(bright music) >> Hey welcome back, everybody. Jeff Frick here with theCUBE We are high atop San Francisco in the Sales Force Tower in the new Accenture offices, it's really beautiful and as part of that, they have their San Francisco Innovation Hubs. So it's five floors of maker's labs, and 3D printing, and all kinds of test facilities and best practices, innovation theater, and this studio which is really fun to be at. So we're talking about hybrid cloud and the development of cloud and multi-cloud and continuing on this path. Not only are customers on this path, but everyone is kind of on this path as things kind of evolve and transform. We are excited to have a couple of experts in the field we've got Larry Socher, he's the Global Managing Director of Intelligent Cloud Infrastructure Services growth and strategy at Accenture. Larry, great to see you again. >> Great to be here, Jeff. And Ajay Patel, he's the Senior Vice President and General Manager at Cloud Provider Software Business Unit at VMWare and a theCUBE alumni as well. >> Excited to be here, thank you for inviting me. >> So, first off, how do you like the digs up here? >> Beautiful place, and the fact we're part of the innovation team, thank you for that. >> So let's just dive into it. So a lot of crazy stuff happening in the marketplace. Lot of conversations about hybrid cloud, multi-cloud, different cloud, public cloud, movement of back and forth from cloud. Just want to get your perspective today. You guys have been in the middle of this for a while. Where are we in this kind of evolution? Everybody's still kind of feeling themselves out, is it, we're kind of past the first inning so now things are settling down? How do you kind of view the evolution of this market? >> Great question and I think Pat does a really nice job of defining the two definitions. What's hybrid versus multi? And simply put, we look at hybrid as when you have consistent infrastructure. It's the same infrastructure regardless of location. Multi is when you have disparate infrastructure, but are using them in a collective. So just from a from a level setting perspective, the taxonomy is starting to get standardized. Industry is starting to recognize hybrid is the reality. It's not a step in the long journey. It is an operating model that going to exist for a long time. So it's not about location. It's about how do you operate in a multi-cloud and a hybrid cloud world. And together at Accenture VMware have a unique opportunity. Also, the technology provider, Accenture, as a top leader in helping customers figure out where best to land their workload in this hybrid, multi-cloud world. Because workloads are driving decisions. >> Jeff: Right. >> We are going to be in this hybrid, multi-cloud world for many years to come. >> Do I need another layer of abstraction? 'Cause I probably have some stuff that's in hybrid and I probably have some stuff in multi, right? 'Cause those are probably not mutually exclusive, either. >> We talked a lot about this, Larry and I were chatting as well about this. And the reality is the reason you choose a specific cloud, is for those native differentiator capability. So abstraction should be just enough so you can make workloads portable. To be able to use the capability as natively as possible. And by fact that we now at VMware have a native VMware running on every major hyperscaler and on pram, gives you that flexibility you want of not having to abstract away the goodness of the cloud while having a common and consistent infrastructure while tapping into the innovations that the public cloud brings. So, it is the evolution of what we've been doing together from a private cloud perspective to extend that beyond the data center, to really make it an operating model that's independent of location. >> Right, so Larry, I'm curious your perspective when you work with customers, how do you help them frame this? I mean I always feel so sorry for corporate CIAOs. I mean they got security going on like crazy, they go GDPR now I think, right? The California regs that'll probably go national. They have so many things to be worried about. They go to keep up on the latest technology, what's happening in containers. I thought it was doc, now you tell me it's Kubernetes. It's really tough. So how do you help them kind of, put a wrapper around it? >> It's got to start with the application. I mean you look at cloud, you look at infrastructure more broadly I mean. It's there to serve the applications and it's the applications that really drive business value. So I think the starting point has to be application led. So we start off, we have our intelligent engineering guys, our platform guys, who really come in and look and do an application modernization strategy. So they'll do an assessment, you know, most of our clients given their scale and complexity usually have from 500 to 20,000 applications. You know, very large estates. And you got to start to figure out okay what's my current applications? A lot of times they'll use the six Rs methodology and they say hey okay what is it? I'm going to retire this, I no longer need it. It no longer has business value. Or I'm going to replace this with SaaS. I move it to sales force for example, or service now, etcetera . Then they're going to start to look at their workloads and say okay, hey, do I need to re-fact of reformat this. Or re-host it. And one of the things obviously, VMware has done a fantastic job is allowing you to re-host it using their software to find data center, you know, in the hyperscaler's environment. >> We call it just, you know, migrate and then modernize. >> Yeah, exactly. But the modernized can't be missed. I think that's where a lot of times we see clients kind of get in the trap, hey, i'm just going to migrate and then figure it out. You need to start to have a modernization strategy and then, 'cause that's ultimately going to dictate your multi and your hybrid cloud approach, is how those apps evolve and you know the dispositions of those apps to figure out do they get replaced. What data sets need to be adjacent to each other? >> Right, so Ajay, you know we were there when Pat was with Andy and talking about VMware on AWS. And then, you know, Sanjay is showing up at everybody else's conference. He's at Google Cloud talking about VMware on Google Cloud. I'm sure there was a Microsoft show I probably missed you guys were probably there, too. You know, it's kind of interesting, right, from the outside looking in, you guys are not a public cloud, per se, and yet you've come up with this great strategy to give customers the options to adopt VMware in a public cloud and then now we're seeing where even the public cloud providers are saying, "Here, stick this box in your data center". It's like this little piece of our cloud floating around in your data center. So talk about the evolution of the strategy, and kind of what you guys are thinking about 'cause you know you are clearly in a leadership position making a lot of interesting acquisitions. How are you guys see this evolving and how are you placing your bets? >> You know Pat has been always consistent about this and any strategy. Whether it's any cloud or any device. Any workload, if you will, or application. And as we started to think about it, one of the big things we focused on was meeting the customer where he was at in his journey. Depending on the customer, they may simply be trying to figure out working out to get on a data center. All the way, to how to drive an individual transformation effort. And a partner like Accenture, who has the breadth and depth and sometimes the vertical expertise and the insight. That's what customers are looking for. Help me figure out in my journey, first tell me where I'm at, where am I going, and how I make that happen. And what we've done in a clever way in many ways is, we've created the market. We've demonstrated that VMware is the only, consistent infrastructure that you can bet on and leverage the benefits of the private or public cloud. And I often say hybrid's a two-way street now. Which is they are bringing more and more hybrid cloud services on pram. And where is the on pram? It's now the edge. I was talking to the Accenture folks and they were saying the metro edge, right? So you're starting to see the workloads And I think you said almost 40 plus percent of future workloads are now going to be in the central cloud. >> Yeah, and actually there's an interesting stat out there. By 2022, seventy percent of data will be produced and processed outside the cloud. So I mean the edge is about to, as we are on the tipping point of IOT finally taking off beyond smart meters. We're going to see a huge amount of data proliferate out there. So the lines between between public and private have becoming so blurry. You can outpost, you look at, Antheos, Azure Stack for ages. And that's where I think VMware's strategy is coming to fruition. You know they've-- >> Sometimes it's great when you have a point of view and you stick with it against the conventional wisdom. And then all of a sudden everyone is following the herd and you are like, "This is great". >> By the way, Anjay hit on a point about the verticalization. Every one of our clients, different industries have very different paths there. And to the meaning that the customer where they're on their journey. I mean if you talk to a pharmaceutical, you know, GXP compliance, big private cloud, starting to dip their toes into public. You go to Mians and they've been very aggressive public. >> Or in manufacturing with Edge Cloud. >> Exactly. >> So it really varies by industry. >> And that's a very interesting area. Like if you look at all the OT environments of the manufacturing. We start to see a lot of end of life of environments. So what's that next generation of control systems going to run on? >> So that's interesting on the edge because and you've brought up networking a couple times while we've been talking as a potential gate, right, when one of them still in the gates, but we're seeing more and more. We were at a cool event, Churchill Club when they had psy links, micron, and arm talking about shifting more of the compute and store on these edge devices to accommodate, which you said, how much of that stuff can you do at the edge versus putting in? But what I think is interesting is, how are you going to manage that? There is a whole different level of management complexity when now you've got this different level of distributing computing. >> And security. >> And security. Times many, many thousands of these devices all over the place. >> You might have heard recent announcements from VMware around the Carbon Black acquisition. >> Yeah. >> That combined with our workspace one and the pulse IOT, we are now giving you the management framework whether it's for people, for things, or devices. And that consistent security on the client, tied with our network security with NSX all the way to the data center security. We're starting to look at what we call intrinsic security. How do we bake security into the platform and start solving these end to end? And have our partner, Accenture, help design these next generation application architectures, all distributed by design. Where do you put a fence? You could put a fence around your data center but your app is using service now and other SaaS services. So how do you set up an application boundary? And the security model around that? So it's really interesting times. >> You hear a lot about our partnership around software defined data center, around networking. With Villo and NSX. But we've actually been spending a lot of time with the IOT team and really looking and a lot of our vision aligns. Actually looking at they've been working with similar age in technology with Liota where, ultimately the edge computing for IOT is going to have to be containerized. Because you're going to need multiple modalware stacks, supporting different vertical applications. We were actually working with one mind where we started off doing video analytics for predictive maintenance on tires for tractors which are really expensive the shovels, et cetera. We started off pushing the data stream, the video stream, up into Azure but the network became a bottleneck. We couldn't get the modality. So we got a process there. They're now looking into autonomous vehicles which need eight megabits load latency band width sitting at the edge. Those two applications will need to co-exist and while we may have Azure Edge running in a container down doing the video analytics, if Caterpillar chooses Green Grass or Jasper, that's going to have to co-exist. So you're going to see the whole containerization that we are starting to see in the data center, is going to push out there. And the other side, Pulse, the management of the Edge, is going to be very difficult. >> I think the whole new frontier. >> Yeah absolutely. >> That's moving forward and with 5G IntelliCorp. They're trying to provide value added services. So what does that mean from an infrastructure perspective? >> Right, right. >> When do you stay on the 5G radio network versus jumping on a back line? When do you move data versus process on the edge? Those are all business decisions that need to be there into some framework. >> So you guys are going, we can go and go and go. But I want to follow up on your segway on containers. 'Cause containers is such an important part of this story and an enabler to this story. And you guys made and aggressive move with Hep TO. We've had Craig McLuckie on when he was still at Google and Dan, great guys. But it's kind of funny right? 'Cause three years ago, everyone was going to DockerCon right? That was like, we're all about shows. That was the hot show. Now Docker's kind of faded and Kubernetes is really taking off. Why, for people that aren't familiar with Kubernetes, they probably hear it at cocktail parties if they live in the Bay area. Why is containers such an important enabler and what's so special about Kubernetes specifically? >> Do you want to go on the general or? >> Why don't your start off? >> I brought my products stuff for sure. >> If you look at the world its getting much more dynamic. Particularly as you start to get more digitally decoupled applications, you're starting, we've come from a world where a virtual machine might have been up for months or years to all the sudden you have containers that are much more dynamic, allowed to scale quickly, and then they need to be orchestrated. And that's essentially what Kubernetes does, is really start to orchestrate that. And as we get more distributed workloads, you need to coordinate them. You need to be able to scale up as you need for performance etcetera So Kubernetes is an incredible technology that allows you really to optimize the placement of that. So just like the virtual machine changed how we compute, containers now gives us a much more flexible, portable, you can run on any infrastructure at any location. Closer to the data etcetera to do that. >> I think the bold move we made is, we finally, after working with customers and partners like Accenture, we have a very comprehensive strategy. We announced Project Tanzu at our last VM World. And Project Tanzu really focused on three aspects of containers, How do you build applications, which is what Pivotal and the acquisition of Pivotal was driven around. How do we run these on a robust enterprise class run time? And what if you could take every vSphere ESX out there and make it a container platform. Now we have half a million customers. 70 million VM's. All the sudden, that run time we are container enabling with a Project Pacific. So vSphere 7 becomes a common place for running containers and VMs. So that debate of VMs or containers? Done, gone. One place or just spend up containers and resources. And then the more important part is how do I manage this? As you have said. Becoming more of a platform, not just an orchestration technology. But a platform for how do I manage applications. Where I deploy them where it makes more sense. I've decoupled my application needs from the resources and Kubernetes is becoming that platform that allows me to portably. I'm the Java Weblogic guy, right? So this is like distributed Weblogic Java on steroids, running across clouds. So pretty exciting for a middleware guy, this is the next generation middleware. >> And to what you just said, that's the enabling infrastructure that will allow it to roll into future things like edge devices. >> Absolutely. >> You can manage an Edge client. You can literally-- >> the edge, yeah. 'Cause now you've got that connection. >> It's in the fabric that you are going to be able to connect. And networking becomes a key part. >> And one of the key things, and this is going to be the hard part is optimization. So how do we optimize across particularly performance but even cost? >> And security, rewiring security and availability. >> So still I think my all time favorite business book is Clayton Christensen, "Innovator's Dilemma". One of the most important lessons in that book is what are you optimizing for? And by rule, you can't optimize for everything equally. You have to rank order. But what I find really interesting in this conversation and where we're going and the complexity of the size of the data, the complexity of what am I optimizing for now just begs for plight AI. This is not a people problem to solve. This is AI moving fast. >> Smart infrastructure going to adapt. >> Right, so as you look at that opportunity to now apply AI over the top of this thing, opens up tremendous opportunity. >> Absolutely, I mean standardized infrastructure allows you, sorry, allows you to get more metrics. It allows you to build models to optimize infrastructure over time. >> And humans just can't get their head around it. I mean because you do have to optimize across multiple dimensions as performance, as cost. But then that performance is compute, it's the network. In fact the network's always going to be the bottleneck. So you look at it, even with 5G which is an order magnitude more band width, the network will still lag. You go back to Moore's Law, right? It's a, even though it's extended to 24 months, price performance doubles, so the amount of data potentially can exponentially grow our networks don't keep pace. So that optimization is constantly going to have to be tuned as we get even with increases in network we're going to have to keep balancing that. >> Right, but it's also the business optimization beyond the infrastructure optimization. For instance, if you are running a big power generation field of a bunch of turbines, right, you may want to optimize for maintenance 'cause things are running in some steady state but maybe there's an oil crisis or this or that, suddenly the price rises and you are like, forget the maintenance right now, we've got a revenue opportunity that we want to tweak. >> You just talked about which is in a dynamic industry. How do I real time change the behavior? And more and more policy driven, where the infrastructure is smart enough to react, based on the policy change you made. That's the world we want to get to and we are far away from that right now. >> I mean ultimately I think the Kubernetes controller gets an AI overlay and then operators of the future are tuning the AI engines that optimize it. >> Right, right. And then we run into the whole thing which we talked about many times in this building with Dr. Rumman Chowdhury from Accenture. Then you got the whole ethics overlay on top of the business and the optimization and everything else. That's a whole different conversation for another day. So, before we wrap I just want to give you kind of last thoughts. As you know customers are in all different stages of their journey. Hopefully, most of them are at least off the first square I would imagine on the monopoly board. What does, you know, kind of just top level things that you would tell people that they really need just to keep always at the top as they're starting to make these considerations? Starting to make these investments? Starting to move workloads around that they should always have at the top of their mind? >> For me it's very simple. It's really about focus on the business outcome. Leverage the best resource for the right need. And design architectures that are flexible that give you choice, you're not locked in. And look for strategic partners, whether it's technology partners or services partners that allow you to guide. Because if complexity is too high, the number of choices are too high, you need someone who has the breadth and depth to give you that platform which you can operate on. So we want to be the ubiquitous platform from a software perspective. Accenture wants to be that single partner who can help them guide on the journey. So, I think that would be my ask is start thinking about who are your strategic partners? What is your architecture and the choices you're making that give you the flexibility to evolve. Because this is a dynamic market. Once you make decisions today, may not be the ones you need in six months even. >> And that dynanicism is accelerating. If you look at it, I mean, we've all seen change in the industry, of decades in the industry. But the rate of change now, the pace, things are moving so quickly. >> And we need to respond to competitive or business oriented industry. Or any regulations. You have to be prepared for that. >> Well gentleman, thanks for taking a few minutes and great conversation. Clearly you're in a very good space 'cause it's not getting any less complicated any time soon. >> Well, thank you again. And thank you. >> All right, thanks. >> Thanks. >> Larry and Ajay, I'm Jeff, you're watching theCUBE. We are top of San Francisco in the Sales Force Tower at the Accenture Innovation Hub. Thanks for watching. We'll see you next time.

>> from atop the Salesforce Tower in downtown San Francisco. It's the Q covering Accenture Innovation Date brought to you by ex center >> Hey, welcome back Your body jefe Rick here from the Cube were high atop San Francisco in the essential innovation hub. It's in the middle of the Salesforce Tower. It's a beautiful facility. They think you had it. The grand opening about six months ago. We're here for the grand opening. Very cool space. I got maker studios. They've got all kinds of crazy stuff going on. But we're here today to talk about Cloud in this continuing evolution about cloud in the enterprise and hybrid cloud and multi cloud in Public Cloud and Private Cloud. And we're really excited to have a couple of guys who really helping customers make this journey, cause it's really tough to do by yourself. CEOs are super busy. They worry about security and all kinds of other things. So centers, often a trusted partner. We got two of the leaders from center joining us today's Prasad Sankaran. He's the senior managing director of Intelligent Cloud infrastructure for Center Welcome and Larry Soccer, the global managing director. Intelligent cloud infrastructure offering from central gentlemen. Welcome. I love it. It intelligent cloud. What is an intelligent cloud all about? Got it in your title. It must mean something pretty significant. >> Yeah, I think First of all, thank you for having us, but you're absolutely Everything's around becoming more intelligent around using more automation. And the work that, you know we delivered to our clients and cloud, as you know, is the platform to which all of our clients are moving. So it's all about bringing the intelligence not only into infrastructure, but also into cloud generally. And it's all driven by software, >> right? It's just funny to think where we are in this journey. We talked a little bit before we turn the cameras on and there you made an interesting comment when I said, You know, when did this cloud for the Enterprise start? And you took it back to sass based applications, which, >> you know, you were sitting in the sales force builder. >> That's true. It isn't just the tallest building in here, and everyone all right, everyone's >> had a lot of focus on AWS is rise, etcetera. But the real start was really getting into sass. I mean, I remember We used to do a lot of Siebel deployments for CR M, and we started to pivot to sales, for some were moving from remedy into service. Now I mean, we went through on premise collaboration, email todo 360 5 So So we've actually been at it for quite a while in the particularly the SAS world. And it's only more recently that we started to see that kind of push to the, you know, the public pass, and it's starting to cloud native development. But But this journey started, you know, it was that 78 years ago that we really start to see some scale around it >> and tell me if you agree. I think really, what? The sales forces of the world and the service now is of the world off. 3 65 kind of broke down some of those initial barriers which were all really about security and security. Security secure. It's always too here where now security is actually probably an attribute >> and loud can brink Absolutely. In fact, I'm in those barriers took years to bring down. I still saw clients where they were forcing salesforce tor service. Now to put you know instances on Prime, and I think I think they finally woke up toe. You know, these guys invested ton in their security organizations. You know, there's a little of that needle in the haystack. You know, if you breach a data set, you know what you're getting after. But when you happen to sail sports, it's a lot harder. And so you know. So I think that security problems, I've certainly got away. We still have some compliance, regulatory things, data sovereignty. But I think security and not not that it's all by any means that you know, it's always giving an ongoing problem. But I think they're getting more comfortable with their data being up in the public domain, right? Not public. >> I think it also help them with their progress towards getting cloud native. So, you know, you pick certain applications which were obviously hosted by sales force and other companies, and you did some level of custom development around it. And now I think that's paved the way for more complex applications and different workloads now going into, you know, the public cloud and the private cloud. But that's the next part of the journey, >> right? So Let's back up 1/2 a step cause then, as you said, a bunch of stuff then went into Public Cloud, right? Everyone's putting in AWS and Google. Um, IBM has got a public how there was a lot more. They're not quite so many as there used to be. Um, but then we ran into a whole new home, Those of issues, right, Which is kind of opened up this hybrid cloud. This multi cloud world, which is you just can't put everything into a public clouds there certain attributes that you need to think about and yet from the application point of view, before you decide where you deploy that. So I'm just curious. If you can share now, would you guys do with clients? How should they think about applications? How, after they think about what to deploy where I >> think I'll start in the, You know, Larry has a lot of expertise in this area. I think you know, we have to obviously start from an application centric perspectives. You got to take a look at you know where your applications have to live water. What are some of the data implications on the applications or do you have by way of regulatory and compliance issues? Or do you have to do as faras performance because certain applications have to be in a high performance environment? Certain other applications don't think a lot of these factors will then drive where these applications need to recite. And then what we're seeing in today's world is really accomplish. Complex, um, situation where you have a lot of legacy, but you also have private as well as public cloud. So you approach it from an application perspective. >> Yeah. I mean, if you really take a look at Army, you look at it centers clients, and we were totally focused on up into the market Global 2000 savory. You know, clients typically have application portfolios ranging from 520,000 applications. And really, I mean, if you think about the purpose of cloud or even infrastructure for that, they're there to serve the applications. No one cares if your cloud infrastructure is not performing the absolute. So we start off with an application monetization approach and ultimately looking, you know, you know, with our tech advisory guys coming in, there are intelligent engineering service is to do the cloud native and at mod work our platforms. Guys, who do you know everything from sales forward through ASAP. They should drive a strategy on how those applications going to evolve with its 520,000 and determined hey, and usually using some like the six orders methodology. And I'm I am I going to retire this Am I going to retain it? And I'm gonna replace it with sass. Am I gonna re factor in format? And it's ultimately that strategy that's really gonna dictate a multi in and, you know, hybrid cloud story. So it's based on the applications data, gravity issues where they gonna reside on their requirements around regulatory, the requirements for performance, et cetera. That will then dictate the cloud strategies. I'm you know, not a big fan of going in there and just doing a multi hybrid cloud strategy without a really good up front application portfolio approach, right? How we're gonna modernize that >> it hadn't had a you segment. That's a lot of applications. And you know, how do you know the old thing? How do you know that one by that time, how do you help them pray or size? Where they should be focusing on. Yes, >> it. Typically, what we do is work with our clients to do a full application portfolio analysis, and then we're able to then segment the applications based on, you know, important to the business and some of the factors that both of us mentioned. And once we have that, then we come up with an approach where certain sets of applications have moved to sass certain other applications you moved past. So you know, you're basically doing the re factoring and the modernization, and then certain others, you know, you can just, you know, lift and shift. So it's really a combination off both modernization as well as migration. It's a combination off that, but to do that, you have initially look at the entire set of applications and come up with that approach. >> I'm just curious where within that application assessment, where is cost savings? Where is, uh, this is just old and where is opportunities to innovate faster? Because we know a lot of lot of talk really. Days has cost savings, but what the real advantages is execution speed if you can get it. >> If >> you could go back three or four years and we had there was a lot of CEO discussions around cost savings. I'm not really have seen our clients shift. It costs never goes away, obviously right. But there's a lot greater emphasis now on business agility. You know, howto innovate faster, get, get new capabilities, market faster to change my customer experience. So it's really I t is really trying to step up and, you know, enabled the business toe to compete in the marketplace. So we're seeing a huge shift in emphasis or focus at least starting with, you know, how do I get better business agility outta leverage to cloud and cloud native development to get there upper service levels? Actually, we started seeing increase on Hey, you know, these applications need to work. It's actress, So obviously cost still remains a factor, but we seem much more, you know, much more emphasis on agility, you know, enabling the business on giving the right service levels of right experience to the user. Little customers. Big pivot there, >> Okay. And let's get the definitions out because you know a lot of lot of conversation about public clouds. Easy private clouds, easy but hybrid cloud and multi cloud and confusion about what those are. How do you guys define them? How do you help your customers think about the definition? Yes, >> I think it's a really good point. So what we're starting to see is there were a lot of different definitions out there. But I think as I talk to my clients and our partners, I think we're all starting to come toe. You know, the same kind of definition on multi cloud. It's really about using more than one cloud. But hybrid, I think, is a very important concept because hybrid is really all about the placement off the workload or where your application is going to run on. And then again, it goes to all of these points that we talked about data, gravity and performance and other things. Other factors. But it's really all about where do you place the specific workload >> if you look at that, so if you think about public, I mean obviously gives us the innovation of the public providers. You look at how fast Amazon comes out with new versions of Lambda etcetera, so that's the innovations. There obviously agility. You could spend up environments very quickly which is, you know, one of the big benefits of it. The consumption economic models. So that is the number of drivers that are pushing in the direction of public. You know, on the private side, they're still it's quite a few benefits that don't get talked about as much. Um, so you know, if you look at it performance, you know, if you think the public world, you know, although they're scaling up larger T shirts, et cetera, they're still trying to do that for a large array of applications on the private side, you can really Taylor somethingto very high performance characteristics. Whether it's you know, 30 to 64 terabyte Hana, you can get a much more focused precision environment for business critical workloads like that article, article rack. You know, the Duke clusters everything about fraud analysis. So that's a big part of it. Related to that is the data gravity that Prasad just mentioned. You know, if I've got a 64 terrified Hana database, you know, sitting in my private cloud, it may not be that convenient to go and put get that data shared up in red shift or in Google's tensorflow. So So there's some data gravity out. Networks just aren't there. The Laden sea of moving that stuff around is a big issue. And then a lot of people of investments in their data centers. I mean, the other