming on theCUBE sharing your story. Maynard, thank you for also coming on and the work you're doing at Accenture and AWS, thank you. >> Thanks John, great to be here. >> It's theCUBE coverage of AWS Reinvent 2021 Executive Summit, I'm John Furrier your host, thanks for watching. (upbeat music)