piece, that's interesting. His legacy, you know, You know, as we start to look at the world a lot, there's a ton of Could still living in, You know, whether it's you, Nick system, that IBM mainframes. There's a lot of business value there, and sometimes the business cases aren't aren't necessarily there toe to replace them. Right. And in world of digital, the decoupling where I can start to use micro service is we're seeing a lot of trends. We worked with one hotel to take the reservation system. You know, Rapid and Micro Service is, um, we then didn't you know, open shift couch base, front end. And now when you go against, you know, when you go and browsing properties, you're looking at rates you actually going into distributed database cash on, you know, in using the latest cloud native technologies that could be dropped every two weeks or every three or four days for my mobile application and It's only when it goes, you know, when the transaction goes back, to reserve the room that it goes back there. So we're seeing a lot of power with digital decoupling, but we still need to take advantage of, you know, we've got these legacy applications. So So the data centers air really were trying to evolve them. And really, just, you know, how do we learn everything from the world of public and struck to bring those saints similar type efficiencies to the to the world of private? And really, what we're saying is this emerging approach where I can start to take advantage of the innovation cycles that land is that you know, the red shifts the azure functions of the public world. But then maybe keep some of my more business critical regulated workloads. You know, that's the other side of the private side, right? I've got G X p compliance. If I've got hip data that I need to worry about GDP are you know, the whole set of regular two requirements Over time, we do anticipate the public guys will get much better and more compliant. In fact, they made great headway already, but they're Still not a number of clients are still, you know, not 100% comfortable from rail client's perspective. >> Gotta meet Teresa Carlson. She'll change him. Who runs that AWS Public Sector is doing amazing things, obviously with big government contracts. But but you raise real inching point later. You almost described what I would say is really a hybrid application in this thing. This hotel example that you use because it's is, you know, kind of break in the application and leveraging micro service is to do things around the core that allowed to take advantage of some this agility and hyper fast development, yet still maintain that core stuff that either doesn't need to move Works fine. Be too expensive. Drea Factor. It's a real different weight. Even think about workloads and applications into breaking those things into bits. >> And we see that pattern all over the place. I'm gonna give you the hotel Example Where but finance, you know, look at financial service. Is retail banking so open banking a lot. All those rito applications are on the mainframe. I'm insurance claims and and you look at it, the business value, replicating a lot of like the regulatory stuff, the locality stuff. It doesn't make sense to write it. There's no rule inherent business values of I can wrap it, expose it and you know the micro service's architecture now. D'oh cloud native front end. That's gonna give me a 360 view a customer, Change the customer experience. You know, I've got a much you know, I can still get that agility. The the innovation cycles by public. Bye bye. Wrapping my legacy environment >> in person, you rated jump in and I'll give you something to react to, Which is which is the single glass right now? How do I How did I manage all this stuff now? Not only do I have distributed infrastructure now, I've got distributed applications and the thing that you just described and everyone wants to be that single pane of glass Everybody wants to be the app that's upon everybody. Screen. How are you seeing people deal with the management complexity of these kind of distributed infrastructures? If you will Yeah, >> I think that that's that's an area that's, ah, actually very topical these days because, you know, you're starting to see more and more workers. Goto private cloud and so you've got a hybrid infrastructure you're starting to see move movement from just using the EMS to, you know, the cantinas and Cuban Edie's. And, you know, we talked about Serval s and so on. So all of our clients are looking for a way, and you have different types of users as well. Yeah, developers. You have data scientists. You have, you know, operators and so on. So they're all looking for that control plane that allows them access and a view toe everything that is out there that is being used in the enterprise. And that's where I think you know, a company like Accenture were able to use the best of breed toe provide that visibility to our clients. >> Yeah. I mean, you hit the nail on the head. It's becoming, you know, with all the promise of cloud and all the power. And these new architectures is becoming much more dynamic, ephemeral, with containers and kubernetes with service computing that that one application for the hotel, they're actually started, and they've got some actually, now running a native us of their containers and looking at serverless. So you gonna even a single application can span that and one of things we've seen is is first. You know, a lot of our clients used to look at, you know, application management, you know, different from their their infrastructure. And the lines are now getting very blurry. You need to have very tight alignment. You take that single application. You know, if any my public side goes down or my mid tier with my you know, you know, open shipped on VM where it goes down on my back and mainframe goes down. Or the networks that connected to go down the devices that talked it. It's a very well, despite the power, very complex environment. So what we've been doing is first we've been looking at, you know, how do we get better synergy across what we you know, application service is teams that do the application manager an optimization cloud infrastructure, you know, how do we get better alignment that are embedded security, You know, how do you know what are managed to Security Service's and bringing those together? And then what we did was we looked at, you know, we got very aggressive of cloud for a strategy and, you know, how do we manage the world of public. But when looking at the public providers of hyper scale er's and how they hit incredible degrees of automation, we really looked at, said and said, Hey, look, you gotta operate differently in this new world. What can we learn from how the public guys they're doing that? We came up with this concept We call it running different. You know, how do you operate differently in this new multi speed? You know, you know, hot, very hybrid world across public, private demon, legacy environment and started looking say OK, what is it that they do? You know, first they standardize, and that's one of the big challenges you know, going to almost all of our clients in this a sprawl. And you know, whether it's application sprawl, its infrastructure, sprawl and >> my business is so unique. The Larry no business out there has the same process that we have. So we started make you know how to be >> standardized like center hybrid cloud solution apart with HP. Envy em where we, you know, how do we that was an example. So we can get thio because you can't automate unless you standardise. So that was the first thing you know, standardizing service catalog. Standardizing that, um, you know, the next thing is the operating model. They obviously operate differently. So we've been putting a lot of time and energy and what I call a cloud and agile operating model. And also a big part of that is truly you hear a lot about Dev ops right now, but truly putting the security and and operations into Deb set cops of bringing, you know, the development in the operations much tied together. So spending a lot of time looking at that and transforming operations re skilling the people you know, the operators of the future aren't eyes on glass there. Developers, they're writing the data ingestion, the analytic algorithms, you know, to do predictive operations. They're writing the automation script to take work, you know, test work out. Right. And over time, they'll be tuned in the air. Aye, aye. Engines to really optimize the environment and then finally has presided. Looted thio. Is that the platforms that control planes? That doing that? So, you know, we What we've been doing is we've had a significant investments in the eccentric cloud platform, our infrastructure automation platforms and then the application teams with it with our my wizard framework, and we've been starting to bring that together. You know, it's an integrated control plane that can plug into our clients environments to really manage seamlessly, you know, and provide, you know, automation Analytics. Aye, aye. Across APS, cloud infrastructure and even security. Right. And that, you know, that really is a iob is right. I mean, that's delivering on, you know, as the industry starts toe define and really coalesce around, eh? I ops, that's what we use. >> So just so I'm clear that so it's really your layer your software layer kind of management layer that that integrates all these different systems and provides kind of a unified view. Control, I reporting et cetera. Right >> Exactly. Then can plug in and integrate, you know, third party tools. I had to do some strategic function. >> I'm just I'm just >> curious is one of the themes that we here out in the press right now is this is this kind of pull back of public cloud app. Some of them are coming back. Or maybe it was, you know, kind of a rush. Maybe a little bit too aggressively. What are some of the reasons why people are pulling stuff back out of public clouds, that just with the wrong it was just the wrong application? The costs were not what we anticipated to be. We find it, you know, what are some of the reasons that you see after coming back in house? Yeah, >> I think it's >> a variety of factors. I mean, it's certainly cost, I think is one. So as there are multiple private options and you know, we don't talk about this, but the hyper skills themselves are coming out with their own different private options, like Aunt Ours and out pulls and other stack and on. And Ali Baba has obsessed I and so on. So you see a proliferation of that and you see many more options around private cloud. So I think the cost is certainly a factor. The second is I think data gravity is, I think, a very important point because as you're starting to see how different applications have to work together, then that becomes a very important point. The third is just about compliance, and, you know, the regulatory environment. As we look across the globe, you know, even outside the U. S. We look at Europe and other parts of Asia as clients and moving more to the cloud. You know, that becomes an important factor. So as you start to balance these things, I think you have to take a very application centric view. You see some of those some some maps moving back, and and I think that's the part of the hybrid world is that you know, you can have a nap running on the private cloud and then tomorrow you can move this. Since it's been containerized to run on public and it's, you know, it's all managed that look >> e. I mean, cost is a big factor if you actually look at it. Most of our clients, you know, they typically you were big cap ex businesses, and all of a sudden they're using this consumption consumption model. And they weren't really They didn't have a function to go and look at the thousands or millions of lines of it, right? You know, as your statement, exactly think they misjudged, you know, some of the scale on B e e. I mean, that's one of the reasons we started. It's got to be an application lead modernization that really that will dictate that. And I think in many cases, people didn't may not have thought through which application. What data? There The data, gravity data. Gravity's a conversation I'm having just by with every client right now. You know, I've got a 64 terabyte hana, and that's the core. My crown jewels. That data, you know, how do I get that to tensorflow? How'd I get that >> right? But if Andy was >> here, though, Andy would say, we'll send down the snow. The snow came from which virgin snow plows Snowball snowball. Well, they're snowballs. But we've seen the >> hold of a truck killer >> that comes out and he'd say, Take that and stick it in the cloud. Because if you've got that data in a single source right now, you can apply multitude of applications across that thing. So they you know they're pushing. Get that date end in this single source course than to move it, change it, you know you run it. All these micro lines of billing statement take >> the hotel. I mean, their data stolen the mainframe. So if they may want need to expose it? Yeah, they have a database cash, and they move it out. You know, the particulars of data sets get larger, it becomes, you know, the data. Gravity becomes a big issue. Because no matter how much you know, while Moore's law might be might have elongated from 18 to 24 months, the network will always be the bottle, Mac. So ultimately, we're seeing, you know, a CZ. We proliferate more and more data, all data sets get bigger and better than network becomes more of a bottleneck. Conned. That's a lot of times you gotta look at your applications. They have. I've got some legacy database I need to get. Thio. I need this to be approximately somewhere where I don't have, you know, high bandwith o r. Right Or, you know, highlight and see type or so egress costs a pretty big deals. My date is up in the cloud, and I'm gonna get charged for pulling it off. You know that That's been a big issue. >> You know, it's funny, I think, and I think a lot of the issue, obviously complexity building. It's a totally different building model, but I think to a lot of people will put stuff in a public cloud and then operated as if they bought it. And they're running in the data center in this kind of this. Turn it on, turn it off when you need it. Everyone turns. Everyone loves to talk about the example turning it on when you need it. But nobody ever talks about turning it off when you don't. But but the kind of clothes on our conversation I won't talk about a I and applied a I. CoSine is a lot of talk in the market place, but a time machine learning. But as you guys know pride better than anybody, it's the application of a I and specific applications, which really on unlocks the value. And as we're sitting here talking about this complexity, I can't help but think that, you know, applied a I in a management layer like your run differently, set up to actually know when to turn things on, when to turn things off when you moved in but not moved, it's gonna have to be machines running that right cause the data sets and the complexity of these systems is going to be just overwhelming. Yeah, yeah, >> absolutely completely agree with you in fact. Ah, essential. We actually referred to the Seoul area as Applied intelligence. Ah, and that's our guy, right? And, uh, it is absolutely to add more and more automation Move everything Maur toe where it's being run by the machine rather than, you know, having people really working on these things >> yet, e I mean, if you think you hit the nail on the head, we're gonna a eyes e. I mean, given how things getting complex, more ephemeral, you think about kubernetes et cetera. We're gonna have to leverage a humans or not to be able to get, you know, manage this. The environment is important, right? What's interesting way we've used quite effectively for quite some time. But it's good at some stuff, not good at others. So we find it's very good at, like, ticket triage, like ticket triage, chicken routing, et cetera. You know, any time we take over account, we tune our AI ai engines. We have ticket advisers, etcetera. That's what probably got the most, you know, most bang for the buck. We tried in the network space. Less success to start even with, you know, commercial products that were out there. I think where a I ultimately bails us out of this is if you look at the problem. You know, a lot of times we talked about optimizing around cost, but then performance. I mean, and it's they they're somewhat, you know, you gotta weigh him off each other. So you've got a very multi dimensional problem on howto I optimize my workloads, particularly. I gotta kubernetes cluster and something on Amazon, you know, sums running on my private cloud, etcetera. So we're gonna get some very complex environment. And the only way you're gonna be ableto optimize across multi dimensions that cost performance service levels, you know, and then multiple options don't do it public private, You know, what's my network costs etcetera. Isn't a I engine tuning that ai ai engines? So ultimately, I mean, you heard me earlier on the operators. I think you know, they write the analytic albums, they do the automation scripts, but they're the ultimate ones who then tune the aye aye engines that will manage our environment, right. And I think it kubernetes will be interesting because it becomes a link to the control plane optimize workload placement between >> when the best thing to you. Then you have dynamic optimization can. You might be up to my tanks at us right now, but you might be optimizing for output the next day. So exists really a you know, kind of Ah, never ending >> when you got you got to see them >> together with it. And multi dimension optimization is very difficult. So I mean, you know, humans can't get their head around. Machines can, but they need to be trained. >> Well, Prasad, Larry, Lots of great opportunities for for centuries bring that expertise to the table. So thanks for taking a few minutes to walk through some of these things. Our pleasure. Thank you. Raise Prasad is Larry. I'm Jeff. You're watching the Cube. We are high above San Francisco in the Salesforce Tower. Theis Center. Innovation have in San Francisco. Thanks for watching. We'll see you next time

(upbeat music) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We are high atop San Franciscso, in the Salesforce Tower in the brand new Accenture, the Innovation Hub. It opened up, I don't know, six months ago or so. We were here for the opening. It's a really spectacular space with a really cool Cinderella stair, so if you come, make sure you check that out. We're talking about cloud and the evolution of cloud, and hybrid cloud, and clearly, two players that are right in the middle of this, helping customers get through this journey, and do these migrations are Accenture and HPE. So we're excited to have our next guest, Melissa Besse. She is the Managing Director, Intelligent Cloud and Infrastructure Strategic Partnerships, at Accenture. Melissa, welcome. >> Thanks Jeff. >> And joining us from HP is David Stone. He is the VP of Ecosystem Sales. David great to see you. >> Great, thanks for having me. >> So, let's just jump into it. The cloud discussion has taken over for the last 10 years, but it's really continuing to evolve. It was kind of this new entrance, with AWS coming on the scene, one of the great lines that Jeff Bezos talks about, is they had no competition for seven years. Nobody recognized that the bookseller, out on the left hand edge, was coming in to take their infrastructure business. But as things have moved to public cloud, now there's hybrid cloud, now all applications, or work loads, are right for public clouds, so now, all the Enterprises are trying to figure this out, they want to make their moves but it's complicated. So, first of all, let's talk about some of the vocabulary, hybrid cloud versus Multi-Cloud. What do those terms mean to you and your customers? Let's start with you, Melissa. >> Sure. So when you think of Multi-Cloud, right, we're seeing a big convergence of, I would say, a Multi-Cloud operating model, that really has to integrate across all the clouds. So, you have your public cloud providers, you have your SaaS, like Salesforce, work day, you have your PAS, right. And so when you think of Multi-Cloud, any customer is going to have a plethora, of all of these types of clouds. And really being able to manage across those, becomes critical. When you think of Hybrid-Cloud, Hybrid-Cloud is really thinking about the placement of Ous. We usually look at it from a data perspective, right. Are you going to in the public, or in the private space? And you kind of look at it from that perspective. And it really enables that data movement across both, of those clouds. >> So what do you see, David, in your customers? >> I see a lot of the customers, that we see today, are confused, right? The people who have gone to the Public Cloud, had scratched their heads and said, "Geez, what do I do?", "It's not as cheap as I thought it was going to be." So, the ones who are early adopters, are confused. The ones who haven't moved, yet, are really scratching their head as well, right. Because if you don't the right strategy, you'll end up getting boxed in. You'll pay a ton of money to get your data in, and you'll pay a ton of money to get your data out. And so, all of our customers, you know, want the right hybrid strategy. And, I think that's where the market, and I know Accenture and HPE, clearly see the market really becoming a hybrid world. >> It's interesting, you said it's based on the data, and you just talked about moving data in and out. Where we more often here it talked about workload, this kind of horses for courses, you know. It's a workload specific, should be deployed in this particular, kind of infrastructure configuration. But you both mention data, and there's a lot of conversation, kind of pre-cloud, about data gravity and how expensive it is to move the data, and the age old thing, do you move the compute to the data, or move the data to the compute? There's a lot of advantages, if you have that data in the cloud, but you're highlighting a couple of the real negatives, in terms of potential cost implications, and we didn't even get into regulations, and some of the other things that drive workloads to stay, in the data center. So, how should people start thinking about these variables, when they're trying to figure out what to do next? >> Accenture's position definitely, like when we started off on our Hybrid Cloud journey, was to capture the workload, right. And, once you have that workload, you could really balance the public benefits of speed, innovation, and consumption, with the private benefits of, actual regulation, data gravity, and performance, right. And so, our whole approach and big bet, has been to- Basically, we had really good leading public capabilities, cause we got into the market early. But we knew our customers were not going to be able to, migrate their entire estate over to public. And so in doing that, we said okay, if we create a hybrid capability, that is highly automated, that is consumed like public, and that is standard, we'd be able to offer our customers a way to pick really, the right workload, in the right place, at the right price. And that was really what our whole goal was. >> Go ahead. >> Yeah, and so just to add on to what Melissa said, I think we also think about, at least, you know, keeping the data in a place that you want, but then being cloud adjacent, so getting in the right data centers, and we often use a cloud saying, to bring the cloud to the data. So, if you have the right hybrid strategy, you put the data where it makes the most sense. Where you want to maintain the security and privacy, but then have access to the APIs, and whatever else you might need to get the full advantages, of the public cloud. >> Yeah, and we here a lot of the data center providers like, Equinix and stuff, talking about features, like direct connect and, you know, to have this proximity between the public cloud, and the stuff that's in your private cloud, so that you do have, you know, low latency, and you can, when you do have to move things, or you do need to access that data, it's not so far away. I'm curious about the impact of companies like, Salesforce in the Salesforce tower, here in San Francisco, at the center offices, and office 365, and Work Day, on how can the adoption of the SaaS applications, have changed the conversation about cloud, and what's important and not important, it used to be security, I don't trust anything outside my data center, and know I might argue that public clouds are more secure, in some ways that private cloud, you don't have disgruntled employees per se, running around the data centers unplugging things. So, how it the adoption of things like Office 365, clearly Microsoft's leveraged that in a big way, to grow their own cloud presence, change the conversation about what's good about cloud, what's not good about cloud, why should we move in this direction. David, you have a thought? >> No, look, I think it's a great question, and I think if you think about the, as Melissa said, the used cases, right. And, how Microsoft has successfully pivoted, their business to it as a service model, right. And so what I think it's done, it's opened up innovation, and a lot of the Salesforces of the world, have adapted their business models. And that's truly to your point, a SaaS based offer, and so when you can do a Work Day, or Salesforce.com implementation, sure, it's been built, it's tested and everything else. I think what then becomes the bigger question, and the bigger challenge is, most companies are sitting on a thousand applications, that have been built over time. And what do you do with those, right? And so, in many cases you need to be connected, to those SaaS space providers, but you need the right hybrid strategy, again, to be able to figure out, how to connect those SaaS space services, to whatever you're going to do, with those thousand workloads. And those thousand workloads, running on different things, you need the right strategy, to figure out where to put the actual workloads. And, as people are trying to go, I know one of the questions that comes up is, do you migrate? Or do you modernize? >> David: And so, as people put that strategy together, I think how you tie to those SaaS space services, clearly ties into your hybrid strategy. >> I would agree, and so, as David mentioned, right. That's where the cloud adjacency, you're seeing a lot of blur, between public and private, I mean, Google's providing Bare-metal as a service. So it is actually dedicated, hybrid cloud capabilities, right. So you're seeing a lot of everyone, and as David talked about, all of the surrounding applications around your SAP, around your oracle. When we created our Exensor Hyper Cloud, we were going after the Enterprise workload. But there's a lot of legacy and other ones, that need that data, and or, the Salesforce data. Whatever the data is, right. And really be able to utilize it when they need to, in a real low latency. >> So, I was wondering I we could unpack, the Accenture Hybrid Cloud. >> Melissa: Sure. >> What is that? Is that your guys own cloud? Is this, you know, kind of the solution set? I've heard that mentioned a couple times. So what is the Accenture Hybrid Cloud? >> So Accenture Hybrid Cloud, was a big bet that we made, as we saw the convergence of MultiCloud. We really said, we know, everything is not going to go public. And in some cases, it's all coming back. And so, customers really needed a way, to look at all of their workloads, right. Because part of the issue with, the getting the cost and benefits out of public is, the workload goes but you really aren't able, to get out of the data center. We term it the "Wild Animal Park", because there's a lot of applications that, right, are you going to modernize, are you going to let them to end of life. So there's a lot of things you have to consider, to truly exit the data center strategy. And so, Accenture Hybrid Cloud is actually, a big bet we made, it is a highly automated, standard private cloud capability, that really augments all of the leading capability, we had in the cloud area. It is, it's differentiated, we made a big bet with HPE, it's differentiated on it's hardware. One of the reasons, when we were going after the Enterprise, was they need large compute, and large storage requirements. And what we're able to do is, when we created this, use some of our automation differentiation. We have actually a client, that we had in the existing I-O-N environment, and we were actually able to achieve, some significant benefits, just from the automation. We got 50 percent in the provisioning of applications. We got 40 percent in the provisioning of the V.M. And we were able to take a lot of what I'll call, the manual tasks, and down to, it was like 62 percent reduction in the effort. As well as, 33 percent savings overall, in getting things production ready. So, this capability is highly automated. It will actually repeat the provisioning, at the application level, because we're going after the Enterprise workloads. And it will create these, it's an ASA that came from government, so it's highly secured, and it really was able to preserve, I think what our customer needed. And being able to span that public/private, capability they need out there in the hybrid world. >> Yeah, I was going to say, I don't know that there's enough talk, about the complexity of the management in these worlds. Nobody ever wants to talk about writing, the CIS Admin piece of the software, right? It's all about the core functionality. Let's shift gears a little bit and talk about HPC, a lot of conversation about high performance computing, a lot going on with A.I. and machine learning now. Which, you know, most of those benefits are going to be, realized in a specific application, right? It's machine learning or artificial intelligence, applied to a specific application. So, again, you guys make big iron, and have been making big iron for a long time, what is this kind of hybrid cloud open up, in terms of, for HPE to have the big heavy metal, and still have kind of the agility and flexibility, of a cloud type of infrastructure. >> Yeah, no, I think it's a great question. I think if you think about HPE's strategy has been, in this area of high performance compute. That we bought the company S.G.I. And as you have seen the announcements, we're hopefully going to close on the Cray acquisition as well. And so we in the world of the data continuing to expand, and at huge volumes. The need to have incredible horsepower to drive that, that's associated with it, now all of this really requires, where's your data being created, and where's it actually being consumed? And so, you need to have the right edge, to cloud strategy in everything. And so, in many cases, you need enough compute at the edge, to be able to compute and do stuff in real time. But in many cases you need to feed all that data, back into another cloud or some sort of mother. HPE, you know, type of high performance compute environment, that can actually run the more, advanced A.I. machine learning type of applications, to really get the insights and tune the algorithms. And then, push some of those APIs and applications, back to the edge. So, it's an area of huge investment, it's an area where because of the latency, you know, things like the autonomous driving, and things like that. You can't put all that stuff into the public cloud. But you need the public cloud, or you need cloud type capability, if you will, to be able to compute and make the right decisions, at the right time. So, it's about having the right compute technology, at the right place, at the right time, at the right cost, and the right perform. >> A lot of rights, good opportunity for Accenture. So, I mean it's funny as we talk about hybrid cloud, and that kind of new, verbs around cloud-like things. Is where we're going to see the same thing, kind of the edge versus the data center comparison, in terms of where the data is, where the processing is, because it's going to be this really dynamic situation, and how much can you push out of the edge, cause, you know, there's no air conditioning a lot of times, and the power might not be that great, and maybe connectivity is a little bit limited. So, you know, Edge offers a whole bunch of, different challenges that you can control for, in a data center but it is going to be this crazy, kind of hybrid world there too, in terms of where the allocation of those resources are. You guys get into the deeper end of that model, Melissa? >> Yeah, so we're definitely working with HPE, to create some of, I'll call it our edge managed services, again, going back to what we were saying about the data, right, we saw the centralization of data with the cloud, with the initial entrance into the cloud, now we're seeing the decentralization of that data, back out to the Edge. With that, right, in these hybrid cloud models, you're really going to need- They require a lot of high performance compute, especially for certain industries, right? If you take a look at gas, oil, and exploration, if you look at media processing, right, all of these need to be able to do that. One of the things, and depending on where it's located, if it's on the Edge, how you're going to feedback the data as we talked about. And so, we're looking at, how do you take this foundation, right, this, I'll call it Exensor Hybrid architecture, right. Take that, and play that intermediate role. I'm going to call it intermediary, right, because you really need a really good, you know, global data map, you need a good supply chain, right. Really to make sure that the data, no matter where it's coming from, is going to be available for that application, at the right time. With, right, the ability to do it at speed. And so, all of these things are factors, as you look at our whole Exensor Hybrid Cloud strategy, right. And being able to manage that, Edge to core and then back up to Cloud, etcetera. >> Right, now I wonder if you could share some stories, cause the value proposition around Cloud, is significantly shifted for those who are paying attention, right. But it's not about cost, it's not about cost savings, I mean there's a lot of that in there and that's good, but really the opportunity is about speed. Speed and innovation. And enabling more innovation across your Enterprise, with more people having more access to more data, to build more apps, and really, to react. Are people getting that? Or, are they still, the customer still kind of encumbered, by this kind of transition phase, they're still trying to sort it out, or do they get it? That really this opportunity is about speed, speed, speed. >> No, go ahead. I mean we use a phrase first off, it's, "fear no cloud", right. To your point, you know, how do you figure out the right strategy. But, I think within that you get, what's the right application? And how do you, you know, fit it in to the overall strategy, of what you're trying to do. >> Yeah. >> And I think the other thing that we're seeing is, you know, customers are trying to figure that out. We have a whole, right, when you start with that application map, you know, there could be 500 to 1000 workloads, right, and applications, and how are you going to, some you're going to retain, some you're going to retire, some you're going to (stutters) refactor for the cloud, or for your private cloud capability. Whatever it is, you're going to be looking at doing, I think, you know, we're seeing early adopters, like even the hyperscalers, themselves, right. They recognize the speed, so you know, we're working with Google for instance. They wanted to get into the Bare-metal, as a service capability, right. Them actually building it, getting it out to market would take so much longer. We already had this whole Exensor Hybrid Cloud architecture, that was cloud adjacent, so we had sub-millisecond latency, right. And so, they're the ones, right, everyone's figuring out that utilizing all of these, I'll call it platforms and prebook capabilities. Many of our partners have them as well, is really allowing them that innovation, get products to market sooner, be able to respond to their customers. Because it is, as we talked about in this multicloud world, lots of things that you have to manage, if you can get pieces from multiple, you know, from a partner, right, that can provide more of the services that you need, it really enables the management of those clouds sources. >> Right, so we're going to wrap it up, but I just want to give you the last word in terms of, what's the most consistent blind spot, that you see when you're first engaging with a customer, who's relatively early on this journey, that they miss, that you see over, and over, and over, and you're like, you know, these are some of the thing you really got to think about, that they haven't thought about. >> Yeah so, for me, I think it's- the cloud isn't about a destination, it's about an experience. And so, how do you get- you talked about the operations, but how do you provide that overall experience? I like to use this simple analogy, that if you and I needed a car, for five or 10, or 15 minutes, you go get an Uber. Cause it's easy, it's quick. If you need a car for a couple days, you do a rental car. You need a car for a year, you might do a lease. You need a car for three, four year, you probably by it, right? And so, if you use that analogy and think, Hmmm, I need a workload application for five/six years, putting something at a persistent workload, that you know about on a public cloud, may be the right answer, but it might be a lot more cost prohibited. But, if you need something, that you can stand up in five minutes, and shut it right back down, the public cloud is absolutely, the right way to go, as long as you can deal with the security requirements, and stuff. And so, if you think about, what are the actual requirements, is it cost, is it performance, you've talked about speed and everything else. It's really trying to figure out how you get an experience, and the only experience that can really hit you, what you need to do today, is having the right hybrid strategy. And every company, I know Accenture was out, way in front of the market on public cloud, and now they've come to the realization, so has many other places. The world is going to be hybrid, it's going to be multicloud. And as long as you can have an experience, and a partner, that can manage, you know, help you define the right path, you'll be on the right journey. >> Jeff: Melissa. >> I think blind spot we run into is, it does start off as a cost savings activity. And there really, it really is so much more about, how are you going to manage that enterprise workload? How are you going to worry about the data? Are you going to have access to it? Are you going to be able to make it fluid, right? The whole essence of cloud, right, what it disrupted was the thought, that something had to stay in one place, right. And, where the real time decisions were being made. Where things needed to happen. Now, through all the different clouds, as well as, that you had to own it yourself, right. I mean, everyone always thought, okay, I'll take all the, you know, I.T. department, and very protective of everything that it wanted to keep. Now, it's about saying, all right, how do I utilize, the best of each of these multiclouds, to stand up, what I'll call, what their core capability is as a customer, right. Are they doing the next chip design? Are they, you know, doing financial market models, right? That requires a high performance capability, right. So, when you start to think about all of this stuff, right, that's the true power, is having a strategy that looks at those outcomes. What am I trying to achieve in getting my products, and services to market, and touching the customers I need. Versus, oh, I'm going to move this out to an infrastructure, because that's what cloud, it'll save me money, right. That's typically the downfall we see, because they're not looking at it from the workload, or the application. >> Same old story, right? Focus on your core differentiator, and outsource the heavy lifting on the stuff, (laughs) that's not your core. Alright, well Melissa, David, thanks for taking a minute, and I really enjoyed the conversation. >> Thanks, Jeff. >> She's Melissa, He's David, and I'm Jeff Frick, you're watching theCUBE. We are high above the San Francisco skyline, in the Salesforce tower at the Accenture Innovation Hub. Thanks for watching, we'll see you next time. (tech music)

(upbeat music) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We are high atop San Franciscso, in the Salesforce Tower in the brand new Accenture, the Innovation Hub. It opened up, I don't know, six months ago or so. We were here for the opening. It's a really spectacular space with a really cool Cinderella stair, so if you come, make sure you check that out. We're talking about cloud and the evolution of cloud, and hybrid cloud, and clearly, two players that are right in the middle of this, helping customers get through this journey, and do these migrations are Accenture and HPE. So we're excited to have our next guest, Melissa Besse. She is the Managing Director, Intelligent Cloud and Infrastructure Strategic Partnerships, at Accenture. Melissa, welcome. >> Thanks Jeff. >> And joining us from HP is David Stone. He is the VP of Ecosystem Sales. David great to see you. >> Great, thanks for having me. >> So, let's just jump into it. The cloud discussion has taken over for the last 10 years, but it's really continuing to evolve. It was kind of this new entrance, with AWS coming on the scene, one of the great lines that Jeff Bezos talks about, is they had no competition for seven years. Nobody recognized that the bookseller, out on the left hand edge, was coming in to take their infrastructure business. But as things have moved to public cloud, now there's hybrid cloud, now all applications, or work loads, are right for public clouds, so now, all the Enterprises are trying to figure this out, they want to make their moves but it's complicated. So, first of all, let's talk about some of the vocabulary, hybrid cloud versus Multi-Cloud. What do those terms mean to you and your customers? Let's start with you, Melissa. >> Sure. So when you think of Multi-Cloud, right, we're seeing a big convergence of, I would say, a Multi-Cloud operating model, that really has to integrate across all the clouds. So, you have your public cloud providers, you have your SaaS, like Salesforce, work day, you have your PAS, right. And so when you think of Multi-Cloud, any customer is going to have a plethora, of all of these types of clouds. And really being able to manage across those, becomes critical. When you think of Hybrid-Cloud, Hybrid-Cloud is really thinking about the placement of Ous. We usually look at it from a data perspective, right. Are you going to in the public, or in the private space? And you kind of look at it from that perspective. And it really enables that data movement across both, of those clouds. >> So what do you see, David, in your customers? >> I see a lot of the customers, that we see today, are confused, right? The people who have gone to the Public Cloud, had scratched their heads and said, "Geez, what do I do?", "It's not as cheap as I thought it was going to be." So, the ones who are early adopters, are confused. The ones who haven't moved, yet, are really scratching their head as well, right. Because if you don't the right strategy, you'll end up getting boxed in. You'll pay a ton of money to get your data in, and you'll pay a ton of money to get your data out. And so, all of our customers, you know, want the right hybrid strategy. And, I think that's where the market, and I know Accenture and HPE, clearly see the market really becoming a hybrid world. >> It's interesting, you said it's based on the data, and you just talked about moving data in and out. Where we more often here it talked about workload, this kind of horses for courses, you know. It's a workload specific, should be deployed in this particular, kind of infrastructure configuration. But you both mention data, and there's a lot of conversation, kind of pre-cloud, about data gravity and how expensive it is to move the data, and the age old thing, do you move the compute to the data, or move the data to the compute? There's a lot of advantages, if you have that data in the cloud, but you're highlighting a couple of the real negatives, in terms of potential cost implications, and we didn't even get into regulations, and some of the other things that drive workloads to stay, in the data center. So, how should people start thinking about these variables, when they're trying to figure out what to do next? >> Accenture's position definitely, like when we started off on our Hybrid Cloud journey, was to capture the workload, right. And, once you have that workload, you could really balance the public benefits of speed, innovation, and consumption, with the private benefits of, actual regulation, data gravity, and performance, right. And so, our whole approach and big bet, has been to- Basically, we had really good leading public capabilities, cause we got into the market early. But we knew our customers were not going to be able to, migrate their entire estate over to public. And so in doing that, we said okay, if we create a hybrid capability, that is highly automated, that is consumed like public, and that is standard, we'd be able to offer our customers a way to pick really, the right workload, in the right place, at the right price. And that was really what our whole goal was. >> Go ahead. >> Yeah, and so just to add on to what Melissa said, I think we also think about, at least, you know, keeping the data in a place that you want, but then being cloud adjacent, so getting in the right data centers, and we often use a cloud saying, to bring the cloud to the data. So, if you have the right hybrid strategy, you put the data where it makes the most sense. Where you want to maintain the security and privacy, but then have access to the APIs, and whatever else you might need to get the full advantages, of the public cloud. >> Yeah, and we here a lot of the data center providers like, Equinix and stuff, talking about features, like direct connect and, you know, to have this proximity between the public cloud, and the stuff that's in your private cloud, so that you do have, you know, low latency, and you can, when you do have to move things, or you do need to access that data, it's not so far away. I'm curious about the impact of companies like, Salesforce in the Salesforce tower, here in San Francisco, at the center offices, and office 365, and Work Day, on how can the adoption of the SaaS applications, have changed the conversation about cloud, and what's important and not important, it used to be security, I don't trust anything outside my data center, and know I might argue that public clouds are more secure, in some ways that private cloud, you don't have disgruntled employees per se, running around the data centers unplugging things. So, how it the adoption of things like Office 365, clearly Microsoft's leveraged that in a big way, to grow their own cloud presence, change the conversation about what's good about cloud, what's not good about cloud, why should we move in this direction. David, you have a thought? >> No, look, I think it's a great question, and I think if you think about the, as Melissa said, the used cases, right. And, how Microsoft has successfully pivoted, their business to it as a service model, right. And so what I think it's done, it's opened up innovation, and a lot of the Salesforces of the world, have adapted their business models. And that's truly to your point, a SaaS based offer, and so when you can do a Work Day, or Salesforce.com implementation, sure, it's been built, it's tested and everything else. I think what then becomes the bigger question, and the bigger challenge is, most companies are sitting on a thousand applications, that have been built over time. And what do you do with those, right? And so, in many cases you need to be connected, to those SaaS space providers, but you need the right hybrid strategy, again, to be able to figure out, how to connect those SaaS space services, to whatever you're going to do, with those thousand workloads. And those thousand workloads, running on different things, you need the right strategy, to figure out where to put the actual workloads. And, as people are trying to go, I know one of the questions that comes up is, do you migrate? Or do you modernize? >> David: And so, as people put that strategy together, I think how you tie to those SaaS space services, clearly ties into your hybrid strategy. >> I would agree, and so, as David mentioned, right. That's where the cloud adjacency, you're seeing a lot of blur, between public and private, I mean, Google's providing Bare-metal as a service. So it is actually dedicated, hybrid cloud capabilities, right. So you're seeing a lot of everyone, and as David talked about, all of the surrounding applications around your SAP, around your oracle. When we created our Exensor Hyper Cloud, we were going after the Enterprise workload. But there's a lot of legacy and other ones, that need that data, and or, the Salesforce data. Whatever the data is, right. And really be able to utilize it when they need to, in a real low latency. >> So, I was wondering I we could unpack, the Accenture Hybrid Cloud. >> Melissa: Sure. >> What is that? Is that your guys own cloud? Is this, you know, kind of the solution set? I've heard that mentioned a couple times. So what is the Accenture Hybrid Cloud? >> So Accenture Hybrid Cloud, was a big bet that we made, as we saw the convergence of MultiCloud. We really said, we know, everything is not going to go public. And in some cases, it's all coming back. And so, customers really needed a way, to look at all of their workloads, right. Because part of the issue with, the getting the cost and benefits out of public is, the workload goes but you really aren't able, to get out of the data center. We term it the "Wild Animal Park", because there's a lot of applications that, right, are you going to modernize, are you going to let them to end of life. So there's a lot of things you have to consider, to truly exit the data center strategy. And so, Accenture Hybrid Cloud is actually, a big bet we made, it is a highly automated, standard private cloud capability, that really augments all of the leading capability, we had in the cloud area. It is, it's differentiated, we made a big bet with HPE, it's differentiated on it's hardware. One of the reasons, when we were going after the Enterprise, was they need large compute, and large storage requirements. And what we're able to do is, when we created this, use some of our automation differentiation. We have actually a client, that we had in the existing I-O-N environment, and we were actually able to achieve, some significant benefits, just from the automation. We got 50 percent in the provisioning of applications. We got 40 percent in the provisioning of the V.M. And we were able to take a lot of what I'll call, the manual tasks, and down to, it was like 62 percent reduction in the effort. As well as, 33 percent savings overall, in getting things production ready. So, this capability is highly automated. It will actually repeat the provisioning, at the application level, because we're going after the Enterprise workloads. And it will create these, it's an ASA that came from government, so it's highly secured, and it really was able to preserve, I think what our customer needed. And being able to span that public/private, capability they need out there in the hybrid world. >> Yeah, I was going to say, I don't know that there's enough talk, about the complexity of the management in these worlds. Nobody ever wants to talk about writing, the CIS Admin piece of the software, right? It's all about the core functionality. Let's shift gears a little bit and talk about HPC, a lot of conversation about high performance computing, a lot going on with A.I. and machine learning now. Which, you know, most of those benefits are going to be, realized in a specific application, right? It's machine learning or artificial intelligence, applied to a specific application. So, again, you guys make big iron, and have been making big iron for a long time, what is this kind of hybrid cloud open up, in terms of, for HPE to have the big heavy metal, and still have kind of the agility and flexibility, of a cloud type of infrastructure. >> Yeah, no, I think it's a great question. I think if you think about HPE's strategy has been, in this area of high performance compute. That we bought the company S.G.I. And as you have seen the announcements, we're hopefully going to close on the Cray acquisition as well. And so we in the world of the data continuing to expand, and at huge volumes. The need to have incredible horsepower to drive that, that's associated with it, now all of this really requires, where's your data being created, and where's it actually being consumed? And so, you need to have the right edge, to cloud strategy in everything. And so, in many cases, you need enough compute at the edge, to be able to compute and do stuff in real time. But in many cases you need to feed all that data, back into another cloud or some sort of mother. HPE, you know, type of high performance compute environment, that can actually run the more, advanced A.I. machine learning type of applications, to really get the insights and tune the algorithms. And then, push some of those APIs and applications, back to the edge. So, it's an area of huge investment, it's an area where because of the latency, you know, things like the autonomous driving, and things like that. You can't put all that stuff into the public cloud. But you need the public cloud, or you need cloud type capability, if you will, to be able to compute and make the right decisions, at the right time. So, it's about having the right compute technology, at the right place, at the right time, at the right cost, and the right perform. >> A lot of rights, good opportunity for Accenture. So, I mean it's funny as we talk about hybrid cloud, and that kind of new, verbs around cloud-like things. Is where we're going to see the same thing, kind of the edge versus the data center comparison, in terms of where the data is, where the processing is, because it's going to be this really dynamic situation, and how much can you push out of the edge, cause, you know, there's no air conditioning a lot of times, and the power might not be that great, and maybe connectivity is a little bit limited. So, you know, Edge offers a whole bunch of, different challenges that you can control for, in a data center but it is going to be this crazy, kind of hybrid world there too, in terms of where the allocation of those resources are. You guys get into the deeper end of that model, Melissa? >> Yeah, so we're definitely working with HPE, to create some of, I'll call it our edge managed services, again, going back to what we were saying about the data, right, we saw the centralization of data with the cloud, with the initial entrance into the cloud, now we're seeing the decentralization of that data, back out to the Edge. With that, right, in these hybrid cloud models, you're really going to need- They require a lot of high performance compute, especially for certain industries, right? If you take a look at gas, oil, and exploration, if you look at media processing, right, all of these need to be able to do that. One of the things, and depending on where it's located, if it's on the Edge, how you're going to feedback the data as we talked about. And so, we're looking at, how do you take this foundation, right, this, I'll call it Exensor Hybrid architecture, right. Take that, and play that intermediate role. I'm going to call it intermediary, right, because you really need a really good, you know, global data map, you need a good supply chain, right. Really to make sure that the data, no matter where it's coming from, is going to be available for that application, at the right time. With, right, the ability to do it at speed. And so, all of these things are factors, as you look at our whole Exensor Hybrid Cloud strategy, right. And being able to manage that, Edge to core and then back up to Cloud, etcetera. >> Right, now I wonder if you could share some stories, cause the value proposition around Cloud, is significantly shifted for those who are paying attention, right. But it's not about cost, it's not about cost savings, I mean there's a lot of that in there and that's good, but really the opportunity is about speed. Speed and innovation. And enabling more innovation across your Enterprise, with more people having more access to more data, to build more apps, and really, to react. Are people getting that? Or, are they still, the customer still kind of encumbered, by this kind of transition phase, they're still trying to sort it out, or do they get it? That really this opportunity is about speed, speed, speed. >> No, go ahead. I mean we use a phrase first off, it's, "fear no cloud", right. To your point, you know, how do you figure out the right strategy. But, I think within that you get, what's the right application? And how do you, you know, fit it in to the overall strategy, of what you're trying to do. >> Yeah. >> And I think the other thing that we're seeing is, you know, customers are trying to figure that out. We have a whole, right, when you start with that application map, you know, there could be 500 to 1000 workloads, right, and applications, and how are you going to, some you're going to retain, some you're going to retire, some you're going to (stutters) refactor for the cloud, or for your private cloud capability. Whatever it is, you're going to be looking at doing, I think, you know, we're seeing early adopters, like even the hyperscalers, themselves, right. They recognize the speed, so you know, we're working with Google for instance. They wanted to get into the Bare-metal, as a service capability, right. Them actually building it, getting it out to market would take so much longer. We already had this whole Exensor Hybrid Cloud architecture, that was cloud adjacent, so we had sub-millisecond latency, right. And so, they're the ones, right, everyone's figuring out that utilizing all of these, I'll call it platforms and prebook capabilities. Many of our partners have them as well, is really allowing them that innovation, get products to market sooner, be able to respond to their customers. Because it is, as we talked about in this multicloud world, lots of things that you have to manage, if you can get pieces from multiple, you know, from a partner, right, that can provide more of the services that you need, it really enables the management of those clouds sources. >> Right, so we're going to wrap it up, but I just want to give you the last word in terms of, what's the most consistent blind spot, that you see when you're first engaging with a customer, who's relatively early on this journey, that they miss, that you see over, and over, and over, and you're like, you know, these are some of the thing you really got to think about, that they haven't thought about. >> Yeah so, for me, I think it's- the cloud isn't about a destination, it's about an experience. And so, how do you get- you talked about the operations, but how do you provide that overall experience? I like to use this simple analogy, that if you and I needed a car, for five or 10, or 15 minutes, you go get an Uber. Cause it's easy, it's quick. If you need a car for a couple days, you do a rental car. You need a car for a year, you might do a lease. You need a car for three, four year, you probably by it, right? And so, if you use that analogy and think, Hmmm, I need a workload application for five/six years, putting something at a persistent workload, that you know about on a public cloud, may be the right answer, but it might be a lot more cost prohibited. But, if you need something, that you can stand up in five minutes, and shut it right back down, the public cloud is absolutely, the right way to go, as long as you can deal with the security requirements, and stuff. And so, if you think about, what are the actual requirements, is it cost, is it performance, you've talked about speed and everything else. It's really trying to figure out how you get an experience, and the only experience that can really hit you, what you need to do today, is having the right hybrid strategy. And every company, I know Accenture was out, way in front of the market on public cloud, and now they've come to the realization, so has many other places. The world is going to be hybrid, it's going to be multicloud. And as long as you can have an experience, and a partner, that can manage, you know, help you define the right path, you'll be on the right journey. >> Jeff: Melissa. >> I think blind spot we run into is, it does start off as a cost savings activity. And there really, it really is so much more about, how are you going to manage that enterprise workload? How are you going to worry about the data? Are you going to have access to it? Are you going to be able to make it fluid, right? The whole essence of cloud, right, what it disrupted was the thought, that something had to stay in one place, right. And, where the real time decisions were being made. Where things needed to happen. Now, through all the different clouds, as well as, that you had to own it yourself, right. I mean, everyone always thought, okay, I'll take all the, you know, I.T. department, and very protective of everything that it wanted to keep. Now, it's about saying, all right, how do I utilize, the best of each of these multiclouds, to stand up, what I'll call, what their core capability is as a customer, right. Are they doing the next chip design? Are they, you know, doing financial market models, right? That requires a high performance capability, right. So, when you start to think about all of this stuff, right, that's the true power, is having a strategy that looks at those outcomes. What am I trying to achieve in getting my products, and services to market, and touching the customers I need. Versus, oh, I'm going to move this out to an infrastructure, because that's what cloud, it'll save me money, right. That's typically the downfall we see, because they're not looking at it from the workload, or the application. >> Same old story, right? Focus on your core differentiator, and outsource the heavy lifting on the stuff, (laughs) that's not your core. Alright, well Melissa, David, thanks for taking a minute, and I really enjoyed the conversation. >> Thanks, Jeff. >> She's Melissa, He's David, and I'm Jeff Frick, you're watching theCUBE. We are high above the San Francisco skyline, in the Salesforce tower at the Accenture Innovation Hub. Thanks for watching, we'll see you next time. (tech music)

>> Hey, welcome back. Your body, Jefe Rick here from the Cube were high atop San Francisco in the century innovation hub. It's in the middle of the Salesforce Tower. It's a beautiful facility. They think you had it. The grand opening about six months ago. We're here for the grand opening. Very cool space. I got maker studios. They've got all kinds of crazy stuff going on. But we're here today to talk about Cloud in this continuing evolution about cloud in the enterprise and hybrid cloud and multi cloud in Public Cloud and Private Cloud. And we're really excited to have a couple of guys who really helping customers make this journey, cause it's really tough to do by yourself. CEOs are super busy. There were about security and all kinds of other things, so centers, often a trusted partner. We got two of the leaders from center joining us today's Prasad Sankaran. He's the senior managing director of Intelligent Cloud infrastructure for Center Welcome and Larry Soccer, the global managing director. Intelligent cloud infrastructure offering from central gentlemen. Welcome. I love it. It intelligent cloud. What is an intelligent cloud all about? Got it in your title. It must mean something pretty significant. >> Yeah, I think First of all, thank you for having us, but yeah, absolutely. Everything's around becoming more intelligent around using more automation. And the work that, you know we delivered to our clients and cloud, as you know, is the platform to reach. All of our clients are moving. So it's all about bringing the intelligence not only into infrastructure, but also into cloud generally. And it's all driven by software, >> right? It's just funny to think where we are in this journey. We talked a little bit before we turn the cameras on and there you made an interesting comment when I said, You know, when did this cloud for the Enterprise start? And you took it back to sass based applications, which, >> you know you were sitting in the sales force builder. >> That's true. It isn't just the tallest building in >> everyone's, you know, everyone's got a lot of focus on AWS is rise, etcetera. But the real start was really getting into sass. I mean, I remember we used to do a lot of Siebel deployments for CR M, and we started to pivot to sales, for some were moving from remedy into service now. I mean, we've went through on premise collaboration, email thio 3 65 So So we've actually been at it for quite a while in the particularly the SAS world. And it's only more recently that we started to see that kind of push to the, you know, the public pass, and it's starting to cloud native development. But But this journey started, you know, it was that 78 years ago that we really started. See some scale around it. >> And I think and tell me if you agree, I think really, what? The sales forces of the world and and the service now is of the world office 3 65 kind of broke down some of those initial beers, which are all really about security and security, security, security, Always to hear where now security is actually probably an attributes and loud can brink. >> Absolutely. In fact, I mean, those barriers took years to bring down. I still saw clients where they were forcing salesforce tor service Now to put, you know, instances on prime and I think I think they finally woke up toe. You know, these guys invested ton in their security organizations. You know there's a little of that needle in the haystack. You know, if you breach a data set, you know what you're getting after. But when Europe into sales force, it's a lot harder. And so you know. So I think that security problems have certainly gone away. We still have some compliance, regulatory things, data sovereignty. But I think security and not not that it sold by any means that you know, it's always giving an ongoing problem. But I think they're getting more comfortable with their data being up in the in the public domain, right? Not public. >> And I think it also helped them with their progress towards getting cloud native. So, you know, you pick certain applications which were obviously hosted by sales force and other companies, and you did some level of custom development around it. And now I think that's paved the way for more complex applications and different workloads now going into, you know, the public cloud and the private cloud. But that's the next part of the journey, >> right? So let's back up 1/2 a step, because then, as you said, a bunch of stuff then went into public cloud, right? Everyone's putting in AWS and Google. Um, IBM has got a public how there was a lot more. They're not quite so many as there used to be, Um, but then we ran into a whole new host of issues, right, which is kind of opened up this hybrid cloud. This multi cloud world, which is you just can't put everything into a public clouds. There's certain attributes is that you need to think about and yet from the application point of view before you decide where you deploy that. So I'm just curious. If you can share now, would you guys do with clients? How should they think about applications? How should they think about what to deploy where I think >> I'll start in? The military has a lot of expertise in this area. I think you know, we have to obviously start from an application centric perspective. You go to take a look at you know where your applications have to live water. What are some of the data implications on the applications, or do you have by way of regulatory and compliance issues, or do you have to do as faras performance because certain applications have to be in a high performance environment. Certain other applications don't think a lot of these factors will. Then Dr where these applications need to recite and then what we think in today's world is really accomplish. Complex, um, situation where you have a lot of legacy. But you also have private as well as public cloud. So you approach it from an application perspective. >> Yeah. I mean, if you really take a look at Army, you look at it centers clients, and we were totally focused on up into the market Global 2000 savory. You know how clients typically have application portfolios ranging from 520,000 applications? And really, I mean, if you think about the purpose of cloud or even infrastructure for that, they're there to serve the applications. No one cares if your cloud infrastructure is not performing the absolute. So we start off with an application monetization approach and ultimately looking, you know, you know, with our tech advisory guys coming in, there are intelligent engineering service is to do the cloud native and at mod work our platforms, guys, who do you know everything from sales forward through ASAP. They should drive a strategy on how those applications gonna evolve with its 520,000 and determined hey, and usually using some, like the six orders methodology. And I'm I am I going to retire this Am I going to retain it? And, you know, I'm gonna replace it with sass. Am I gonna re factor in format? And it's ultimately that strategy that's really gonna dictate a multi and, you know, every cloud story. So it's based on the applications data, gravity issues where they gonna reside on their requirements around regulatory, the requirements for performance, etcetera. That will then dictate the cloud strategies. I'm you know, not a big fan of going in there and just doing a multi hybrid cloud strategy without a really good up front application portfolio approach, right? How we gonna modernize that >> it had. And how do you segment? That's a lot of applications. And you know, how do you know the old thing? How do you know that one by that time, how do you help them pray or size where they should be focusing on us? >> So typically what we do is work with our clients to do a full application portfolio analysis, and then we're able to then segment the applications based on, you know, important to the business and some of the factors that both of us mentioned. And once we have that, then we come up with an approach where certain sets of applications he moved to sass certain other applications you move to pass. So you know, you're basically doing the re factoring and the modernization and then certain others you know, you can just, you know, lift and shift. So it's really a combination off both modernization as well as migration. It's a combination off that, but to do that, you have to initially look at the entire set of applications and come up with that approach. >> I'm just curious where within that application assessment, um, where is cost savings? Where is, uh, this is just old. And where is opportunities to innovate faster? Because we know a lot of lot of talk really. Days has cost savings, but what the real advantages is execution speed if you can get it. If >> you could go back through four years and we had there was a lot of CEO discussions around cost savings, I'm not really have seen our clients shift. It costs never goes away, obviously right. But there's a lot greater emphasis now on business agility. You know, howto innovate faster, get getting your capabilities to market faster, to change my customer experience. So So it's really I t is really trying to step up and, you know, enabled the business toe to compete in the marketplace. We're seeing a huge shift in emphasis or focus at least starting with, you know, how'd I get better business agility outta leverage to cloud and cloud native development to get their upper service levels? Actually, we started seeing increase on Hey, you know, these applications need to work. It's actress. So So Obviously, cost still remains a factor, but we seem much more for, you know, much more emphasis on agility, you know, enabling the business on, given the right service levels of right experience to the user, little customers. Big pivot there, >> Okay. And let's get the definitions out because you know a lot of lot of conversation about public clouds, easy private clouds, easy but hybrid cloud and multi cloud and confusion about what those are. How do you guys define him? How do you help your customers think about the definition? Yes, >> I think it's a really good point. So what we're starting to see is there were a lot of different definitions out there. But I think as I talked more clients and our partners, I think we're all starting to, you know, come to ah, you know, the same kind of definition on multi cloud. It's really about using more than one cloud. But hybrid, I think, is a very important concept because hybrid is really all about the placement off the workload or where your application is going to run on. And then again, it goes to all of these points that we talked about data, gravity and performance and other things. Other factors. But it's really all about where do you place the specific look >> if you look at that, so if you think about public, I mean obviously gives us the innovation of the public providers. You look at how fast Amazon comes out with new versions of Lambda etcetera. So that's the innovations there obviously agility. You could spend up environments very quickly, which is, you know, one of the big benefits of it. The consumption, economic models. So that is the number of drivers that are pushing in the direction of public. You know, on the private side, they're still it's quite a few benefits that don't get talked about as much. Um, so you know, if you look at it, um, performance if you think the public world, you know, Although they're scaling up larger T shirts, et cetera, they're still trying to do that for a large array of applications on the private side, you can really Taylor somethingto very high performance characteristics. Whether it's you know, 30 to 64 terabyte Hana, you can get a much more focused precision environment for business. Critical workloads like that article, article rack, the Duke clusters, everything about fraud analysis. So that's a big part of it. Related to that is the data gravity that Prasad just mentioned. You know, if I've got a 64 terabyte Hana database you know, sitting in my private cloud, it may not be that convenient to go and put get that data shared up in red shift or in Google's tensorflow. So So there's some data gravity out. Networks just aren't there. The laden sea of moving that stuff around is a big issue. And then a lot of people of investments in their data centers. I mean, the other piece, that's interesting. His legacy, you know, you know, as we start to look at the world a lot, there's a ton of code still living in, You know, whether it's you, nick system, just IBM mainframes. There's a lot of business value there, and sometimes the business cases aren't aren't necessarily there toe to replace them. Right? And in world of digital, the decoupling where I can start to use micro service is we're seeing a lot of trends. We worked with one hotel to take their reservation system. You know, Rapid and Micro Service is, um, we then didn't you know, open shift couch base, front end. And now, when you go against, you know, when you go and browsing properties, you're looking at rates you actually going into distributed database cash on, you know, in using the latest cloud native technologies that could be dropped every two weeks or everything three or four days for my mobile application. And it's only when it goes, you know, when the transaction goes back, to reserve the room that it goes back there. So we're seeing a lot of power with digital decoupling, But we still need to take advantage of, you know, we've got these legacy applications. So So the data centers air really were trying to evolve them. And really, just, you know, how do we learn everything from the world of public and struck to bring those saints similar type efficiencies to the to the world of private? And really, what we're seeing is this emerging approach where I can start to take advantage of the innovation cycles. The land is that, you know, the red shifts the functions of the public world, but then maybe keep some of my more business critical regulated workloads. You know, that's the other side of the private side, right? I've got G X p compliance. If I've got hip, a data that I need to worry about GDP are there, you know, the whole set of regular two requirements. Now, over time, we do anticipate the public guys will get much better and more compliant. In fact, they made great headway already, but they're still not a number of clients are still, you know, not 100% comfortable from my client's perspective. >> Gotta meet Teresa Carlson. She'll change him, runs that AWS public sector is doing amazing things, obviously with big government contracts. But but you raise real inching point later. You almost described what I would say is really a hybrid application in this in this hotel example that you use because it's is, you know, kind of breaking the application and leveraging micro service is to do things around the core that allowed to take advantage of some this agility and hyper fast development, yet still maintain that core stuff that either doesn't need to move. Works fine, be too expensive. Drea Factor. It's a real different weight. Even think about workloads and applications into breaking those things into bits. >> And we see that pattern all over the place. I'm gonna give you the hotel Example Where? But finance, you know, look at financial service. Is retail banking so open banking a lot. All those rito applications are on the mainframe. I'm insurance claims and and you look at it the business value of replicating a lot of like the regulatory stuff, the locality stuff. It doesn't make sense to write it. There's no rule inherent business values of I can wrap it, expose it and in a micro service's architecture now D'oh cloud native front end. That's gonna give me a 360 view a customer, Change the customer experience. You know, I've got a much you know, I can still get that agility. The innovation cycles by public. Bye bye. Wrapping my legacy environment >> and percent you raided, jump in and I'll give you something to react to, Which is which is the single planet glass right now? How do I How did I manage all this stuff now? Not only do I have distributed infrastructure now, I've got distributed applications in the and the thing that you just described and everyone wants to be that single pane of glass. Everybody wants to be the app that's upon everybody. Screen. How are you seeing people deal with the management complexity of these kind of distributed infrastructures? If you will Yeah, >> I think that that's that's an area that's, ah, actually very topical these days because, you know, you're starting to see more and more workers go to private cloud. And so you've got a hybrid infrastructure you're starting to see move movement from just using the EMS to, you know, cantinas and Cuba needs. And, you know, we talked about Serval s and so on. So all of our clients are looking for a way, and you have different types of users as well. Yeah, developers. You have data scientists. You have, you know, operators and so on. So they're all looking for that control plane that allows them access and a view toe everything that is out there that is being used in the enterprise. And that's where I think you know, a company like Accenture were able to use the best of breed toe provide that visibility to our clients, >> right? Yeah. I mean, you hit the nail on the head. It's becoming, you know, with all the promises, cloud and all the power. And these new architectures is becoming much more dynamic, ephemeral, with containers and kubernetes with service computing that that that one application for the hotel, they're actually started in. They've got some, actually, now running a native us of their containers and looking at surveillance. So you're gonna even a single application can span that. And one of things we've seen is is first, you know, a lot of our clients used to look at, you know, application management, you know, different from their their infrastructure. And the lines are now getting very blurry. You need to have very tight alignment. You take that single application, if any my public side goes down or my mid tier with my you know, you know, open shipped on VM, where it goes down on my back and mainframe goes down. Or the networks that connected to go down the devices that talk to it. It's a very well. Despite the power, it's a very complex environment. So what we've been doing is first we've been looking at, you know, how do we get better synergy across what we you know, Application Service's teams that do that Application manager, an optimization cloud infrastructure. How do we get better alignment that are embedded security, You know, how do you know what are managed to security service is bringing those together. And then what we did was we looked at, you know, we got very aggressive with cloud for a strategy and, you know, how do we manage the world of public? But when looking at the public providers of hyper scale, er's and how they hit Incredible degrees of automation. We really looked at, said and said, Hey, look, you gotta operate differently in this new world. What can we learn from how the public guys we're doing that We came up with this concept. We call it running different. You know, how do you operate differently in this new multi speed? You know, you know, hot, very hybrid world across public, private demon, legacy, environment, and start a look and say, OK, what is it that they do? You know, first they standardize, and that's one of the big challenges you know, going to almost all of our clients in this a sprawl. And you know, whether it's application sprawl, its infrastructure, sprawl >> and my business is so unique. The Larry no business out there has the same process that way. So >> we started make you know how to be standardized like center hybrid cloud solution important with hp envy And where we how do we that was an example of so we can get to you because you can't automate unless you standardise. So that was the first thing you know, standardizing our service catalog. Standardizing that, um you know, the next thing is the operating model. They obviously operate differently. So we've been putting a lot of time and energy and what I call a cloud and agile operating model. And also a big part of that is truly you hear a lot about Dev ops right now. But truly putting the security and and operations into Deb said cops are bringing, you know, the development in the operations much tied together. So spending a lot of time looking at that and transforming operations re Skilling the people you know, the operators of the future aren't eyes on glass there. Developers, they're writing the data ingestion, the analytic algorithms, you know, to do predictive operations. They're riding the automation script to take work, you know, test work out right. And over time they'll be tuning the aye aye engines to really optimize environment. And then finally, has Prasad alluded to Is that the platforms that control planes? That doing that? So, you know what we've been doing is we've had a significant investments in the eccentric cloud platform, our infrastructure automation platforms, and then the application teams with it with my wizard framework, and we started to bring that together you know, it's an integrated control plane that can plug into our clients environments to really manage seamlessly, you know, and provide. You know, it's automation. Analytics. Aye, aye. Across APS, cloud infrastructure and even security. Right. And that, you know, that really is a I ops, right? I mean, that's delivering on, you know, as the industry starts toe define and really coalesce around, eh? I ops. That's what we you A ups. >> So just so I'm clear that so it's really your layer your software layer kind of management layer that that integrates all these different systems and provides kind of a unified view. Control? Aye, aye. Reporting et cetera. Right? >> Exactly. Then can plug in and integrate, you know, third party tools to do straight functions. >> I'm just I'm just curious is one of the themes that we here out in the press right now is this is this kind of pull back of public cloud app, something we're coming back. Or maybe it was, you know, kind of a rush. Maybe a little bit too aggressively. What are some of the reasons why people are pulling stuff back out of public clouds that just with the wrong. It was just the wrong application. The costs were not what we anticipated to be. We find it, you know, what are some of the reasons that you see after coming back in house? Yeah, I think it's >> a variety of factors. I mean, it's certainly cost, I think is one. So as there are multiple private options and you know, we don't talk about this, but the hyper skills themselves are coming out with their own different private options like an tars and out pulls an actor stack and on. And Ali Baba has obsessed I and so on. So you see a proliferation of that, then you see many more options around around private cloud. So I think the cost is certainly a factor. The second is I think data gravity is, I think, a very important point because as you're starting to see how different applications have to work together, then that becomes a very important point. The third is just about compliance, and, you know, the regulatory environment. As we look across the globe, even outside the U. S. We look at Europe and other parts of Asia as clients and moving more to the cloud. You know that becomes an important factor. So as you start to balance these things, I think you have to take a very application centric view. You see some of those some some maps moving back, and and I think that's the part of the hybrid world is that you know, you can have a nap running on the private cloud and then tomorrow you can move this. Since it's been containerized to run on public and it's, you know, it's all managed. That left >> E. I mean, cost is a big factor if you actually look at it. Most of our clients, you know, they typically you were a big cap ex businesses, and all of a sudden they're using this consumption, you know, consumption model. And they went, really, they didn't have a function to go and look at be thousands or millions of lines of it, right? You know, as your statement Exactly. I think they misjudged, you know, some of the scale on Do you know e? I mean, that's one of the reasons we started. It's got to be an application led, you know, modernization, that really that will dictate that. And I think In many cases, people didn't. May not have thought Through which application. What data? There The data, gravity data. Gravity's a conversation I'm having just by with every client right now. And if I've got a 64 terabyte Hana and that's the core, my crown jewels that data, you know, how do I get that to tensorflow? How'd I get that? >> Right? But if Andy was here, though, and he would say we'll send down the stove, the snow came from which virgin snow plows? Snowball Snowball. Well, they're snowballs. But I have seen the whole truck killer that comes out and he'd say, Take that and stick it in the cloud. Because if you've got that data in a single source right now, you can apply multitude of applications across that thing. So they, you know, they're pushing. Get that date end in this single source. Of course. Then to move it, change it. You know, you run into all these micro lines of billing statement, take >> the hotel. I mean, their data stolen the mainframe, so if they anyone need to expose it, Yeah, they have a database cash, and they move it out, You know, particulars of data sets get larger, it becomes, you know, the data. Gravity becomes a big issue because no matter how much you know, while Moore's Law might be might have elongated from 18 to 24 months, the network will always be the bottle Mac. So ultimately, we're seeing, you know, a CZ. We proliferate more and more data, all data sets get bigger and better. The network becomes more of a bottleneck. And that's a It's a lot of times you gotta look at your applications. They have. I've got some legacy database I need to get Thio. I need this to be approximately somewhere where I don't have, you know, high bandwith. Oh, all right. Or, you know, highlight and see type. Also, egress costs a pretty big deals. My date is up in the cloud, and I'm gonna get charged for pulling it off. You know, that's being a big issue, >> you know, it's funny, I think, and I think a lot of the the issue, obviously complexity building. It's a totally from building model, but I think to a lot of people will put stuff in a public cloud and then operated as if they bought it and they're running in the data center in this kind of this. Turn it on, Turn it off when you need it. Everyone turns. Everyone loves to talk about the example turning it on when you need it. But nobody ever talks about turning it off when you don't. But it kind of close on our conversation. I won't talk about a I and applied a Iot because he has a lot of talk in the market place. But, hey, I'm machine learning. But as you guys know pride better than anybody, it's the application of a I and specific applications, which really on unlocks the value. And as we're sitting here talking about this complexity, I can't help but think that, you know, applied a I in a management layer like your run differently, set up to actually know when to turn things on, when to turn things off when you moved in but not moved, it's gonna have to be machines running that right cause the data sets and the complexity of these systems is going to be just overwhelming. Yeah, yeah, >> absolutely. Completely agree with you. In fact, attack sensual. We actually refer to this whole area as applied intelligence on That's our guy, right? And it is absolutely to add more and more automation move everything Maur toe where it's being run by the machine rather than you know, having people really working on these things >> yet, e I mean, if you think you hit the nail on the head, we're gonna a eyes e. I mean, given how things getting complex, more ephemeral, you think about kubernetes et cetera. We're gonna have to leverage a humans or not to be able to get, you know, manage this. The environments comported right. What's interesting way we've used quite effectively for quite some time. But it's good at some stuff, not good at others. So we find it's very good at, like, ticket triage, like ticket triage, chicken rounding et cetera. You know, any time we take over account, we tune our AI ai engines. We have ticket advisers, etcetera. That's what probably got the most, you know, most bang for the buck. We tried in the network space, less success to start even with, you know, commercial products that were out there. I think where a I ultimately bails us out of this is if you look at the problem. You know, a lot of times we talked about optimizing around cost, but then performance. I mean, and it's they they're somewhat, you know, you gotta weigh him off each other. So you've got a very multi dimensional problem on howto I optimize my workloads, particularly. I gotta kubernetes cluster and something on Amazon, you know, sums running on my private cloud, etcetera. So we're gonna get some very complex environment. And the only way you're gonna be ableto optimize across multi dimensions that cost performance service levels, you know, And then multiple options don't do it public private, You know, what's my network costs etcetera. Isn't a I engine tuning that ai ai engines? So ultimately, I mean, you heard me earlier on the operators. I think you know, they write the analytic albums, they do the automation scripts, but they're the ultimate one too. Then tune the aye aye engines that will manage our environment. And I think it kubernetes will be interesting because it becomes a link to the control plane optimize workload placement. You know, between >> when the best thing to you, then you have dynamic optimization. Could you might be optimizing eggs at us right now. But you might be optimizing for output the next day. So exists really a you know, kind of Ah, never ending when you got me. They got to see them >> together with you and multi dimension. Optimization is very difficult. So I mean, you know, humans can't get their head around. Machines can, but they need to be trained. >> Well, Prasad, Larry, Lots of great opportunities for for centuries bring that expertise to the tables. So thanks for taking a few minutes to walk through some of these things. Our pleasure. Thank you, Grace. Besides Larry, I'm Jeff. You're watching the Cube. We are high above San Francisco in the Salesforce Tower, Theis Center, Innovation hub in San Francisco. Thanks for watching. We'll see you next time.

>> Hey, welcome back already, Jeffrey. Here with the Cube, we are high top San Francisco in the Salesforce Tower in the newest center offices. It's really beautiful and is part of that. They have their San Francisco innovation hubs, so it's five floors of maker's labs and three D printing and all kinds of test facilities and best practices Innovation theater and in this studio, which is really fun to be at. So we're talking about hybrid cloud in the development of cloud and multi cloud. And, you know, we're, you know, continuing on this path. Not only your customers on this path, but everyone's kind of on this path is the same kind of evolved and transformed. We're excited. Have a couple experts in the field. We got Larry Soccer. He's the global managing director of Intelligent Cloud Infrastructure Service's growth and strategy at a center. Very good to see you again. Great to be here. And the Jay Patel. He's the senior vice president and general manager, cloud provider, software business unit, being where enemies of the people are nice. Well, so, uh so first off, how you like the digs appear >> beautiful place and the fact we're part of the innovation team. Thank you for that. It's so let's just >> dive into it. So a lot of crazy stuff happening in the market place a lot of conversations about hybrid cloud, multi cloud, different cloud, public cloud movement of Back and forth from Cloud. Just wanted. Get your perspective a day. You guys have been in the Middle East for a while. Where are we in this kind of evolution? It still kind of feeling themselves out. Is it? We're kind of past the first inning, so now things are settling down. How do you kind of you. Evolution is a great >> question, and I think that was a really nice job of defining the two definitions. What's hybrid worse is multi and simply put hybrid. We look at hybrid as when you have consistent infrastructure. It's the same infrastructure, regardless of location. Multi is when you have disparate infrastructure. We're using them in a collective. So just from a level setting perspective, the taxonomy starting to get standardized industry starting to recognize hybrid is a reality. It's not a step in the long journey. It is an operating model that's gonna be exists for a long time, so it's no longer about location. It's a lot harder. You operate in a multi cloud and a hybrid cloud world and together, right extension BM would have a unique opportunity. Also, the technology provider Accenture, as a top leader in helping customers figure out where best to land their workload in this hybrid multicolored world, because workloads are driving decisions right and one of the year in this hybrid medical world for many years to come. But >> do I need another layer of abstraction? Cause I probably have some stuff that's in hybrid. I probably have some stuff in multi, right, because those were probably not much in >> the way we talked a lot about this, and Larry and I were >> chatting as well about this. And the reality is, the reason you choose a specific cloud is for those native different share capability. Abstraction should be just enough so you can make were close portable, really use the caper berry natively as possible right, and by fact, that we now with being where have a native VM we're running on every major hyper scaler, right? And on. Prem gives you that flexibility. You want off not having to abstract away the goodness off the cloud while having a common and consistent infrastructure. What tapping into the innovations that the public cloud brings. So it is a evolution of what we've been doing together from a private cloud perspective to extend that beyond the data center to really make it operating model. That's independent location, right? >> Solarium cures your perspective. When you work with customers, how do you help them frame this? I mean, I always feel so sorry for corporate CEOs. I mean, they got >> complexities on the doors are already going on >> like crazy that GDP are now, I think, right, The California regs. That'll probably go national. They have so many things to be worried about. They got to keep up on the latest technology. What's happening in containers away. I thought it was Dr Knight. Tell me it's kubernetes. I mean, it's really tough. So how >> do you help them? Kind of. It's got a shot with the foundation. >> I mean, you look at cloud, you look at infrastructure more broadly. I mean, it's there to serve the applications, and it's the applications that really drive business value. So I think the starting point has to be application lead. So we start off. We have are intelligent. Engineering guys are platform guys. You really come in and look And do you know an application modernisation strategy? So they'll do an assessment. You know, most of our clients, given their scale and complexity, usually have from 520,000 applications, very large estates, and they got to start to freak out. Okay, what's my current application's? You know, you're a lot of times I use the six R's methodology, and they say, OK, what is it that I I'm gonna retire. This I'm no longer needed no longer is business value, or I'm gonna, you know, replace this with sass. Well, you know, Yeah, if I move it to sales force, for example, or service now mattress. Ah, and then they're gonna start to look at their their workloads and say OK, you know, I don't need to re factor reform at this, you know, re hosted. You know, when one and things obviously be Emily has done a fantastic job is allowing you to re hosted using their softer to find a data center in the hyper scale er's environments >> that we called it just, you know, my great and then modernized. But >> the modern eyes can't be missed. I think that's where a lot of times you see clients kind of getting the trap Hammer's gonna migrate and then figure it out. You need to start tohave a modernisation strategy and then because that's ultimately going to dictate your multi and your hybrid cloud approaches, is how they're zaps evolve and, you know, they know the dispositions of those abs to figure out How do they get replaced? What data sets need to be adjacent to each other? So >> right, so a j you know, we were there when when Pat was with Andy and talking about, you know, Veum, Where on AWS. And then, you know, Sanjay has shown up, but everybody else's conferences a Google cloud talking about you know, Veum. Where? On Google Cloud. I'm sure there was a Microsoft show I probably missed. You guys were probably there to know it. It's kind of interesting, right from the outside looking in You guys are not a public cloud per se. And yet you've come up with this great strategy to give customers the options to adopt being We're in a public hot. And then now we're seeing where even the public cloud providers are saying here, stick this box in your data center and Frank, this little it's like a little piece of our cloud of floating around in your data center. So talk about the evolution of the strategy is kind of what you guys are thinking about because you know, you're cleared in a leadership position, making a lot of interesting acquisitions. How are you guys see this evolving? And how are you placing your bets? >> You know, that has been always consistent about this. Annie. Any strategy, whether it's any cloud, was any device, you know, any workload if you will, or application. And as we started to think about it, right, one of the big things be focused on was meeting the customer where he's out on its journey. Depending on the customer, let me simply be trying to figure out looking at the data center all the way to how the drive in digital transformation effort in a partner like Accenture, who has the breadth and depth and something, the vertical expertise and the insight. That's what customers looking for. Help me figure out in my journey. First tell me where, Matt, Where am I going and how I make that happen? And what we've done in a clever way, in many ways is we've created the market. We've demonstrated that VM where's the omen? Consistent infrastructure that you can bet on and leverage the benefits of the private or public cloud. And I You know, I often say hybrids a two way street. Now, which is you're bringing Maur more hybrid Cloud service is on Prem. And where is he? On Premise now the edge. I was talking to the centering folks and they were saying the mitral edge. So you're starting to see the workloads, And I think you said almost 40 plus percent off future workers that are gonna be in the central cloud. >> Yeah, actually, is an interesting stat out there. 20 years 2020 to 70% of data will be produced and processed outside the cloud. So I mean, the the edges about, you know, as we were on the tipping point of, you know, I ot finally taking off beyond, you know, smart meters. You know, we're gonna see a huge amount of data proliferate out there. So, I mean, the lines between public and private income literary output you look at, you know, Anthony, you know, as your staff for ages. So you know, And that's where you know, I think I am where strategy is coming to fruition >> sometime. It's great, >> you know, when you have a point of view and you stick with it >> against a conventional wisdom, suddenly end up together and then all of a sudden everyone's falling to hurt and you're like, This is great, but I >> hit on the point about the vertical ization. Every one of our client wth e different industries have very different has there and to the meeting that you know the customer, you know, where they're on their journey. I mean, if you talk to a pharmaceutical, you know, geekspeak compliance. Big private cloud started to dip their toes into public. You know, you go to minds and they're being very aggressive public. So >> every manufacturing with EJ boat back in >> the back, coming to it really varies by industry. >> And that's, you know, that's a very interesting here. Like if you look at all the ot environment. So the manufacturing we started see a lot of end of life of environment. So what's that? Next generation, you know, of control system's gonna run on >> interesting on the edge >> because and you've brought of networking a couple times where we've been talking it, you know, and as as, ah, potential gate right when I was still in the gates. But we're seeing Maura where we're at a cool event Churchill Club, when they had Xilinx micron and arm talking about, you know, shifting Maur that compute and store on these edge devices ti to accommodate, which you said, you know, how much of that stuff can you do at the adverse is putting in. But what I think is interesting is how are you going to manage that? There is a whole different level of management complexity when now you've got this different level of you're looting and security times many, many thousands of these devices all over the place. >> You might have heard >> recent announcements from being where around the carbon black acquisition right that combined with our work space one and the pulse I ot well, >> I'm now >> giving you a management framework with It's what people for things or devices and that consistency. Security on the client tied with the network security with NSX all the way to the data center, security were signed. A look at what we call intrinsic security. How do we bake and securing the platform and start solving these end to end and have a park. My rec center helped design these next generation application architectures are distributed by design. Where >> do you put a fence? You're you could put a fence around your data center, >> but your APP is using service now. Another SAS service is so hard to talk to an application boundary in the sea security model around that. It's a very interesting time. >> You hear a lot of you hear a >> lot about a partnership around softer to find data center on networking with Bello and NSX. But we're actually been spending a lot of time with the i o. T. Team and really looking at and a lot of our vision, the lines. I mean, you actually looked that they've been work similarly, agent technology with Leo where you know, ultimately the edge computing for io ti is gonna have to be containerized because you can need multiple middleware stacks supporting different vertical applications, right? We're actually you know what we're working with with one mind where we started off doing video analytics for predictive, you know, maintenance on tires for tractors, which are really expensive. The shovels, It's after we started pushing the data stream up it with a video stream up into azure. But the network became a bottleneck looking into fidelity. So we gotta process there. They're not looking autonomous vehicles which need eight megabits low laden C band with, you know, sitting at the the edge. Those two applications will need to co exist. And you know why we may have as your edge running, you know, in a container down, you know, doing the video analytics. If Caterpillar chooses, you know, Green Grass or Jasper that's going to co exist. So you see how the whole container ization that were started seeing the data center push out there on the other side of the pulse of the management of the edge is gonna be very difficult. I >> need a whole new frontier, absolutely >> moving forward. And with five g and telco. And they're trying to provide evaluated service is So what does that mean from an infrastructure perspective. Right? Right, Right. When do you stay on the five g radio network? Worse is jumping on the back line. And when do you move data? Where's his process? On the edge. Those all business decisions that need to be doing to some framework. >> You guys were going, >> we could go on. Go on, go. But I want to Don't fall upon your Segway from containers because containers were such an important part of this story and an enabler to the story. And, you know, you guys been aggressive. Move with hefty Oh, we've had Craig McCloskey, honor. He was still at Google and Dan great guys, but it's kind of funny, right? Cause three years ago, everyone's going to Dr Khan, right? I was like that were about shows that was hot show. Now doctors kind of faded and and kubernetes has really taken off. Why, for people that aren't familiar with kubernetes, they probably here to cocktail parties. If they live in the Bay Area, why's containers such an important enabler? And what's so special about Coburn? 80 specifically. >> Do you wanna go >> on the way? Don't talk about my products. I mean, if you >> look at the world is getting much more dynamics on the, you know, particularly you start to get more digitally to couple applications you started. You know, we've gone from a world where a virtual machine might have been up for months or years. Toe, You know, obviously you have containers that are much more dynamic, allowed to scale quickly, and then they need to be orchestrated. That's essential. Kubernetes does is just really starts to orchestrate that. And as we get more distributed workloads, you need to coordinate them. You need to be able to scale up as you need it for performance, etcetera. So kubernetes an incredible technology that allows you really to optimize, you know, the placement of that. So just like the virtual machine changed, how we compute containers now gives us a much more flexible portable. You know that, you know you can run on anything infrastructure, any location, you know, closer to the data, et cetera. To do that. And I >> think the bold movie >> made is, you know, we finally, after working with customers and partners like century, we have a very comprehensive strategy. We announced Project Enzo, a philosophy in world and Project tansy really focused on three aspects of containers. How do you build applications, which is pivotal in that mansion? People's driven around. How do we run these arm? A robust enterprise class run time. And what if you could take every V sphere SX out there and make it a container platform? Now we have half a million customers. 70 million be EMS, all of sudden that run time. We're continue enabling with the Project Pacific Soviets. Year seven becomes a commonplace for running containers, and I am so that debate of'em czar containers done gone well, one place or just spin up containers and resource is. And then the more important part is How do I manage this? You said, becoming more of a platform not just an orchestration technology, but a platform for how do I manage applications where I deploy them where it makes most sense, right? Have decoupled. My application needs from the resource is, and Coburn is becoming the platform that allows me to port of Lee. I'm the old job Web logic guy, right? >> So this is like distributed Rabb logic job on steroids, running across clouds. Pretty exciting for a middle where guy This is the next generation and the way you just said, >> And two, that's the enabling infrastructure that will allow it to roll into future things like devices. Because now you've got that connection >> with the fabric, and that's working. Becomes a key part of one of the key >> things, and this is gonna be the hard part is optimization. So how do we optimize across particularly performance, but even costs? >> You're rewiring secure, exact unavailability, >> Right? So still, I think my all time favorite business book is Clayton Christians. An innovator's dilemma. And in one of the most important lessons in that book is What are you optimizing four. And by rule, you can't optimize for everything equally you have to you have to rank order. But what I find really interesting in this conversation in where we're going in the complexity of the throughput, the complexity of the size of the data sets the complexity of what am I optimizing for now? Just begs for applied a I or this is not This is not a people problem to solve. This is this >> is gonna be all right. So you look at >> that, you know, kind of opportunity to now apply A I over the top of this thing opens up tremendous opportunity. >> Standardize infrastructural auditory allows you to >> get more metrics that allows you to build models to optimize infrastructure over time. >> And humans >> just can't get their head around me because you do have to optimize across multiple mentions. His performances cost, but then that performances gets compute. It's the network, I mean. In fact, the network's always gonna be the bottlenecks. You look at it even with five G, which is an order of magnitude, more bandwidth from throughput, the network will still lag. I mean, you go back to Moore's Law, right? It's Ah, even though it's extended to 24 months, price performance doubles. The amount of data potentially can kick in and you know exponentially grow on. Networks don't keep pays, so that optimization is constantly going to be tuned. And as we get even with increases in network, we have to keep balancing that right. >> But it's also the business >> optimization beyond the infrastructure optimization. For instance, if you're running a big power generation field of a bunch of turbines, right, you may wanna optimize for maintenance because things were running at some steady state. But maybe there's oil crisis or this or that. Suddenly the price, right? You're like, forget the maintenance. Right now we've got you know, we >> got a radio controlled you start about other >> than a dynamic industry. How do I really time change the behavior, right? Right. And more and more policy driven. Where the infrastructure smart enough to react based on the policy change you made. >> That's the world we >> want to get to. And we're far away from that, right? >> Yeah. I mean, I think so. Ultimately, I think the Cuban honeys controller gets an A I overlay and the operators of the future of tuning the Aye aye engines that optimizing, >> right? Right. And then we run into the whole thing, which we've talked about many times in this building with Dr Room, A child re from a center. Then you got the whole ethics overlay on top of the thing. That's a whole different conversation from their day. So before we wrap kind of just want to give you kind of last thoughts. Um, as you know, customers Aaron, all different stages of their journey. Hopefully, most of them are at least at least off the first square, I would imagine on the monopoly board What does you know, kind of just top level things that you would tell people that they really need just to keep always at the top is they're starting to make these considerations, starting to make these investments starting to move workloads around that they should always have kind of top >> of mind. For me, it's very simple. It's really about focused on the business outcome. Leverage the best resource for the right need and design. Architectures are flexible that give you a choice. You're not locked in and look for strategic partners with this technology partners or service's partners that alive you to guide because the complexities too high the number of choices that too high. You need someone with the breath in depth to give you that platform in which you can operate on. So we want to be the digital kind of the ubiquitous platform. From a software perspective, Neck Centuries wants to be that single partner who can help them guide on the journey. So I think that would be my ask. It's not thinking about who are your strategic partners. What is your architecture and the choices you're making that gave you that flexibility to evolve. Because this is a dynamic market. What should make decisions today? I mean, I'll be the one you need >> six months even. Yeah. And And it's And that that dynamic that dynamics is, um is accelerating if you look at it. I mean, we've all seen change in the industry of decades in the industry, but the rate of change now the pace, you know, things are moving so quickly. >> I mean, little >> respond competitive or business or in our industry regulations, right. You have to be prepared for >> Yeah. Well, gentlemen, thanks for taking a few minutes and ah, great conversation. Clearly, you're in a very good space because it's not getting any less complicated in >> Thank you. Thank you. All right. Thanks, Larry. Ajay, I'm Jeff. You're watching the Cube. >> We are top of San Francisco in the Salesforce Tower at the center Innovation hub. Thanks for watching. We'll see next time. Quick

>> Hi, I'm Peter Burris, and welcome to another CUBE Conversation from our studios in Palo Alto, California. Today we're joined by Michael Liebow, who's the global managing director of Accenture Cloud, brings a great perspective on what is happening as customers try to move to the cloud, in part because you helped direct Accenture's move to the cloud. Welcome to theCUBE, Michael. >> Thank you, great to be here, Peter. >> So Michael, tell us a little bit about yourself and what Accenture's global cloud business unit does. >> We've been at this for a long time now. I've personally been with Accenture for five years and we've been driving this transformation, not just in our industry, but for Accenture, as we pivot to cloud and cloud-enabled technologies and essentially creating, rotating, to the new. And that is our focus. So how do you do that? Cloud is an enabler, it is a vehicle, it helps to create agility. We researched a whole bunch of enterprise customers not too long ago and found that every organization, like 90-odd percent, had a cloud strategy. A very few had a cloud strategy that was aligned to a business outcome. And so what I would posture is that where you have cloud aligned with business, you have cloud. Otherwise, you just have a paper exercise. >> Or just a new set of technologies that could fail as easy as anything else you might have. >> Well, in a lab somewhere, as a science experiment. And not real business impact, where you're saving money or you're innovating or you're creating the next, you're disrupting your industry. So where people are actually using cloud to change their business, that's where it gets exciting. And there are lots of industries across the globe where that's happening. Countries are adopting cloud. We are adopting cloud. We're now just declared 90% in the public cloud. And that's been a three, four-year journey and we figured, how do you sell this stuff if you don't use this stuff? >> No, I think it's a great point, Michael. I want to use a metaphor to try to tease some of that out. So a legal scholar would say that there's constitutional and statutory law. Statutory law guides day-to-day activities, so it's not unlike how you provision this or how you optimize that. And then there's constitutional law, which is basically the laws or how you change the laws. What we're talking about is two shifts going on at once within a lot of companies, and that's driving a significant amount of complexity and uncertainty. They are changing statutory law as they think about moving to the cloud, but they're also changing the constitutional law, or they're applying constitutional law, the rules of how they think about workloads, how they think about their businesses changing. So let's start with some of the constitutional principles, if you will, of moving to the cloud. What did Accenture learn about the rules for changing the rules as you went to the cloud, and how are you using the historical discipline that Accenture brings to those kinds of questions and applying it to helping customers? >> So one of the things you learn very quickly is that your old policies, your rules, whatever regulations, laws, were drafted for a bygone era, for legacy. And in the cloud, things are different. And so if you take those policies and how you think about how you do things and you apply it to the cloud, then you're treating the cloud as just another data center. So right there, five years of learning, that's a huge mistake. >> So number one is, don't treat the cloud as another data center. >> Yes. >> As kind of that high level metalogue, then. >> Right, 'cause if you look at your policies and your security models, an organization would take the cloud and they would put it... The access to the cloud in a bunker in a basement with no windows and no doors, and so you wouldn't have cloud. Cloud is democracy. It's about allowing all. So constitutionally, all people have access to the cloud and all the innovation is in the cloud. All the investment in the industry is in the cloud. We're looking at an unprecedented build-out of cloud capacity across the globe. They're opening new regions, new availability zones all the time in new places. >> Peter: These are the big cloud providers. >> Yes, 'cause I mean, they're spending in aggregate $30 billion a year. No organization can match that. >> And that's just the top three. That's just Google-- >> That's just the hyper three. >> Yeah, and that doesn't include what Alibaba's doing and some of the other players elsewhere in the world. >> But they're not spending at the rate that the hyper three are. >> Got it. >> The hyper three are spending about 10 billion a year each, a little bit more, a little bit less. Anybody else? They're down around the single digit. One, two, maybe three. Alibaba's I think about three or four, but everybody else is in that ones or twos. >> So rule number one is don't treat it as a data center. Rule number two is recognize that one of the beauties of the cloud model is that it gives you access to everybody. >> Michael: Yes. >> And you just have to determine how you want to provide that access as opposed to just the resources inside your network or inside your organization. >> So early days, about the whole notion of service orientation was to publish services that could be consumed. So you want to abstract these services and you want to make them available, broadly. And so people talk about platforms. What's a platform? A platform is nothing without community. So you're now able to do things that we've been talking about for decades, and that is huge. That's where all the innovation occurs. So now you're providing a level of access, level of capability. Broadly speaking, it's like the next revolution from the early days of the internet. And it's changing enterprise and it's changing it dramatically. It's not just the change, it's a disruption. So now IT needs to think differently. It's probably the biggest shift, paradigm shift that we've seen ever. And so your existing vendor stable and those relationships that you've built up over the years may not be helpful to you right now in terms of how much things are changing and how fast things are changing. Do you have a cloud strategy? Is it aligned with business outcomes? And it's not just cost saving. It's about agility, it's about speed, it's about creating an innovative culture. Do you have the right talent? These are all things that come into play, in terms of your law analogy, that change the game. So now I need new laws. I need new ways to think about my new enterprise and how I'm going to operate. One of the things, not only if you think about cloud as an underpinning, so we're now 90% in the cloud, but if you look at our financials, we've rotated to the new. So digital cloud security are now well over 50% of our revenues. We're taking our legacy business or our core business, it's shrinking, and we've rotated. And now we're starting to think about the new new, which are things like machine learning and applied intelligence and whatnot, you know, block chain. New capabilities that you could do because now you have a cloud underpinning that helps you get there. >> I think it's a really important point, 'cause we've always argued at Wikibon that cloud really, in many respects, is that network application development world that we've talked about. SOA, all these other things, still presume that you had a whole bunch of individual pieces and it was about bringing them together. Cloud really provides a whole notion of network or internet-scale computing, and how you developed that really is what you're getting when you move to the cloud. Is that accurate? >> No, I mean, it's absolutely, because the notion then became about orchestration, standardization, self or shared services. Automation. When I think about what cloud is, those are the words, the underpinning, for why cloud. You get all of that. And so now I have shared services that I can publish out, people can consume. I can orchestrate these services. I can create a standard. Even for GSIs, global system integrators, that's a big change. Because I used to just bespoke stuff on your premise. Now I can assemble stuff, alright, and make it available to you and I can change your business model overnight. And so that's the kind of things that we're seeing. We're bringing our best people, landing them at a client, and saying, "How do we transform?" It's not just about the cloud, it's not about selecting a provider, it's about a transformation of operating model. It's about change. How do I educate, reskill your people, retrain them, refocus them? And it's about, really, just the technology platform for the future. >> So I want to build on something you just said. Accenture has moved 90% of the cloud, maybe you have some more, I'm sure you have some more to go, and maybe that last 10% is going to be especially tricky. We'll see. But clearly you mentioned the global system integrators. You said that Accenture, your market, the way you're servicing your customers is changing. How overall is the role of the GSI evolving as companies move to the cloud? Because are you getting there once, you're getting in there once and they do everything themselves? Is there some sort of approach you're taking to help them sustain that? Because the diffusion of knowledge about the cloud and how to get to the cloud is not evenly spread across the industry. How is the role of the GSI changing in the midst of this transformation? >> I can speak to Accenture and not the industry per se. We embarked on something that we packaged as, we call it to Journey to Cloud, J to C, is our internal acronym, and Journey to Cloud has different components. It has a strategy and assessment focus. It has a migration focus and a run. And that's your journey. And so we've basically codified, invested in, and hardened a set of assets and capabilities, skills, people, around those three key elements so that any organization, if you just want a strategy or if you want us to take you through strategy to migration, get you to the cloud, and then run that operation for you, we can do any and all. And so that really is the motion, and one of the good things about Accenture, per se, I think we're probably number one in cloud, cloud services. But the point here is that we never did your mess for less. We never bought your assets, rebatched your people. There were other organizations that did that. So we weren't encumbered. One of the things I liked about coming to Accenture is that it didn't have certain encumbrances that would skew, just in culture. So the way we used to do things is not necessarily the way we will be doing things. >> You don't have a bunch of assets that you bought that you now have to service and that's going to impact your strategy? >> It's going to slow you down, right, and it's going to cause whatever internal friction between the old and the new. So you have those types of issues that go on in a lot of organizations. I mean, people love their data centers. They love the blinking lights. They like their vendors. I mean, that's inertia. And so in order to move, you have to free yourself of some of these encumbrances and think differently about your new operating environment. >> We've said that the difference between business and digital business is that a digital business acknowledges and explicitly acknowledges the role that data plays in their business, data as an asset. And that you can measure a digital business transformation based on the degree to which a business has reinstitutionalized work and organized work and organized its resources around data as an asset. It sounds as though your suggestion can do the same type of thing thinking about cloud, where the migration to the cloud or the transition to the cloud or transformation to the cloud is, how deeply have you really reinstitutionalized your work around that new operating model the cloud suggests? Is that accurate? >> Yeah, no, there was new roles and new capabilities that have to be thought through. There's new workflows, so your service model, your security model, your operating model, your execution model, they're all new. And you have to embrace that, think through that, and then have a change program to get you from where you are to this new place. People have said bimodal, right? There's this old mode and this new mode. Whatever, right? But the fact of the matter is that there's a gap between the old and the new. And so how do you bridge that gap? Now, I run a platform, and so we acknowledge the legacy, so our goal is to get you from legacy to cloud. We have to manage the policies, the security model, the governance, between the old and the new. How do you do that? Well, it's, yes, an abstraction, but it's a control plane. And so you have to tool for it. You have to tool for the change management and for the transformation, and then you have to have an underpinning that allows you to move from legacy through virtual, private maybe, to public, and that's your spectrum. We've invested significantly in creating that platform so that we can help organizations. Not everything is fully automated end to end. That would be kind of foolish. But you have to be able to think through how your legacy IT operations approach and your new cloud operations approach, how they connect. >> Well, as you said, you could assess, migrate, and run, and the migration is not just migrating hardware or data or workloads, it's migrating the operating model, how you think about what your business is, how your business is going to operate in a digital context as part of the run process. So two quick questions, and then, well, two quick questions. Number one is that... That there is this hump. This migrate is a hump. It's a hump from a risk standpoint, it's a hump from a cost standpoint, it's a hump from a management standpoint, some of the dislocations that might be required. I'm going to ask you to take us through that a little bit, how it worked at Accenture and how you think it's going to work elsewhere, and then finally you've kind of described what the one relationship would be with a company like Accenture, but I want to be a little bit more explicit about that. But let's start with that hump. What is a client going to face when they look at that hump? That migration hump? >> No, no, the word you used, and it's the right word, is risk. How do you re-risk the risk? How do you approach this so that you understand one, your cost model? A lot of organizations don't have-- >> Peter: From a technology standpoint. >> They don't have a clear line of sight to what that cost model is. They might have bits and pieces, but they haven't really pulled it all together into a common view, 'cause they haven't had to. If you think about where the cost was centered, it wasn't at a project level or an application, it was at a senior level, and they bought a data center. And then they depreciated it. So now, and they didn't do showback. Forget about chargeback. So now you're trying to give you in that assessment phase as to what your costs are, and if you decommissioned, exited data centers, what would the savings be, 'cause that underwrites your migration. So we can bring clarity to that, number one. Number two, we do migration at scale, so we have factories and we have runbooks and we have tooling end to end. So we can discover what's not in your CMBD and we can take you from your current situation to the cloud and we can do it quickly, 'cause speed is everything. Give me a year, give me a month. I've taken people out of data centers in a month. We can do that because we've hardened these processes and we've built the factories in order to be able to scale them. And then once we get you there, because you looked at the business case, but you're not just moving to an environment of continuous integration or continuous improvement or continuous deployment, you're looking at a new environment of continuous optimization. You have to structure the operating model so that you know at any given moment, we're moving to the ability to build by the day. You're buying assets by the second. This is a whole-- >> Or resources. >> Yes. Well, I think of them as assets. But you're right. It's about resource management and you're consuming these resources literally by the second. You know, for cloud native companies, they can wipe the slate clean every day, every night, and the next morning spin up a whole new set of resources. They've just refreshed their entire estate overnight. Other organizations are sitting there with assets depreciating on cement and they're refreshing every seven years. So it's a whole new kind of environment to be able to think through that. They have DR facilities that are sitting there idle that are sucking tons of cash out of the balance sheet. What do you do with that? If you free that up, and think about, not just DR in the cloud, but active active implementations of applications that are scaling up and down so you're not buying to the peak, you're not buying to a valley. Your whole operating style: dramatically different. And the optimization, if I'm looking at your cost profile, I'm looking at it daily, I can see you used to overprovision machines because you weren't ever sure you were going to get another one so you'd buy big. Now you buy small and you just kind of-- >> Or rent. >> To me, the language changed. Yeah, I'm buying for the moment. I mean, if I spot-buy them, I could buy 10,000 instances for an hour and then get rid of it. The whole construct here in terms of how you think about consumption is dramatically different. >> Alright, so last question: as you think about a client's relationship after this during the run phase, very quickly, what is the difference in their relationship with an Accenture versus what was their relationship with an Accenture 10 years ago? How is it different? How is Accenture a cloud company? >> 10 years ago, it's kind of hard, 'cause I think about traditional outsourcing, and Accenture never really got into that market. It was never your mess for less. And people were locked in, they weren't happy with the level of service. It took six months to provision new hardware. That was 10 years ago. Today you take a process, provision whatever you need... >> But Accenture has a management platform that sustains that relationship. >> Well... What Accenture wanted to do was to figure out how do we add value in this new world? So we created a management plane above multiple clouds. We said, it's highly likely that there will be more than one single provider. There will be three. And we bet it was three a long time ago. And then we built fidelity around those three and we said, "How do we add value around that?" Well, multi-cloud, so I just got a patent, my first patent of many, on multi-cloud tagging. It allows us to tag resources across clouds. Okay, now what does that do for you? Well, that allows you to enforce policy. Policy's not paper. Policy is dynamic. So now I can govern how people use things and I can tag resources across different providers, and what does that allow me to do? Well, not only can I govern that, I can analyze that. So it's not data as an asset, it's data as a service. So now I have insight into what people are doing, how these tagged resources, how they're using them. Are they consistent with policy? I can scan my entire environment every 10 minutes and I can ensure a level of compliance. So now I'm more secure, I'm more confident, that not only are we governing the usage of these resources, but they're being used within policy and they're secure. And then the last thing is cost. I can look at cost. You just spun up a whole bunch of resources. Were you allowed to do that? Is that within budget? >> So in many respects, Accenture participates in the governance process of resources as part of the ongoing relationship. >> Securely and within cost. To provide those controls. But it's a level of freedom because you as a developer, I want you to go native. I want to coexist. I'll discover what you're doing, but you go straight to that console, 'cause that's the most robust. They just launched 1,000 new services, whomever. Use them. Leverage them. >> Well, that's part of the whole, the cloud gives you access to more than you had before. >> Right, and 10 years ago, it was contained. It was a separated from. You issued a ticket or service request. It took whatever latency, whatever process, to get that service request approved. And this new age, you need to be able to move fast. You need to be able to respond to whatever market demand, and so you need to enable this community to leverage those things, not go around you, but for you to support them, but ensure that it's within policy, that it's secure, and that it's cost-managed. >> And within that whole construct, Accenture hopes to be able to help sustain those relationships to keep the transaction costs low so that all the riches of the cloud can be brought to bear in a company's business. >> Very well put. >> Alright, so Michael Liebow, global director, or global manager-- >> Managing director. Global managing director of Accenture's cloud platform, thank you very much for being theCUBE, Michael. Great conversation. >> Thank you. Yeah, terrific. >> Once again, this is Peter Burris, you've been watching a CUBE Conversation. 'Til next time.

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum Karthik NurAin. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a head, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going to this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they coordinate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap, uh, between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually whitening. >>So you've just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud. Uh, our, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud. Um, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion as with us, uh, that ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast, forwarded it to, uh, happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that capabilities together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and, and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that there's a need for the strategy is, like I said, COVID is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy. Hans is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the vehicles, uh, an organization or an enterprise is going to go to, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot. The more the experiment and the lower cost at which they experiment is going to help them experiment a lot and experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employee's weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that could create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing their complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult, uh, underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is good to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And there's this, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to that. You change. And, um, us leverages the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud first, we are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. >>And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Decatur wants to get to with this. We are going to simplify their operating model and organization by providing it flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough, uh, R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joint investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, they're seeing you actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in what economic forum that, that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years, they are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is going to come closer to the human lives. It's going to come from cloud pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's going to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, uh, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture. We say, let there be change as our, as a purpose. >>I genuinely believe that cloud first is going to be in the forefront of that change agenda, both for Accenture as well as for the rest of the world. Excellent. Let there be change, indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca night's stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS >>Welcome everyone to the Q virtual and our coverage of the Accenture executive summit, which is part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the green, the cloud and joining me is Kishor Dirk. He is Accenture senior managing director cloud first global services lead. Thank you so much for coming on the show. Kishor nice to meet you. So I want to start by asking you what it is that we mean when we say green cloud, we know that sustainability is a business imperative. So many organizations around the world are committing to responsible innovation, lowering carbon emissions, but what's this, what is it? What does it mean when they talk about cloud from a sustainability perspective? I think it's about responsible innovation being cloud is a cloud first approach that has profits and benefit the clients by helping reduce carbon emissions. >>Think about it this way. You have a large number of data centers. Each of these data centers are increasing by 14% every year. And this double digit growth. What you're seeing is these data centers and the consumption is nearly coolant to the kind of them should have a country like Spain. So the magnitude of the problem that is out there and how do we pursue a green approach. If you look at this, our Accenture analysis, in terms of the migration to public cloud, we've seen that we can reduce that by 59 million tons of CO2 per year with just the 5.9% reduction in total ID emissions and equates this to 22 million cars off the road. And the magnitude of reduction can go a long way in meeting climate change commitments, particularly for data sensitive. >>Wow, that's incredible. What the numbers that you're putting forward are, are absolutely mind blowing. So how does it work? Is it a simple cloud migration? So, you know, when companies begin their cloud journey and then they confront, uh, with them a lot of questions, the decision to make, uh, this particular, uh, element sustainable in the solution and benefits they drive and they have to make wise choices, and then they will be unprecedented level of innovation leading to both a greener planet, as well as, uh, a greener balance sheet, I would say, uh, so effectively it's all about ambition data, the ambition, greater the reduction in carbon emissions. So from a cloud migration perspective, we look at it as a, as a simple solution with approaches and sustainability benefits, uh, that vary based on things it's about selecting the right cloud provider, a very carbon thoughtful provider and the first step towards a sustainable cloud journey. >>And here we're looking at cloud operators, obviously they have different corporate commitments towards sustainability, and that determines how they plan, how they build, uh, their, uh, uh, the data centers, how they are consumed and assumptions that operate there and how they, or they retire their data centers. Then, uh, the next element that you want to do is how do you build it ambition, you know, for some of the companies, uh, and average on-prem, uh, drives about 65% energy reduction and the carbon emissions and reduction number was 84%, which is kind of good, I would say. But then if you could go up to 98% by configuring applications to the cloud, that is significant benefit for, uh, for the board. And obviously it's a, a greener cloud that we're talking about. And then the question is, how far can you go? And, uh, you know, the, obviously the companies have to unlock greater financial societal environmental benefits, and Accenture has this cloud based circular operations and sustainable products and services that we bring into play. So it's a, it's a very thoughtful, broader approach that w bringing in, in terms of, uh, just a simple concept of cloud migration, >>We know that in the COVID era, shifting to the cloud has really become a business imperative. How is Accenture working with its clients at a time when all of this movement has been accelerated? How do you partner and what is your approach in terms of helping them with their migration? >>Yeah, I mean, let, let me talk a little bit about the pandemic and the crisis that is there today. And if you really look at that in terms of how we partnered with a lot of our clients in terms of the cloud first approach, I'll give you a couple of examples. We worked with rolls Royce, McLaren, DHL, and others, as part of the ventilator challenge consortium, again, to, uh, coordinate production of medical ventilator surgically needed for the UK health service. Many of these farms I've taken similar initiatives in, in terms of, uh, you know, from a few manufacturers hand sanitizers and to hand sanitizers, and again, leading passionate labels, making PPE, and again, at the UN general assembly, we launched the end-to-end integration guide that helps company essentially to have a sustainable development goals. And that's how we have parking at a very large scale. >>Uh, and, and if you really look at how we work with our clients and what is Accenture's role there, uh, you know, from, in terms of our clients, you know, there are multiple steps that we look at. One is about, uh, planning, building, deploying, and managing an optimal green cloud solution. And Accenture has this concept of, uh, helping clients with a platform to kind of achieve that goal. And here we are having, we are having a platform or a mine app, which has a module called BGR advisor. And this is a capability that helps you provide optimal green cloud, uh, you know, a business case, and obviously a blueprint for each of our clients and right from the start in terms of how do we complete cloud migration recommendation to an improved solution, accurate accuracy to obviously bringing in the end to end perspective, uh, you know, with this green card advisor capability, we're helping our clients capture what we call as a carbon footprint for existing data centers and provide, uh, I would say the current cloud CO2 emission score that, you know, obviously helps them, uh, with carbon credits that can further that green agenda. >>So essentially this is about recommending a green index score, reducing carbon footprint for migration migrating for green cloud. And if we look at how Accenture itself is practicing what we preach, 95% of our applications are in the cloud. And this migration has helped us, uh, to lead to about $14.5 million in benefit. And in the third year and another 3 million analytics costs that are saved through right-sizing a service consumption. So it's a very broad umbrella and a footprint in terms of how we engage societaly with the UN or our clients. And what is it that we exactly bring to our clients in solving a specific problem? >>Accenture isn't is walking the walk, as you say yes. >>So that's that instead of it, we practice what we preach, and that is something that we take it to heart. We want to have a responsible business and we want to practice it. And we want to advise our clients around that >>You are your own use case. And so they can, they know they can take your advice. So talk a little bit about, um, the global, the cooperation that's needed. We know that conquering this pandemic is going to take a coordinated global effort and talk a little bit about the great reset initiative. First of all, what is that? Why don't we, why don't we start there and then we can delve into it a little bit more. >>Okay. So before we get to how we are cooperating, the great reset, uh, initiative is about improving the state of the world. And it's about a group of global stakeholders cooperating to simultaneously manage the direct consequences of their COVID-19 crisis. Uh, and in spirit of this cooperation that we're seeing during COVID-19, uh, which will obviously either to post pandemic, to tackle the world's pressing issues. As I say, uh, we are increasing companies to realize a combined potential of technology and sustainable impact to use enterprise solutions, to address with urgency and scale, and, um, obviously, uh, multiple challenges that are facing our world. One of the ways that you're increasing, uh, companies to reach their readiness cloud with Accenture's cloud core strategy is to build a solid foundation that is resilient and will be able to faster to the current, as well as future times. Now, when you think of cloud as the foundation, uh, that drives the digital transformation, it's about scale speed, streamlining your operations, and obviously reducing costs. >>And as these businesses seize the construct of cloud first, they must remain obviously responsible and trusted. Now think about this, right, as part of our analysis, uh, that profitability can co-exist with responsible and sustainable practices. Let's say that all the data centers, uh, migrated from on-prem to cloud based, we estimate that would reduce carbon emissions globally by 60 million tons per year. Uh, and think about it this way, right? Easier metric would be taking out 22 million cars off the road. Um, the other examples that you've seen, right, in terms of the NHS work that they're doing, uh, in, in UK to build, uh, uh, you know, uh, Microsoft teams in based integration. And, uh, the platform rolled out for 1.2 million in interest users, uh, and got 16,000 users that we were able to secure, uh, instant messages, obviously complete audio video calls and host virtual meetings across India. So, uh, this, this work that we did with NHS is something that we have are collaborating with a lot of tools and powering businesses. >>Well, you're vividly describing the business case for sustainability. What do you see as the future of cloud when thinking about it from this lens of sustainability, and also going back to what you were talking about in terms of how you are helping your, your fostering cooperation within these organizations. >>Yeah, that's a very good question. So if you look at today, right, businesses are obviously environmentally aware and they are expanding efforts to decrease power consumption, carbon emissions, and they want to run a sustainable operational efficiency across all elements of their business. And this is an increasing trend, and there is that option of energy efficient infrastructure in the global market. And this trend is the cloud first thinking. And with the right cloud migration that we've been discussing is about unlocking new opportunity, like clean energy foundations enable enabled by cloud based geographic analysis, material, waste reductions, and better data insights. And this is something that, uh, uh, we'll we'll drive, uh, with obviously faster analytics platform that is out there. Now, the sustainability is actually the future of business, which is companies that are historically different, the financial security or agility benefits to cloud. Now sustainability becomes an imperative for them. And I would on expedience Accenture's experience with cloud migrations, we have seen 30 to 40% total cost of ownership savings. And it's driving a greater workload, flexibility, better service, your obligation, and obviously more energy efficient, uh, public clouds that cost we'll see that, that drive a lot of these enterprise own data centers. So in our view, what we are seeing is that this, this, uh, sustainable cloud position helps, uh, helps companies to, uh, drive a lot of the goals in addition to their financial and other goods. >>So what should organizations who are, who are watching this interview and saying, Hey, I need to know more, what, what do you recommend to them? And what, where should they go to get more information on Greenplum? >>No, if you you're, if you are a business leader and you're thinking about which cloud provider is good, or how, how should applications be modernized to meet our day-to-day needs, which cloud driven innovations should be priorities. Uh, you know, that's why Accenture, uh, formed up the cloud first organization and essentially to provide the full stack of cloud services to help our clients become a cloud first business. Um, you know, it's all about excavation, uh, the digital transformation innovating faster, creating differentiated, uh, and sustainable value for our clients. And we're powering it up at 70,000 cloud professionals, $3 billion investment, and, uh, bringing together and services for our clients in terms of cloud solutions. And obviously the ecosystem partnership that we have that we are seeing today, uh, and the assets that help our clients realize their goals. Um, and again, to do reach out to us, uh, we can help them determine obviously, an optimal, sustainable cloud for solution that meets the business needs and being unprecedented levels of innovation. Our experience will be our advantage. And now more than ever, Rebecca, >>Just closing us out here. Do you have any advice for these companies who are navigating a great deal of uncertainty? We, what, what do you think the next 12 to 24 months? What do you think that should be on the minds of CEOs as they go through? >>So, as CEO's are thinking about rapidly leveraging cloud, migrating to cloud, uh, one of the elements that we want them to be thoughtful about is can they do that, uh, with unprecedent level of innovation, but also build a greener planet and a greener balance sheet, if we can achieve this balance and kind of, uh, have a, have a world which is greener, I think the world will win. And we all along with Accenture clients will win. That's what I would say, uh, >>Optimistic outlook. And I will take it. Thank you so much. Kishor for coming on the show >>That was >>Accenture's Kishor Dirk, I'm Rebecca Knight stay tuned for more of the cube virtuals coverage of the Accenture executive summit >>Around the globe. >>It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific know-how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry, Arjun, baby. He is the senior managing director and chairman of Accenture's diamond leadership council. Welcome Arjun Karl hick. He is the chief digital and information officer at Takeda. >>What is your bigger, thank you, Rebecca >>And Brian bowhead, global director, and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming on. Thank you. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? What, what, why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think, uh, I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and, uh, broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the large acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage this strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation, um, at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as the launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, associate we're employed to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. That'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it legal, hold up, sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards enterprise data platforms and digital products. And then ultimately, uh, uh, P you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, uh, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second, uh, component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that, you know, how do ideas go from getting tested and months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit. Let's, let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that it is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, th thank you for that. And, um, I've got to give call a lot of credit, because as we started to think about this journey, it was clear, it was a bold ambition. It was, uh, something that, you know, we had all to do differently. And so the, the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. >>They're one of the best at supply chain. So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group, so that we can keep that front and center. >>And what I think ultimately has enabled us to do is it allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way. >>Brian, what about you? What have you observed and what are you thinking about in terms of how this is helping teams collaborate differently? >>Yeah, absolutely. And RJ made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of skill and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda, and frankly, Takeda was, was really, I think, pretty visionary and on their way here, right. And taking this kind of cross-functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure, although altogether, and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts, all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool was, and these capabilities and the best way to do that, isn't across kind of a cross collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster in those areas. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are, are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this call it, this, this digital and data kind of capability building, uh, takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Cato where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these very much sort of remote, uh, sort of days, we, we use what we call global it days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that, uh, can be considered. And then thirdly, um, of course, every organization to work on, how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's, uh, ability to become more agile and more innovative and at a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the technology is going to be the silver bullet where we're, in fact it is the culture. It is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and the kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and, and so that's been, that's been key. And so we think about innovation at Amazon and AWS, and Carl mentioned some of the things that, you know, partner like AWS can bring to the table is we talk a lot about builders, right? >>So kind of obsessive about builders. Um, and, and we meet what we mean by that is we at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake in whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of a innovation pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with Takeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well. And Accenture's, and so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon or two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with the cadence around innovation, that's been really critical. Carl, where are you already seeing signs of success? >>Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a Maven. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high speed pilots that we're working through right now, specifically in this, in this area. And we're seeing >>Really great results already. Um, and so that's, that's one specific area of focus are Jen, I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey? Yes. Sorry. Arjun. >>Yeah, no, I was breaking up a bit. No, I think they, um, the key is what what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, in all the components that you need, uh, ultimately that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and the life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that Takeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Thank you. Yeah, it's been fun. Thanks Rebecca. >>And thank you for tuning into the cube. Virtual is coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of Accenture executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, and we also have Matthew lb. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for joining us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with >>You. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yeah, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westman ins police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach the offices on the front line, through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious, um, process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing, and I'm old clunky system that needed a technological, uh, reimagination. So what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and some of my operational colleagues, we recognize the benefits, um, that data analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at the time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space? That's appropriate, >>Helen. I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that Clyde would provide in this space because, you know, we're like moving to a cloud environment. We would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around scalability, interoperability, you know, just us things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with a wet with the West Midlands police, sorry. And helping them implement this cloud-first >>Yeah, so I guess, um, by January the West Midlands police started, um, favorite five years ago now. So, um, we set up a partnership with the fools. I wanted to operate in a way that was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with last on, um, over the last five years, um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and things that, that enabled us today. Um, I'm from an Accenture perspective that allowed us to bring in a number of the different teams that we have say, cloud teams, security teams, um, and drafted from an insurance perspective, as well as the more traditional services that people would associate with the country. >>I mean, so much of this is about embracing comprehensive change to experiment and innovate and try different things. Matthew, how, how do you help, uh, an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things to that enable those being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work three, um, the issues that the fullest is seeing and the outcomes they're looking to achieve rather than simply focusing on a long list of requirements, I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should too, >>Right. It's not always a one size fits all. >>Obviously, you know, today what we believe is critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is gonna update before you even get that. >>So Helen, how, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of, of context, when we, um, started working with essentially an AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analyst to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, and really it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to, um, every officer in the force, being able to access that level of data at their fingertips. Literally. So what they were touched we've done before is if they needed to check and address or check details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to a centralized function and speak to an operator, relay the questions, either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings from that point of view are immense. And I think just parallel to that is the quality of our, because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes, as opposed to, you know, half an hour, an hour or a drive back to a station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend out with the public doing what they, you know, we all should be doing, >>Seen that kind of return on investment, because what you were just describing with all the steps that we needed to be taken in prior to this, to verify an address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result or more time out on the front frontline also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>Thank you. I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change? >>What's unique about the Western new misplaces, the buy-in from the top down, the chief and his exact team and Helen as the leader from an IOT perspective, um, the entire force is bought in. So what is a significant change program? Uh, I'm not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort. That's been put into both the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that is making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try us to get us. Don't try to get us to do anything new here. It works. How do you get the buy-in that you need to do this kind of digital transformation? >>I think it, it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five-year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front Tai, uh, frontline offices. So with DDI in particular, I think the stat change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? >>And it was like, yeah, okay. It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stat change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to all policing by itself, really, without much selling >>You, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>We've um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of DDR. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this has made productivity, um, productivity savings equivalent to 154 full-time officers. Uh, what's next, >>I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy. But so, because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see is we need to exploit and build on the investments that we've made in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better at this. And the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. Um, you know, we're always being expected to, again, look after the public purse and do more for less. >>And I think this is certainly an and our cloud journey and, and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. Exciting times. Indeed. Thank you so much. Lily, Helen and Matthew for joining us. I really appreciate it. Thank you. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Centure gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So a number of years back, we, we looked at kind of our infrastructure in our landscape trying to figure out where we >>Wanted to go next. And we were very analog based and stuck in the old it groove of, you know, Capitol reef rash, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could become very different business to the one that we were back then obviously cloud is an accelerant to that. And we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a dried organizations that can take you on the journey and, uh, you know, start to deliver bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, not all the way there, but to where we're on the way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity. So for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs >>Before I hit the Douglas. I want to just real quick, a redirect to you and say, you know, if all the people said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit, really, if you got in early and you, you know, paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud? Yeah, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project on very nice transformational project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud, we would have been able to achieve that this year. It would have been much different and would have been very difficult to do the backing. We're able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, in many, you know, wouldn't have been impossible if we could, I guess, stayed in the old world. The fact that we were moved into the new Naval by the new allowed us to work in this unprecedented year. >>Just quilt. What's your personal view on this? Because I've been saying on the Cuban reporting necessity is the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're going to get the city, you get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned, right, in a lot of these things we try to do and, you know, typically, you know, hardware and, uh, the last >>To be told and, and, and always on the critical path to be done, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going. Right. So you see a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days, and, and truly allowed us to, we had to, you know, VJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that they can kind of turn things off and on as quickly as we needed. >>Yeah. Cloud-scale is great for speed. So DECA, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops world, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>Right. So, yeah, we started off with, as we do in most cases with a much more bigger group, and we worked with lions functional experts and, uh, the lost knowledge that allowed the infrastructure had. Um, we then applied our journey to cloud strategy, which basically revolves around the seminars and, and, uh, you know, the deep three steps from our perspective, uh, assessing the current and bottom and setting up the new cloud environment. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the key things that, uh, you know, we learned along this journey was that, you know, you can have the best plans, but bottom line that we were dealing with, we often than not have to make changes, uh, what a lot of agility and also work with a lot of collaboration with the, uh, lion team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, we want to hear it's all of us working together to make this happen. >>What were some of the learnings real quick journey there? >>So I think perspective, the key learnings were that, you know, uh, you know, work, when you look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud. A lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making sure all the had on that real SMEs across the board globally, that we could leverage across the various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment with line. >>Let's do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've got to have your, your, your process and you've got to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of after we got a long way down the track and looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get electric with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point in just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what is going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that's, uh, you're able to understand the benefits and the value that say, you're going to drive back towards the business. >>Let's do it. If you don't mind me asking, what was some of the obstacles you encountered or learnings, um, that might different from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relatively easy of the known quantity. It's relatively modern architectures and infrastructures, and you can upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't been invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of, uh, your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they will say yes until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, um, which actually results in a much cleaner environment, post post migration, >>You know, the old expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunity to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus start? >>Yeah. And at the start it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in clouds when we, uh, when we started, um, Doug mentioned earlier on a really significant transformation project, um, that we've undertaken and recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balance bit is, um, legacy infrastructure that is just going to retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you started that business challenges thrown out as, >>So do you any common reaction still the cloud percentage penetration? >>Sorry, I didn't, I didn't guys don't, but I, I was going to say it was, I think it's like the 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get any person off, uh, after getting onto the cloud and, or the last year is the 20% that we have been migrating. And Stuart said like a non-athlete that is also, that's going to be the diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all these apps as well. Right. So, you know, to get the real benefits out of, uh, the whole conservation program from a, uh, from a >>Douglas and Stewart, can you guys talk about the decision around the cloud because you guys have had success with AWS, why AWS how's that decision made? Can you guys give some insight into some of those thoughts? >>I can, I can start, start off. I think back when the decision was made and it was, Oh, it was a while back, um, you know, there's some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, some very robust and, um, just future proof and, um, proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and an AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of the technology and the skills and the knowledge to, to move you forward in that direction. >>So, um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can take you on the journey. Yeah. And just to build on it. So obviously, you know, lion's like an NWS, but, you know, we knew it was a very good choice given that, um, uh, the skills and the capability that we had, as well as the assets and tools we had to get the most out of, um, out of AWS. And obviously our, our CEO globally is just spending, you know, announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well. AWS, we've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successful. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, you're essential cloud outcomes, research shown, it's the cycle of innovation with the cloud. That's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID is impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>Uh, I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get there the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, um, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less the, in all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on, tell you that you need to bump it up. And conversely you scale it down at the same rate. So for us, with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward. >>You know, Douglas, one of the things I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a super important, I think, >>To echo and kind of building on what Stewart said. I think that the reason that we've had success and I guess the momentum is we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, a line to achievements growth objectives, and also its ambitions as far as what it wants to do, uh, with growth in whatever they make, do with acquiring other companies and moving into different markets and launching new products. So we've actually done it in a way that is, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind weighing in what's the priorities for the future. What's next for lion in a century >>Christmas holidays, I'll start Christmas holidays. I spent a good year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment is more future proof. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that AWS continue to bring to the market based, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and showed value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then did you capability they have and getting the most out of that investment. And then I think it's also moving to, uh, and adopting more new ways of working as far as, you know, the speed of the business, um, is getting up to speed in the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right? So I think it's really leveraging the most out of the platform and then, you know, being efficient in launching things. So putting them with >>Siddique, any word from you on your priorities by you see this year in folding, >>There's got to say like e-learning squares, right, for me around, you know, just journey. This is a journey to the cloud, right? >>And, uh, you know, as well dug into sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to it, to your, uh, product lenders, et cetera. Right. And it takes time. It is tough, but, uh, uh, you know, you got to get started on it. And, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, looking forward, I think for, from Alliance perspective, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all stack drive. And as I think Stewart said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a and sharing your environment and what's going on and your journey you're on the right wave. Did the work you're in, it's all coming together with faster, congratulations for your success, and, uh, really appreciate Douglas with Steve for coming on as well from essential. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with Accenture and the cube. I'm Sean ferry, your host, thanks for watching from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show, Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much, Liz, maybe here. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem. Johann, what was the problem you were trying to solve at shell? We go back a couple of years, we started summer 2017, where we had a meeting with the guys from exploration in shell, and the main problem they had, of course, they got lots of lots of data, but are unable to find the right data. They need to work from all over the place and told him >>To, and we'll probably try to solve is how that person working exploration could find their proper date, not just a day, but also the date you really needed that we did probably talked about is summer 2017. And we said, okay, the only way ABC is moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a co fricking that building, that Stu environment, that the, the universe, so that single data level to put all your exploration and Wells data into that single environment that was intent. And every cent, um, already in March of that same year, we said, well, from Michele point of view, we will be far better off if we could make this an industry solution and not just a shelf solution, because Shelby, Shelby, if you can make an industry solution, but people are developing applications for it. >>It also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of it. We have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So we monitor, we reach out to about eight or nine other last, uh, or I guess operators like the economics, like the tutorials, like the shepherds of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together and lots of other companies, we also need to look at, okay, how, how we organize that. >>Or if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and say, okay, let's, let's form the old forum as we call it at the time. So it's September, 2080, where I did a Galleria in Houston, but the kickoff meeting for the OT four with about 10 members at the time. So that's just over two years ago, we started an exercise for me called ODU. They kicked it off. Uh, and so that's really them will be coming from and how we've got there. Also >>The origin story. Um, what, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSU? >>Well, a couple of things we've tried to achieve with you, um, first is really separating data from applications for what is, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked or tied together. And if, if you have them and a new company coming along and say, I have this new application and he's access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the sub-service space. They got all the data in what we call silos in small little islands out there. So what we're trying to do is first break the link to great, great. >>They put the data single day, the bathroom, and the third part, put a standard layer on top of that, it's an API layer on top to equate a platform. So we could create an ecosystem out of companies to start a valving Schoff application on top of dev data platform across you might have a data platform, but you're only successful if have a rich ecosystem of people start developing applications on top of that. And then you can export the data like small companies, last company, university, you name it, we're getting after create an ecosystem out here. So the three things were first break the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company, but it would only be met. It would be managed the data structures by the ODI forum. Secondly, then put a, the data, a single data platform certainly then has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications, because now you had access to the data. I've got the data no longer linked to somebody whose application was all freely available, but an API layer that was, that was all September, 2018, more or less. >>And hear a little bit. Can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johann said started with a challenge that was really brought out at shell. The challenges that geoscientists spend up to 70% of their time looking for data. I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy value chain and deliver value from these use cases to the energy industry and beyond. Thank you, Lee, uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with speed. >>Well, of course, access a cloud first approach only works together. It's been an Amazon environment, AWS environment. So we're really looking at, uh, at, at Accenture and others altogether helping shell in this space. Now the combination of the two is what we're really looking at, uh, where access of course can be recent knowledge student to that environment operates support knowledge, do an environment. And of course, Amazon will be doing that to today's environment that underpinning their services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and bug because we are anus. Then when the release feed comes to the market in Q1, next year of ODU have already started going to Audi production inside shell. But as the first release, which is ready for prime time production across an enterprise will be released just before Christmas, last year when he's still in may of this year. But really three is the first release we want to use for full scale production deployment inside shell, and also the operators around the world. And there is one Amazon, sorry, at that one. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, first we make it's a greatest solution because you start making a much more efficient use of your resources, which is already an important one. The second thing we're doing is also, we started ODU in framers, in the oil and gas space in the expert development space. We've grown, uh, OTU in our strategy of growth. I was, you know, also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and an open energy data platform, not just what I want to get into sleep. That's what new industry, any type of energy industry. So our focus is to create, bring the data of all those various energy data sources to get me to a single data platform you can to use AI and other technologies on top of that, to exploit the data, to meet again into a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to data. How secure is the data on OSD? You, um, actually, can I talk, can I do a follow up on this sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical data center. >>Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher, um, server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases for 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's incorrect. Those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. And security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military, local banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's hat hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data? >>Uh, today it's Honda's subserves or Wells data, we go to add to that production around the middle of next year. That means that the whole upstate business. So we've got goes from exploration all the way to production. You've made it together into a single data platform. So production will be added around Q3 of next year. Then a principal. We have a difficult, the elder data that single environment, and we want to extend them to other data sources or energy sources like solar farms, wind farms, uh, hydrogen, hydro, et cetera. So we're going to add a whore, a whole list of audit day energy source to them and be all the data together into a single data club. So we move from a falling guest data platform to an aniseed data platform. That's really what our objective is because the whole industry, if you look it over, look at our companies are all moving in. That same two acts of quantity of course, are very strong in oil and gas, but also increased the, got into the other energy sources like, like solar, like wind, like th like highly attended, et cetera. So we would be moving exactly. But that same method that, that, that the whole OSU can't really support at home. And as a spectrum of energy sources, >>Of course, and Liz and Johan. I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. You we'll start with you, Liz. What do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges, Johann first, nobody can look at any more nowadays, especially 10 years own objective is really in the next five years, you will become the key backbone for energy companies for storing your data. You are efficient intelligence and optimize the whole supply energy supply chain in this world down here, you'll uncovers Liz Dennett. Thank you so much for coming on the cube virtual I'm Rebecca Knight stay tuned for more of our coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Kubila. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show Kishore. Thank you very much. Nice to meet again. And, uh, Tristan moral horse set. He is the managing director, Accenture cloud first North America growth. Welcome back to you to trust and great to be back in grapes here again, Rebecca. Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor capability. Kishor I want to start with you. So my nav is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the lineup platform, what it is that cloud platform to help our clients navigate the complexity of cloud and cloud decisions to make it faster. And obviously, you know, we have in the cloud, uh, you know, with >>The increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation or the acceleration to cloud much faster. This platform that you're talking about has enabled and 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet the strategy business needs, and the clients are loving it. >>I want to go to you now trust and tell us a little bit about how mine nav works and how it helps companies make good cloud choice. >>Yeah, so Rebecca, we we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for it. It really looks at a variety of variables, including infrastructure operating model and fundamentally what client's business outcomes, um, uh, our clients are, are looking for and, and identifies the optimal solution for what they need. And we assign this to accelerate and we mentioned the pandemic. One of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of a collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the VA cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Keisha, I want to talk with you now about my navs multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my lab, we continue to enhance, uh, capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the being taught advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what the internet brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational, sustainable products and services. That is something that we are enhancing my now, and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener decisions. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run on renewable energy, some incredibly creative constructs on the how to do that. And sustainability is there for a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the comm providers with a sustainability agenda of our clients. And so what we look into the way the mine EF works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers. Um, and our green plot advisers sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green cloud. Very, very, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? Where, what is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies and all three months. >>Keisha, I want to bring you back into the conversation. Talk a little bit about how MindUP ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see your jewelry suite, uh, you know, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering greater value for our clients when they need it the most. And with the digital transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud. >>So Tristan, talk a little bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results that they're having? >>Yes. Thank you, Rebecca. I would say two key things right around my neck. The first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green, green clot impact sustainability impacts with minus. We can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in iterative approach. >>I mean, it sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristan was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from employers? >>Sorry. Yes. We clearly, there are always obstacles to a cloud journey. If there were an obstacles, all our clients would be, uh, already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. >>Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For mine, as I've been taught advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet, uh, stringent data norms that Kristen was talking about. And the sovereign cloud advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sovereignty norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what mine app can do with mine. Have you created the ability to take the guesswork out of cloud navigate the complexity? We are roaring risks costs, and we are, you know, achieving client's static business objectives while building a sustainable alerts with being cloud >>Any platform that can take some of the guesswork out of the future. I'm I'm onboard with. Thank you so much, Tristin and Kishore. This has been a great conversation. >>Thank you. >>Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hey, welcome back to the cubes coverage of 80 us reinvent 2020 virtual centric executive summit. The two great guests here to break down the analysis of the relationship with cloud and essential Brian bowhead director ahead of a century 80. It was business group at Amazon web services. And Andy T a B G the M is essentially Amazon business group lead managing director at Accenture. Uh, I'm sure you're super busy and dealing with all the action, Brian. Great to see you. Thanks for coming on. So thank you. You guys essentially has been in the spotlight this week and all through the conference around this whole digital transformation, essentially as business group is celebrating its fifth anniversary. What's new, obviously the emphasis of next gen post COVID generation, highly digital transformation, a lot happening. You got your five-year anniversary, what's new. >>Yeah, it, you know, so if you look back, it's exciting. Um, you know, so it was five years ago. Uh, it was actually October where we, where we launched the Accenture AWS business group. And if we think back five years, I think we're still at the point where a lot of customers were making that transition from, you know, should I move to cloud to how do I move to cloud? Right? And so that was one of the reasons why we launched the business group. And since, since then, certainly we've seen that transition, right? Our conversations today are very much around how do I move to cloud, help me move, help me figure out the business case and then pull together all the different pieces so I can move more quickly, uh, you know, with less risk and really achieve my business outcomes. And I would say, you know, one of the things too, that's, that's really changed over the five years. >>And what we're seeing now is when we started, right, we were focused on migration data and IOT as the big three pillars that we launched with. And those are still incredibly important to us, but just the breadth of capability and frankly, the, the, the breadth of need that we're seeing from customers. And obviously as AWS has matured over the years and launched our new capabilities, we're Eva with Accenture and in the business group, we've broadened our capabilities and deepened our capabilities over the, over the last five years as well. For instance, this year with, with COVID, especially, it's really forced our customers to think differently about their own customers or their citizens, and how do they service those citizens? So we've seen a huge acceleration around customer engagement, right? And we powered that with Accenture customer engagement platform powered by ADA, Amazon connect. And so that's been a really big trend this year. And then, you know, that broadens our capability from just a technical discussion to one where we're now really reaching out and, and, um, and helping transform and modernize that customer and citizen experience as well, which has been exciting to see. >>Yeah, Andy, I want to get your thoughts here. We've been reporting and covering essentially for years. It's not like it's new to you guys. I mean, five years is a great anniversary. You know, check is good relationship, but you guys have been doing the work you've been on the trend line. And then this hits and Andy said on his keynote and I thought he said it beautifully. And he even said it to me in my one-on-one interview with them was it's on full display right now, the whole digital transformation, everything about it is on full display and you're either were prepared for it or you kind of word, and you can see who's there. You guys have been prepared. This is not new. So give us the update from your perspective, how you're taking advantage of this, of this massive shift, highly accelerated digital transformation. >>Well, I think, I think you can be prepared, but you've also got to be prepared to always sort of, I think what we're seeing in, in, um, in, in, in, in recent times and particularly 20 w what is it I think today there are, um, full sense of the enterprise workloads, the cloud, um, you know, that leaves 96 percentile now for him. Um, and I, over the next four to >>Five years, um, we're going to see that sort of, uh, acceleration to the, to the cloud pick up, um, this year is, as Andy touched on, I think, uh, uh, on Tuesday in his, I think the pandemic is a forcing function, uh, for companies to, to really pause and think about everything from, from, you know, how they, um, manage that technology to infrastructure, to just to carotenoids where the data sets to what insights and intelligence that getting from that data. And then eventually even to, to the talent, the talent they have in the organization and how they can be competitive, um, their culture, their culture of innovation, of invention and reinvention. And so I think, I think, you know, when you, when you think of companies out there faced with these challenges, it, it forces us, it forces AWS, it forces AEG to come together and think through how can we help create value for them? How can we help help them move from sort of just causing and rethinking to having real plans in an action and that taking them, uh, into, into implementation. And so that's, that's what we're working on. Um, I think over the next five years, we're looking to just continue to come together and help these, these companies get to the cloud and get the value from the cloud because it's beyond just getting to the cloud attached to them and living in the cloud and, and getting the value from it. >>It's interesting. Andy was saying, don't just put your toe in the water. You got to go beyond the toe in the water kind of approach. Um, I want to get to that large scale cause that's the big pickup this week that I kind of walked away with was it's large scale. Acceleration's not just toe in the water experimentation. Can you guys share, what's causing this large scale end to end enterprise transformation? And what are some of the success criteria have you seen for the folks who have done that? >>Yeah. And I'll, I'll, I'll start. And at the end you can buy a lawn. So, you know, it's interesting if I look back a year ago at re-invent and when I did the cube interview, then we were talking about how the ABG, we were starting to see this shift of customers. You know, we've been working with customers for years on a single of what I'll call a single-threaded programs, right. We can do a migration, we could do SAP, we can do a data program. And then even last year, we were really starting to see customers ask. The question is like, what kind of synergies and what kind of economies of scale do I get when I start bringing these different threads together, and also realizing that it's, you know, to innovate for the business and build new applications, new capabilities. Well, that then is going to inform what data you need to, to hydrate those applications, right? Which then informs your data strategy while a lot of that data is then also embedded in your underlying applications that sit on premises. So you should be thinking through how do you get those applications into the cloud? So you need to draw that line through all of those layers. And that was already starting last year. And so last year we launched the joint transformation program with AEG. And then, so we were ready when this year happened and then it was just an acceleration. So things have been happening faster than we anticipated, >>But we knew this was going to be happening. And luckily we've been in a really good position to help some of our customers really think through all those different layers of kind of pyramid as we've been calling it along with the talent and change pieces, which are also so important as you make this transformation to cloud >>Andy, what's the success factors. Andy Jassy came on stage during the partner day, a surprise fireside chat with Doug Hume and talking about this is really an opportunity for partners to, to change the business landscape with enablement from Amazon. You guys are in a pole position to do that in the marketplace. What's the success factors that you see, >>Um, really from three, three fronts, I'd say, um, w one is the people. Um, and, and I, I, again, I think Andy touched on sort of eight, uh, success factors, uh, early in the week. And for me, it's these three areas that it sort of boils down to these three areas. Um, one is the, the, the, the people, uh, from the leaders that it's really important to set those big, bold visions point the way. And then, and then, you know, set top down goals. How are we going to measure Z almost do get what you measure, um, to be, you know, beyond the leaders, to, to the right people in the right position across the company. We we're finding a key success factor for these end to end transformations is not just the leaders, but you haven't poached across the company, working in a, in a collaborative, shared, shared success model, um, and people who are not afraid to, to invent and fail. >>And so that takes me to perhaps the second point, which is the culture, um, it's important, uh, with finding for the right conditions to be set in the company that enabled, uh, people to move at pace, move at speed, be able to fail fast, um, keep things very, very simple and just keep iterating and that sort of culture of iteration and improvement versus seeking perfection is, is super important for, for success. And then the third part of maybe touch on is, is partners. Um, I think, you know, as we move forward over the next five years, we're going to see an increasing number of players in the ecosystem in the enterprise and state. Um, you're going to see more and more SAS providers. And so it's important for companies and our joint clients out there to pick partners like, um, like AWS or, or Accenture or others, but to pick partners who have all worked together and you have built solutions together, and that allows them to get speed to value quicker. It allows them to bring in pre-assembled solutions, um, and really just drive that transformation in a quicker, it sorts of manner. >>Yeah, that's a great point worth calling out, having that partnership model that's additive and has synergy in the cloud, because one of the things that came out of this this week, this year is reinvented, is there's new things going on in the public cloud, even though hybrid is an operating model, outpost and super relevant. There, there are benefits for being in the cloud and you've got partners API, for instance, and have microservices working together. This is all new, but I got, I got to ask that on that thread, Andy, where did you see your customers going? Because I think, you know, as you work backwards from the customers, you guys do, what's their needs, how do you see them? W you know, where's the puck going? Where can they skate where the puck's going, because you can almost look forward and say, okay, I've got to build modern apps. I got to do the digital transformation. Everything is a service. I get that, but what are they, what solutions are you building for them right now to get there? >>Yeah. And, and of course, with, with, you know, industries blurring and multiple companies, it's always hard to boil down to the exact situations, but you could probably look at it from a sort of a thematic lens. And what we're seeing is as the cloud transformation journey picks up, um, from us perspective, we've seen a material shift in the solutions and problems that we're trying to address with clients that they are asking for us, uh, to, to help, uh, address is no longer just the back office, where you're sort of looking at cost and efficiency and, um, uh, driving gains from that perspective. It's beyond that, it's now materially the top line. It's, how'd you get the driving to the, you know, speed to insights, how'd you get them decomposing, uh, their application set in order to derive those insights. Um, how'd you get them, um, to, to, um, uh, sort of adopt leading edge industry solutions that give them that jump start, uh, and that accelerant to winning the customers, winning the eyeballs. >>Um, and then, and then how'd, you help drive the customer experience. We're seeing a lot of push from clients, um, or ask for help on how do I optimize my customer experience in order to retain my eyeballs. And then how do I make sure I've got a soft self-learning ecosystem of play, um, where, uh, you know, it's not just a practical experience that I can sort of keep learning and iterating, um, how I treat my, my customers, um, and a lot of that, um, that still self-learning, that comes from, you know, putting in intelligence into your, into your systems, getting an AI and ML in there. And so, as a result of that work, we're seeing a lot of push and a lot of what we're doing, uh, is pouring investment into those areas. And then finally, maybe beyond the bottom line, and the top line is how do you harden that and protect that with, um, security and resilience? So I'll probably say those are the three areas. John, >>You know, the business model side, obviously the enablement is what Amazon has. Um, we see things like SAS factory coming on board and the partner network, obviously a century is a big, huge partner of you guys. Um, the business models there, you've got I, as, as doing great with chips, you have this data modeling this data opportunity to enable these modern apps. We heard about the partner strategy for me and D um, talking to me now about how can partners within even Accenture, w w what's the business model, um, side on your side that you're enabling this. Can you just share your thoughts on that? >>Yeah, yeah. And so it's, it's interesting. I think I'm going to build it and then build a little bit on some of the things that Andy really talked about there, right? And that we, if you think of that from the partnership, we are absolutely helping our customers with kind of that it modernization piece. And we're investing a lot and there's hard work that needs to get done there. And we're investing a lot as a partnership around the tools, the assets and the methodology. So in AWS and Accenture show up together as AEG, we are executing office single blueprint with a single set of assets, so we can move fast. So we're going to continue to do that with all the hybrid announcements from this past week, those get baked into that, that migration modernization theme, but the other really important piece here as we go up the stack, Andy mentioned it, right? >>The data piece, like so much of what we're talking about here is around data and insights. Right? I did a cube interview last week with, uh, Carl hick. Um, who's the CIO from Takeda. And if you hear Christophe Weber from Takeda talk, he talks about Takeda being a data company, data and insights company. So how do we, as a partnership, again, build the capabilities and the platforms like with Accenture's applied insights platform so that we can bootstrap and really accelerate our client's journey. And then finally, on the innovation on the business front, and Andy was touching on some of these, we are investing in industry solutions and accelerators, right? Because we know that at the end of the day, a lot of these are very similar. We're talking about ingesting data, using machine learning to provide insights and then taking action. So for instance, the cognitive insurance platform that we're working together on with Accenture, if they give out property and casualty claims and think about how do we enable touchless claims using machine learning and computer vision that can assess based on an image damage, and then be able to triage that and process it accordingly, right? >>Using all the latest machine learning capabilities from AWS with that deep, um, AI machine learning data science capability from Accenture, who knows all those algorithms that need to get built and build that library by doing that, we can really help these insurance companies accelerate their transformation around how they think about claims and how they can speed those claims on behalf of their policy holder. So that's an example of a, kind of like a bottom to top, uh, view of what we're doing in the partnership to address these new needs. >>That's awesome. Andy, I want to get back to your point about culture. You mentioned it twice now. Um, talent is a big part of the game here. Andy Jassy referenced Lambda. The next generation developers were using Lambda. He talked about CIO stories around, they didn't move fast enough. They lost three years. A new person came in and made it go faster. This is a new, this is a time for a certain kind of, um, uh, professional and individual, um, to, to be part of, um, this next generation. What's the talent strategy you guys have to attract and attain the best and retain the people. How do you do it? >>Um, you know, it's, it's, um, it's an interesting one. It's, it's, it's oftentimes a, it's, it's a significant point and often overlooked. Um, you know, people, people really matter and getting the right people, um, in not just in AWS or it, but then in our customers is super important. We often find that much of our discussions with, with our clients is centered around that. And it's really a key ingredient. As you touched on, you need people who are willing to embrace change, but also people who are willing to create new, um, to invent new, to reinvent, um, and to, to keep it very simple. Um, w we're we're we're seeing increasingly that you need people that have a sort of deep learning and a deep, uh, or deep desire to keep learning and to be very curious as, as they go along. Most of all, though, I find that, um, having people who are not willing or not afraid to fail is critical, absolutely critical. Um, and I think that that's, that's, uh, a necessary ingredient that we're seeing, um, our clients needing more off, um, because if you can't start and, and, and you can't iterate, um, you know, for fear of failure, you're in trouble. And, and I think Andy touched on that you, you know, where that CIO, that you referred to last three years, um, and so you really do need people who are willing to start not afraid to start, uh, and, uh, and not afraid to lead >>Was a gut check there. I just say, you guys have a great team over there. Everyone at the center I've interviewed strong, talented, and not afraid to lean in and, and into the trends. Um, I got to ask on that front cloud first was something that was a big strategic focus for Accenture. How does that fit into your business group? That's an Amazon focused, obviously they're cloud, and now hybrid everywhere, as I say, um, how does that all work it out? >>We're super excited about our cloud first initiative, and I think it fits it, um, really, uh, perfectly it's it's, it's what we needed. It's, it's, it's a, it's another accelerant. Um, if you think of count first, what we're doing is we're, we're putting together, um, uh, you know, capability set that will help enable him to and transformations as Brian touched on, you know, help companies move from just, you know, migrating to, to, to modernizing, to driving insights, to bringing in change, um, and, and, and helping on that, on that talent side. So that's sort of component number one is how does Accenture bring the best, uh, end to end transformation capabilities to our clients? Number two is perhaps, you know, how do we, um, uh, bring together pre-assembled as Brian touched on pre-assembled industry offerings to help as an accelerant, uh, for our, for our customers three years, as we touched on earlier is, is that sort of partnership with the ecosystem. >>We're going to see an increasing number of SAS providers in an estate, in the enterprise of snakes out there. And so, you know, panto wild cloud first, and our ABG strategy is to increase our touch points in our integrations and our solutions and our offerings with the ecosystem partners out there, the ISP partners out, then the SAS providers out there. And then number four is really about, you know, how do we, um, extend the definition of the cloud? I think oftentimes people thought of the cloud just as sort of on-prem and prem. Um, but, but as Andy touched on earlier this week, you know, you've, you've got this concept of hybrid cloud and that in itself, um, uh, is, is, is, you know, being redefined as well. You know, when you've got the intelligent edge and you've got various forms of the edge. Um, so that's the fourth part of, of, uh, of occupied for strategy. And for us was super excited because all of that is highly relevant for ABG, as we look to build those capabilities as industry solutions and others, and as when to enable our customers, but also how we, you know, as we, as we look to extend how we go to market, I'll join tele PS, uh, in, uh, in our respective skews and products. >>Well, what's clear now is that people now realize that if you contain that complexity, the upside is massive. And that's great opportunity for you guys. We got to get to the final question for you guys to weigh in on, as we wrap up next five years, Brian, Andy weigh in, how do you see that playing out? What do you see this exciting, um, for the partnership and the cloud first cloud, everywhere cloud opportunities share some perspective. >>Yeah, I, I think, you know, just kinda building on that cloud first, right? What cloud first, and we were super excited when cloud first was announced and you know, what it signals to the market and what we're seeing in our customers, which has cloud really permeates everything that we're doing now. Um, and so all aspects of the business will get infused with cloud in some ways, you know, it, it touches on, on all pieces. And I think what we're going to see is just a continued acceleration and getting much more efficient about pulling together the disparate, what had been disparate pieces of these transformations, and then using automation using machine learning to go faster. Right? And so, as we started thinking about the stack, right, well, we're going to get, I know we are, as a partnership is we're already investing there and getting better and more efficient every day as the migration pieces and the moving the assets to the cloud are just going to continue to get more automated, more efficient. And those will become the economic engines that allow us to fund the differentiated, innovative activities up the stack. So I'm excited to see us kind of invest to make those, those, um, those bets accelerated for customers so that we can free up capital and resources to invest where it's going to drive the most outcome for their end customers. And I think that's going to be a big focus and that's going to have the industry, um, you know, focus. It's going to be making sure that we can >>Consume the latest and greatest of AWS as capabilities and, you know, in the areas of machine learning and analytics, but then Andy's also touched on it bringing in ecosystem partners, right? I mean, one of the most exciting wins we had this year, and this year of COVID is looking at the universe, looking at Massachusetts, the COVID track and trace solution that we put in place is a partnership between Accenture, AWS, and Salesforce, right? So again, bringing together three really leading partners who can deliver value for our customers. I think we're going to see a lot more of that as customers look to partnerships like this, to help them figure out how to bring together the best of the ecosystem to drive solutions. So I think we're going to see more of that as well. >>All right, Andy final word, your take >>Thinks of innovation is, is picking up, um, dismiss things are just going faster and faster. I'm just super excited and looking forward to the next five years as, as you know, the technology invention, um, comes out and continues to sort of set new standards from AWS. Um, and as we, as Accenture wringing, our industry capabilities, we marry the two. We, we go and help our customers super exciting time. >>Well, congratulations on the partnership. I want to say thank you to you guys, because I've reported a few times some stories around real successes around this COVID pandemic that you guys worked together on with Amazon that really changed people's lives. Uh, so congratulations on that too as well. I want to call that out. Thanks for coming >>Up. Thank you. Thanks for coming on. >>Okay. This is the cubes coverage, essentially. AWS partnership, part of a century executive summit at Atrius reinvent 2020 I'm John for your host. Thanks. >>You're watching from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hello, and welcome back to the cubes coverage of AWS reinvent 2020. This is special programming for the century executive summit, where all the thought leaders going to extract the signal from the nose to share with you their perspective of this year's reinvent conference, as it respects the customers' digital transformation. Brian Bohan is the director and head of a center. ADA was business group at Amazon web services. Brian, great to see you. And Chris Wegman is the, uh, center, uh, Amazon business group technology lead at Accenture. Um, guys, this is about technology vision, this, this conversation, um, Chris, I want to start with you because you, Andy Jackson's keynote, you heard about the strategy of digital transformation, how you gotta lean into it. You gotta have the guts to go for it, and you got to decompose. He went everywhere. So what, what did you hear? What was striking about the keynote? Because he covered a lot of topics. Yeah. You know, it >>Was Epic, uh, as always for Mandy, a lot of topics, a lot to cover in the three hours. Uh, there was a couple of things that stood out for me, first of all, hybrid, uh, the concept, the new concept of hybrid and how Andy talked about it, you know, uh, bringing the compute and the power to all parts of the enterprise, uh, whether it be at the edge or are in the big public cloud, uh, whether it be in an outpost or wherever it might be right with containerization now, uh, you know, being able to do, uh, Amazon containerization in my data center and that that's, that's awesome. I think that's gonna make a big difference, all that being underneath the Amazon, uh, console and billing and things like that, which is great. Uh, I'll also say the, the chips, right. And I know compute is always something that, you know, we always kind of take for granted, but I think again, this year, uh, Amazon and Andy really focused on what they're doing with the chips and PR and compute, and the compute is still at the heart of everything in cloud. And that continued advancement is, is making an impact and will make a continue to make a big impact. >>Yeah, I would agree. I think one of the things that really, I mean, the container thing was, I think really kind of a nuanced point when you got Deepak sing on the opening day with Andy Jassy and he's, he runs a container group over there, you know, small little team he's on the front and front stage. That really is the key to the hybrid. And I think this showcases this new layer and taking advantage of the graviton two chips that, which I thought was huge. Brian, this is really a key part of the platform change, not change, but the continuation of AWS higher level servers building blocks that provide more capabilities, heavy lifting as they say, but the new services that are coming on top really speaks to hybrid and speaks to the edge. >>It does. Yeah. And it, it, you know, I think like Andy talks about, and we talk about, I, you know, we really want to provide choice to our customers, uh, first and foremost, and you can see that and they re uh, services. We have, we can see it in the, the hybrid options that Chris talked about, being able to run your containers through ECS or EKS anywhere I just get to the customer's choice. And one of the things that I'm excited about as you talk about going up the stack and on the edge are things will certainly outpost. Um, right. So now I'll post those launched last year, but then with the new form factors, uh, and then you look at services like Panorama, right? Being able to take computer vision and embed machine learning and computer vision, and do that as a managed capability at the edge, um, for customers. >>And so we see this across a number of industries. And so what we're really thinking about is customers no longer have to make trade-offs and have to think about those, those choices that they can really deploy, uh, natively in the cloud. And then they can take those capabilities, train those models, and then deploy them where they need to, whether that's on premises or at the edge, you know, whether it be in a factory or retail environment. When we start, I think we're really well positioned when, um, you know, hopefully next year we started seeing the travel industry rebound, um, and the, the need, you know, more than ever really to, uh, to kind of rethink about how we kind of monitor and make those environments safe. Having this kind of capability at the edge is really going to help our customers as, as we come out of this year and hopefully rebound next year. >>Yeah. Chris, I want to go back to you for a second. It's hard to hard to pick your favorite innovation from the keynote, because, you know, just reminded me that Brian just reminded me of some things I forgot happened. It was like a buffet of innovation. Some keynotes have one or two, it was like 20, you got the industrial piece that was huge. Computer vision machine learning. That's just a game changer. The connect thing came out of nowhere, in my opinion, I mean, it's a call center technology. This is boring as hell. What are you gonna do with that? It turns out it's a game changer. It's not about the calls with the contact and that's discern intermediating, um, in the stack as well. So again, a feature that looks old is actually new and relevant. What's your, what was your favorite, um, innovation? >>Uh, it it's, it's, it's hard to say. I will say my personal favorite was the, the maca last. I, I just, I think that is a phenomenal, um, uh, just addition, right? And the fact that AWS is, has worked with Apple to integrate the Nitra chip into, into, uh, you know, the iMac and offer that out. Um, you know, a lot of people are doing development, uh, on for ILS and that stuff. And that there's just gonna be a huge benefit, uh, for the development teams. But, you know, I will say, I'll come back to connect you. You mentioned it. Um, you know, but you're right. It was a, it's a boring area, but it's an area that we've seen huge success with since, since connect was launched and the additional features and the Amazon continues to bring, you know, um, obviously with, with the pandemic and now that, you know, customer engagement through the phone, uh, through omni-channel has just been critical for companies, right. >>And to be able to have those agents at home, working from home versus being in the office, it was a huge, huge advantage for, for several customers that are using connect. You know, we, we did some great stuff with some different customers, but the continue technology, like you said, the, you know, the call translation and during a call to be able to pop up those key words and have a, have a supervisor, listen is awesome. And a lot of that was some of that was already being done, but we were stitching multiple services together. Now that's right out of the box. Um, and that Google's location is only going to make that go faster and make us to be able to innovate faster for that piece of the business. >>It's interesting, you know, not to get all nerdy and, and business school life, but you've got systems of records, systems of engagement. If you look at the call center and the connect thing, what got my attention was not only the model of disintermediating, that part of the engagement in the stack, but what actually cloud does to something that's a feature or something that could be an element, like say, call center, you old days of, you know, calling an 800 number, getting some support you got in chip, you have machine learning, you actually have stuff in the, in the stack that actually makes that different now. So you w you know, the thing that impressed me was Andy was saying, you could have machine learning, detect pauses, voice inflections. So now you have technology making that more relevant and better and different. So a lot going on, this is just one example of many things that are happening from a disruption innovation standpoint. W what do you guys, what do you guys think about that? And is that like getting it right? Can you share it? >>I think, I think, I think you are right. And I think what's implied there and what you're saying, and even in the, you know, the macro S example is the ability if we're talking about features, right. Which by themselves, you're saying, Oh, wow, what's, what's so unique about that, but because it's on AWS and now, because whether you're a developer working on, you know, w with Mac iOS and you have access to the 175 plus services, that you can then weave into your new applications, talk about the connect scenario. Now we're embedding that kind of inference and machine learning to do what you say, but then your data Lake is also most likely running in AWS, right? And then the other channels, whether they be mobile channels or web channels, or in store physical channels, that data can be captured in that same machine learning could be applied there to get that full picture across the spectrum. Right? So that's the, that's the power of bringing together on AWS to access to all those different capabilities of services, and then also the where the data is, and pulling all that together, that for that end to end view, okay, >>You guys give some examples of work you've done together. I know this stuff we've reported on. Um, in the last session we talked about some of the connect stuff, but that kind of encapsulates where this, where this is all going with respect to the tech. >>Yeah. I think one of the, you know, it was called out on Doug's partner summit was, you know, is there a, uh, an SAP data Lake accelerator, right? Almost every enterprise has SAP, right. And SAP getting data out of SAP has always been a challenge, right. Um, whether it be through, you know, data warehouses and AWS, sorry, SAP BW, you know, what we've focused on is, is getting that data when you're on have SAP on AWS getting that data into the data Lake, right. And getting it into, into a model that you can pull the value out of the customers can pull the value out, use those AI models. Um, so that was one thing we worked on in the last 12 months, super excited about seeing great success with customers. Um, you know, a lot of customers had ideas. They want to do this. They had different models. What we've done is, is made it very, uh, simplified, uh, framework that allows customers to do it very quickly, get the data out there and start getting value out of it and iterating on that data. Um, we saw customers are spending way too much time trying to stitch it all together and trying to get it to work technically. Uh, and we've now cut all that out and they can immediately start getting down to, to the data and taking advantage of those, those different, um, services are out there by AWS. >>Brian, you want to weigh in as things you see as relevant, um, builds that you guys done together that kind of tease out the future and connect the dots to what's coming. >>Uh, I, you know, I'm going to use a customer example. Uh, we worked with, um, and it just came out with, with Unilever around their blue air connected, smart air purifier. And what I think is interesting about that, I think it touches on some of the themes we're talking about, as well as some of the themes we talked about in the last session, which is we started that program before the pandemic. Um, and, but, you know, Unilever recognized that they needed to differentiate their product in the marketplace, move to more of a services oriented business, which we're seeing as a trend. We, uh, we enabled this capability. So now it's a smart air purifier that can be remote manage. And now in the pandemic head, they are in a really good position, obviously with a very relevant product and capability, um, to be used. And so that data then, as we were talking about is going to reside on the cloud. And so the learning that can now happen about usage and about, you know, filter changes, et cetera, can find its way back into future iterations of that valve, that product. And I think that's, that's keeping with, you know, uh, Chris was talking about where we might be systems of record, like in SAP, how do we bring those in and then start learning from that data so that we can get better on our future iterations? >>Hey, Chris, on the last segment we did on the business mission, um, session, Andy Taylor from your team, uh, talked about partnerships within a century and working with other folks. I want to take that now on the technical side, because one of the things that we heard from, um, Doug's, um, keynote and that during the partner day was integrations and data were two big themes. When you're in the cloud, technically the integrations are different. You're going to get unique things in the public cloud that you're just not going to get on premise access to other cloud native technologies and companies. How has that, how do you see the partnering of Accenture with people within your ecosystem and how the data and the integration play together? What's your vision? >>Yeah, I think there's two parts of it. You know, one there's from a commercial standpoint, right? So marketplace, you know, you, you heard Dave talk about that in the, in the partner summit, right? That marketplace is now bringing together this ecosystem, uh, in a very easy way to consume by the customers, uh, and by the users and bringing multiple partners together. And we're working with our ecosystem to put more products out in the marketplace that are integrated together, uh, already. Um, you know, I think one from a technical perspective though, you know, if you look at Salesforce, you know, we talked a little earlier about connect another good example, technically underneath the covers, how we've integrated connect and Salesforce, some of it being prebuilt by AWS and Salesforce, other things that we've added on top of it, um, I think are good examples. And I think as these ecosystems, these IFCs put their products out there and start exposing more and more API APIs, uh, on the Amazon platform, make opening it up, having those, those prebuilt network connections there between, you know, the different VPCs and the different areas within, within a customer's network. >>Um, and having them, having that all opened up and connected and having all that networking done underneath the covers. You know, it's one thing to call the API APIs. It's one thing to have access to those. And that's been a big focus of a lot of, you know, ISBNs and customers to build those API APIs and expose them, but having that network infrastructure and being able to stay within the cloud within AWS to make those connections, the past that data, we always talk about scale, right? It's one thing if I just need to pass like a, you know, a simple user ID back and forth, right? That's, that's fine. We're not talking massive data sets, whether it be seismic data or whatever it be passing those of those large, those large data sets between customers across the Amazon network is going to, is going to open up the world. >>Yeah. I see huge possibilities there and love to keep on this story. I think it's going to be important and something to keep track of. I'm sure you guys will be on top of it. You know, one of the things I want to, um, dig into with you guys now is Andy had kind of this philosophy philosophical thing in his keynote, talk about societal change and how tough the pandemic is. Everything's on full display. Um, and this kind of brings out kind of like where we are and the truth. You look at the truth, it's a virtual event. I mean, it's a website and you got some sessions out there with doing remote best weekend. Um, and you've got software and you've got technology and, you know, the concept of a mechanism it's software, it does something, it does a purpose. Essentially. You guys have a concept called living systems where growth strategy powered by technology. How do you take the concept of a, of a living organism or a system and replace the mechanism, staleness of computing and software. And this is kind of an interesting, because we're on the cusp of a, of a major inflection point post COVID. I get the digital transformation being slow that's yes, that's happening. There's other things going on in society. What do you guys think about this living systems concept? >>Yeah, so I, you know, I'll start, but, you know, I think the living system concept, um, you know, it started out very much thinking about how do you rapidly change the system, right? And, and because of cloud, because of, of dev ops, because of, you know, all these software technologies and processes that we've created, you know, that's where it started it, making it much easier to make it a much faster being able to change rapidly, but you're right. I think as you now bring in more technologies, the AI technology self-healing technologies, again, you're hurting Indian in his keynote, talk about, you know, the, the systems and services they're building to the tech problems and, and, and, and give, uh, resolve those problems. Right. Obviously automation is a big part of that living systems, you know, being able to bring that all together and to be able to react in real time to either what a customer, you know, asks, um, you know, either through the AI models that have been generated and turning those AI models around much faster, um, and being able to get all the information that came came in in the last 20 minutes, right. >>You know, society's moving fast and changing fast. And, you know, even in one part of the world, if, um, something, you know, in 10 minutes can change and being able to have systems to react to that, learn from that and be able to pass that on to the next country, especially in this world with COVID and, you know, things changing very quickly with quickly and, and, and, um, diagnosis and, and, um, medical response, all that so quickly to be able to react to that and have systems pass that information learned from that information is going to be critical. >>That's awesome. Brian, one of the things that comes up every year is, Oh, the cloud scalable this year. I think, you know, we've, we've talked on the cube before, uh, years ago, certainly with the censure and Amazon, I think it was like three or four years ago. Yeah. The clouds horizontally scalable, but vertically specialized at the application layer. But if you look at the data Lake stuff that you guys have been doing, where you have machine learning, the data's horizontally scalable, and then you got the specialization in the app changes that changes the whole vertical thing. Like you don't need to have a whole vertical solution or do you, so how has this year's um, cloud news impacted vertical industries because it used to be, Oh, the oil and gas financial services. They've got a team for that. We've got a stack for that. Not anymore. Is it going away? What's changing. Wow. >>I, you know, I think it's a really good question. And I don't think, I think what we're saying, and I was just on a call this morning talking about banking and capital markets. And I do think the, you know, the, the challenges are still pretty sector specific. Um, but what we do see is the, the kind of commonality, when we start looking at the, and we talked about it as the industry solutions that we're building as a partnership, most of them follow the pattern of ingesting data, analyzing that data, and then being able to, uh, provide insights and an actions. Right. So if you think about creating that yeah. That kind of common chassis of that ingest the data Lake and then the machine learning, can you talk about, you know, the announces around SageMaker and being able to manage these models, what changes then really are the very specific industries algorithms that you're, you're, you're writing right within that framework. And so we're doing a lot in connect is a good example of this too, where you look at it. Yeah. Customer service is a horizontal capability that we're building out, but then when you stop it into insurance or retail banking or utilities, there are nuances then that we then extend and build so that we meet the unique needs of those, those industries. And that's usually around those, those models. >>Yeah. And I think this year was the first reinvented. I saw real products coming out that actually solve that problem. And that was their last year SageMaker was kinda moving up the stack, but now you have apps embedding machine learning directly in, and users don't even know it's in there. I mean, Christmas is kind of where it's going. Right. I mean, >>Yeah. Announcements. Right. How many, how many announcements where machine learning is just embedded in? I mean, so, you know, code guru, uh, dev ops guru Panorama, we talked about, it's just, it's just there. >>Yeah. I mean, having that knowledge about the linguistics and the metadata, knowing the, the business logic, those are important specific use cases for the vertical and you can get to it faster. Right. Chris, how is this changing on the tech side, your perspective? Yeah. >>You know, I keep coming back to, you know, AWS and cloud makes it easier, right? None of this stuff, you know, all of this stuff can be done, uh, and has some of it has been, but you know, what Amazon continues to do is make it easier to consume by the developer, by the, by the customer and to actually embedded into applications much easier than it would be if I had to go set up the stack and build it all on that and, and, and, uh, embed it. Right. So it's, shortcutting that process. And again, as these products continue to mature, right. And some of the stuff is embedded, um, it makes that process so much faster. Uh, it makes it reduces the amount of work required by the developers, uh, the engineers to get there. So I I'm expecting, you're going to see more of this. >>Right. I think you're going to see more and more of these multi connected services by AWS that has a lot of the AIML, um, pre-configured data lakes, all that kind of stuff embedded in those services. So you don't have to do it yourself and continue to go up the stack. And we was talking about, Amazon's built for builders, right. But, you know, builders, you know, um, have been super specialized in, or we're becoming, you know, as engineers, we're being asked to be bigger and bigger and to be, you know, uh, be able to do more stuff. And I think, you know, these kinds of integrated services are gonna help us do that >>And certainly needed more. Now, when you have hybrid edge that are going to be operating with microservices on a cloud model, and with all those advantages that are going to come around the corner for being in the cloud, I mean, there's going to be, I think there's going to be a whole clarity around benefits in the cloud with all these capabilities and benefits cloud guru. Thanks my favorite this year, because it just points to why that could happen. I mean, that happens because of the cloud data. If you're on premise, you may not have a little cloud guru, you got to got to get more data. So, but they're all different edge certainly will come into your vision on the edge. Chris, how do you see that evolving for customers? Because that could be complex new stuff. How is it going to get easier? >>Yeah. It's super complex now, right? I mean, you gotta design for, you know, all the different, uh, edge 5g, uh, protocols are out there and, and, and solutions. Right. You know, Amazon's simplifying that again, to come back to simplification. Right. I can, I can build an app that, that works on any 5g network that's been integrated with AWS. Right. I don't have to set up all the different layers to get back to my cloud or back to my, my bigger data side. And I was kind of choking. I don't even know where to call the cloud anymore, big cloud, which is a central and I go down and then I've got a cloud at the edge. Right. So what do I call that? >>Exactly. So, you know, again, I think it is this next generation of technology with the edge comes, right. And we put more and more data at the edge. We're asking for more and more compute at the edge, right? Whether it be industrial or, you know, for personal use or consumer use, um, you know, that processing is gonna get more and more intense, uh, to be able to manage and under a single console, under a single platform and be able to move the code that I develop across that entire platform, whether I have to go all the way down to the, you know, to the very edge, uh, at the, at the 5g level, right? Or all the way into the bigger cloud and how that process, isn't there be able to do that. Seamlessly is going to be allow the speed of development that's needed. >>Well, you guys done a great job and no better time to be a techie or interested in technology or computer science or social science for that matter. This is a really perfect storm, a lot of problems to solve a lot of things, a lot of change happening, positive change opportunities, a lot of great stuff. Uh, final question guys, five years working together now on this partnership with AWS and Accenture, um, congratulations, you guys are in pole position for the next wave coming. Um, what's exciting. You guys, Chris, what's on your mind, Brian. What's, what's getting you guys pumped up >>Again. I come back to G you know, Andy mentioned it in his keynote, right? We're seeing customers move now, right. We're seeing, you know, five years ago we knew customers were going to get a new, this. We built a partnership to enable these enterprise customers to make that, that journey. Right. But now, you know, even more, we're seeing them move at such great speed. Right. Which is super excites me. Right. Because I can see, you know, being in this for a long time, now I can see the value on the other end. And I really, we've been wanting to push our customers as fast as they can through the journey. And now they're moving out of, they're getting, they're getting the religion, they're getting there. They see, they need to do it to change your business. So that's what excites me is just the excites me. >>It's just the speed at which we're, we're in a single movement. Yeah, yeah. I'd agree with, yeah, I'd agree with that. I mean, so, you know, obviously getting, getting customers to the cloud is super important work, and we're obviously doing that and helping accelerate that, it's it, it's what we've been talking about when we're there, all the possibilities that become available right. Through the common data capabilities, the access to the 175 some-odd AWS services. And I also think, and this is, this is kind of permeated through this week at re-invent is the opportunity, especially in those industries that do have an industrial aspect, a manufacturing aspect, or a really strong physical aspect of bringing together it and operational technology and the business with all these capabilities, then I think edge and pushing machine learning down to the edge and analytics at the edge is really going to help us do that. And so I'm super excited by all that possibility is I feel like we're just scratching the surface there, >>Great time to be building out. And you know, this is the time for re reconstruction. Re-invention big themes. So many storylines in the keynote, in the events. It's going to keep us busy here. It's looking at angle in the cube for the next year. Gentlemen, thank you for coming out. I really appreciate it. Thanks. Thank you. All right. Great conversation. You're getting technical. We could've go on another 30 minutes. Lot to talk about a lot of storylines here at AWS. Reinvent 2020 at the Centure executive summit. I'm John furrier. Thanks for watching.

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum, Karthik, Lorraine. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a hell, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going through this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they go innovate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually widening. >>So you just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud are, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion, as well as, uh, their ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast forward it to happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that, gave him a piece together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that as a need for strategy is like I said, cloud is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all of the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy hands is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the variables, uh, an organization or an enterprise is going to go through, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot, the more the experiment and the lower cost at which they experiment is going to help them experiment a lot. And they experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employees or weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that can create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing that complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is going to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And this is, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to value chain. And, um, us leverage is the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long-standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud-first. >>We are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership, where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Takeda wants to get to with this. We are going to simplify their operating model and organization by providing and flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. >>How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joined investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, their senior actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in one economic forum that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next, you know, base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is good to come closer to the human lives. It's going to come from cloud. Yeah. Pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's good to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture, are we saying that there'll be change as our, as our purpose? >>I genuinely believe that cloud first is going to be in the forefront of that change agenda, both for Accenture as well as for the rest of the work. Excellent. Let there be change, indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca nights stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS >>Welcome everyone to the Q virtual and our coverage of the Accenture executive summit, which is part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the green cloud and joining me is Kishor Dirk. He is Accenture senior managing director cloud first global services lead. Thank you so much for coming on the show. Kishor nice to meet you. So I want to start by asking you what it is that we mean when we say green cloud, we know the sustainability is a business imperative. So many organizations around the world are committing to responsible innovation, lowering carbon emissions. But what is this? What is it? What does it mean when they talk about cloud from a sustainability perspective? I think it's about responsible innovation being cloud is a cloud first approach that has benefit the clients by helping reduce carbon emissions. Think about it this way. >>You have a large number of data centers. Each of these data centers are increasing by 14% every year. And this double digit growth. What you're seeing is these data centers and the consumption is nearly coolant to the kind of them should have a country like Spain. So the magnitude of the problem that is out there and how do we pursue a green approach. If you look at this, our Accenture analysis, in terms of the migration to public cloud, we've seen that we can reduce that by 59 million tons of CO2 per year with just the 5.9% reduction in total emissions and equates this to 22 million cars off the road. And the magnitude of reduction can go a long way in meeting climate change commitments, particularly for data sensitive. Wow, that's incredible. The numbers that you're putting forward are, are absolutely mind blowing. So how does it work? Is it a simple cloud migration? So, you know, when companies begin their cloud journey and then they confront, uh, with >>Them a lot of questions, the decision to make, uh, this particular, uh, element sustainable in the solution and benefits they drive and they have to make wise choices, and then they will gain unprecedented level of innovation leading to both a greener planet, as well as, uh, a greener balance sheet, I would say, uh, so effectively it's all about ambition, data ambition, greater the reduction in carbon emissions. So from a cloud migration perspective, we look at it as a, as a simple solution with approaches and sustainability benefits, uh, that vary based on things it's about selecting the right cloud provider, a very carbon thoughtful provider and the first step towards a sustainable cloud journey. And here we're looking at cloud operators know, obviously they have different corporate commitments towards sustainability, and that determines how they plan, how they build, uh, their, uh, uh, the data centers, how they are consumed and assumptions that operate there and how they, or they retire their data centers. >>Then, uh, the next element that you want to do is how do you build it ambition, you know, for some of the companies, uh, and average on-prem, uh, drives about 65% energy reduction and the carbon emission reduction number was 84%, which is kind of good, I would say. But then if you could go up to 98% by configuring applications to the cloud, that is significant benefit for, uh, for the board. And obviously it's a, a greener cloud that we're talking about. And then the question is, how far can you go? And, uh, you know, the, obviously the companies have to unlock greater financial societal environmental benefits, and Accenture has this cloud based circular operations and sustainable products and services that we bring into play. So it's a, it's a very thoughtful, broader approach that w bringing in, in terms of, uh, just a simple concept of cloud migration. >>So we know that in the COVID era, shifting to the cloud has really become a business imperative. How is Accenture working with its clients at a time when all of this movement has been accelerated? How do you partner and what is your approach in terms of helping them with their migrations? >>Yeah, I mean, let, let me talk a little bit about the pandemic and the crisis that is that today. And if you really look at that in terms of how we partnered with a lot of our clients in terms of the cloud first approach, I'll give you a couple of examples. We worked with rolls, Royce, MacLaren, DHL, and others, as part of the ventilator, a UK challenge consortium, again, to, uh, coordinate production of medical ventilator surgically needed for the UK health service. Many of these farms I've taken similar initiatives in, in terms of, uh, you know, from a few manufacturers hand sanitizers, and to answer it as us and again, leading passionate labels, making PPE, and again, at the UN general assembly, we launched the end-to-end integration guide that helps company is essentially to have a sustainable development goals. And that's how we are parking at a very large scale. >>Uh, and, and if you really look at how we work with our clients and what is Accenture's role there, uh, you know, from, in terms of our clients, you know, there are multiple steps that we look at. One is about planning, building, deploying, and managing an optimal green cloud solution. And Accenture has this concept of, uh, helping clients with a platform to kind of achieve that goal. And here we are having, we are having a platform or a mine app, which has a module called BGR advisor. And this is a capability that helps you provide optimal green cloud, uh, you know, a business case, and obviously a blueprint for each of our clients and right from the start in terms of how do we complete cloud migration recommendation to an improved solution, accurate accuracy to obviously bringing in the end to end perspective, uh, you know, with this green card advisor capability, we're helping our clients capture what we call as a carbon footprint for existing data centers and provide, uh, I would say the current cloud CO2 emission score that, you know, obviously helps them, uh, with carbon credits that can further that green agenda. >>So essentially this is about recommending a green index score, reducing carbon footprint for migration migrating for green cloud. And if we look at how Accenture itself is practicing what we preach, 95% of our applications are in the cloud. And this migration has helped us, uh, to lead to about $14.5 million in benefit. And in the third year and another 3 million analytics costs that are saved through right-sizing a service consumption. So it's a very broad umbrella and a footprint in terms of how we engage societaly with the UN or our clients. And what is it that we exactly bring to our clients in solving a specific problem? >>Accenture isn't is walking the walk, as you say, >>Instead of it, we practice what we preach, and that is something that we take it to heart. We want to have a responsible business and we want to practice it. And we want to advise our clients around that >>You are your own use case. And so they can, they know they can take your advice. So talk a little bit about, um, the global, the cooperation that's needed. We know that conquering this pandemic is going to take a coordinated global effort and talk a little bit about the great reset initiative. First of all, what is that? Why don't we, why don't we start there and then we can delve into it a little bit more. >>Okay. So before we get to how we are cooperating, the great reset, uh, initiative is about improving the state of the world. And it's about a group of global stakeholders cooperating to simultaneously manage the direct consequences of their COVID-19 crisis. Uh, and in spirit of this cooperation that we're seeing during COVID-19, uh, which will obviously either to post pandemic, to tackle the world's pressing issues. As I say, uh, we are increasing companies to realize a combined potential of technology and sustainable impact to use enterprise solutions, to address with urgency and scale, and, um, obviously, uh, multiple challenges that are facing our world. One of the ways that are increasing, uh, companies to reach their readiness cloud with Accenture's cloud strategy is to build a solid foundation that is resilient and will be able to faster to the current, as well as future times. Now, when you think of cloud as the foundation, uh, that drives the digital transformation, it's about scale speed, streamlining your operations, and obviously reducing costs. >>And as these businesses seize the construct of cloud first, they must remain obviously responsible and trusted. Now think about this, right, as part of our analysis, uh, that profitability can co-exist with responsible and sustainable practices. Let's say that all the data centers, uh, migrated from on-prem to cloud based, we estimate that would reduce carbon emissions globally by 60 million tons per year. Uh, and think about it this way, right? Easier metric would be taking out 22 million cars off the road. Um, the other examples that you've seen, right, in terms of the NHS work that they're doing, uh, in, in UK to build, uh, uh, you know, uh, Microsoft teams in based integration. And, uh, the platform rolled out for 1.2 million users, uh, and got 16,000 users that we were able to secure, uh, instant messages, obviously complete audio video calls and host virtual meetings across India. So, uh, this, this work that we did with NHS is, is something that we have, we are collaborating with a lot of tools and powering businesses. >>Well, you're vividly describing the business case for sustainability. What do you see as the future of cloud when thinking about it from this lens of sustainability, and also going back to what you were talking about in terms of how you are helping your, your fostering cooperation within these organizations. >>Yeah, that's a very good question. So if you look at today, right, businesses are obviously environmentally aware and they are expanding efforts to decrease power consumption, carbon emissions, and they want to run a sustainable operational efficiency across all elements of their business. And this is an increasing trend, and there is that option of energy efficient infrastructure in the global market. And this trend is the cloud first thinking. And with the right cloud migration that we've been discussing is about unlocking new opportunity, like clean energy foundations enable enabled by cloud based geographic analysis, material, waste reductions, and better data insights. And this is something that, uh, uh, will drive, uh, with obviously faster analytics platform that is out there. Now, the sustainability is actually the future of business, which is companies that are historically different, the financial security or agility benefits to cloud. Now sustainability becomes an imperative for them. And I would own experience Accenture's experience with cloud migrations. We have seen 30 to 40% total cost of ownership savings, and it's driving a greater workload, flexibility, better service, your obligation, and obviously more energy efficient, uh, public clouds that cost, uh, we'll see that, that drive a lot of these enterprise own data centers. So in our view, what we are seeing is that this, this, uh, sustainable cloud position helps, uh, helps companies to, uh, drive a lot of the goals in addition to their financial and other goods. >>So what should organizations who are, who are watching this interview and saying, Hey, I need to know more, what, what do you recommend to them? And what, where should they go to get more information on Greenplum? >>Yeah. If you wanna, if you are a business leader and you're thinking about which cloud provider is good, or how, how should applications be modernized to meet our day-to-day needs, which cloud driven innovations should be priorities. Uh, you know, that's why Accenture, uh, formed up the cloud first organization and essentially to provide the full stack of cloud services to help our clients become a cloud first business. Um, you know, it's all about excavation, uh, the digital transformation innovating faster, creating differentiated, uh, and sustainable value for our clients. And we are powering it up at 70,000 cloud professionals, $3 billion investment, and, uh, bringing together and services for our clients in terms of cloud solutions. And obviously the ecosystem partnership that we have that we are seeing today, uh, and, and the assets that help our clients realize their goals. Um, and again, to do reach out to us, uh, we can help them determine obviously, an optimal, sustainable cloud for solution that meets the business needs and being unprecedented levels of innovation. Our experience, uh, will be our advantage. And, uh, now more than ever Rebecca, >>Just closing us out here. Do you have any advice for these companies who are navigating a great deal of uncertainty? We, what, what do you think the next 12 to 24 months? What do you think that should be on the minds of CEOs as they go through? >>So, as CEO's are thinking about rapidly leveraging cloud, migrating to cloud, uh, one of the elements that we want them to be thoughtful about is can they do that, uh, with unprecedent level of innovation, but also build a greener planet and a greener balance sheet, if we can achieve this balance and kind of, uh, have a, have a world which is greener, I think the world will win. And we all along with Accenture clients will win. That's what I would say, uh, >>Optimistic outlook, and I will take it. Thank you so much. Kishor for coming on the show >>That was >>Accenture's Kishor Dirk, I'm Rebecca Knight stay tuned for more of the cube virtuals coverage of the Accenture executive summit >>Around the globe. >>It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific know-how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry, Arjun, baby. He is the senior managing director and chairman of Accenture's diamond leadership council. Welcome Arjun, Karl hick. He is the chief digital and information officer at Takeda. What is your bigger, thank you, Rebecca and Brian bowhead, global director, and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming up. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? What w why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think, uh, I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and, uh, broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the large acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation, um, at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So, as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as the launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, associate we're employed to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. It'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it, we call it sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards, uh, enterprise data platforms and digital products. And then ultimately, uh, uh, P you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that, you know, how do ideas go from getting tested and months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit, let let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that? It is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, th thank you for that. And, um, I've got to give call a lot of credit, because as we started to think about this journey, it was clear, it was a bold ambition. It was, uh, something that, you know, we had all to do differently. And so the, the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. >>They're one of the best at supply chain. So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership. We always think about this as a collective group, so that we can keep that front and center. And what I think ultimately has enabled us to do is it allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way. >>Brian, what about you? What have you observed? And are you thinking about in terms of how this is helping teams collaborate differently, >>Lillian and Arjun made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of scale and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda, and frankly, Takeda was, was really, I think, pretty visionary and on their way here, right? And taking this kind of cross functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure, although altogether, and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts, all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool as these capabilities and the best way to do that. Isn't across kind of a cross-collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster in those areas. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this call it, this, this digital and data kind of capability building, uh, takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Cato where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these very much sort of remote, uh, sort of days, we, we use what we call global it meet days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that, uh, can be considered. And then thirdly, um, of course, every organization to work on, how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's, uh, ability to become more agile and more innovative and add a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the technology is going to be the silver bullet where in fact it is the culture, it is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and that kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and, and so that's been, that's been key. And so we think about innovation at Amazon and AWS, and Carl mentioned some of the things that, you know, partner like AWS can bring to the table is we talk a lot about builders, right? >>So kind of obsessive about builders. Um, and, and we meet what we mean by that is we at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake and whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of a innovation pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with Takeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well. And Accenture's, and so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon are two two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with the cadence around innovation, that's been really critical. Carl, where are you already seeing signs of success? >>Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a nave. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high speed pilots that we're working through right now, specifically in this, in this area. And we're seeing >>Really great results already. Um, and so that's, that's one specific area of focus are Jen, I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey? Sorry. Was that for me? Yes. Sorry. Origin. Yeah, no, I was breaking up a bit. No, I think they, um, the key is what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, and all the components that you need, ultimately, that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and our life sciences clients, right. >>We're trying to take a 14 year process of research and development that takes billions of dollars and compress that right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that the Qaeda has constructed with this footie program really has all the ingredients, um, that are required for that success. Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. Thank you. It's been a lot of, thank you. Yeah, it's been fun. Thanks Rebecca. And thank you for tuning into the cube. Virtual has coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of Accenture executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, and we also have Matthew pound. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for having us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with >>You. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yeah, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westman ins police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach the offices on the frontline through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious, um, process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing and an old clunky system that needed a technological, uh, reimagination, so what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and sort of my operational colleagues, we recognize the benefits, um, that data and analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at the time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space that's appropriate for policing? >>I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations, uh, quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that Clyde would provide in this space because, you know, without moving to a cloud environment, we would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around the scalability, interoperability, you know, disaster things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with a wet with the West Midlands police, sorry. And helping them implement this cloud-first journey? >>Yeah, so I guess, um, by January the West Midlands police started, um, favorite five years ago now. So, um, we set up a partnership with the force. I wanted to operate in a way that it was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with last nights on, um, over the last five years. Um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and the things that that enabled us today, um, I'm from an Accenture perspective that allowed us to bring in a number of the different themes that we have say, cloud teams, security teams, um, and drafted from an insurance perspective, as well as more traditional services that people would associate with the country. >>I mean, so much of this is about embracing comprehensive change to experiment and innovate and try different things. Matthew, how, how do you help, uh, an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things to that enable those being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work three, um, the issues that the fullest is seeing and the outcomes they're looking to achieve rather than simply focusing on a long list of requirements, I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should too, >>Right. It's not always a one size fits all. >>Absolutely not. You know, what we believe is critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is gonna update before you even get that. >>So Helen, how, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of, of context, when we, um, started working with essentially in AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analysts to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, I'm really, it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever bang things to, um, every officer in the force, being able to access that level of data at their fingertips. Literally. So what they were touched with done before is if they needed to check and address or check details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to a centralized function and speak to an operator, relay the questions, either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings from that point of view are immense. And I think just parallel to that is the quality of our, because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes, as opposed to, you know, half an hour, an hour or a drive back to a station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend out with the public doing what they, you know, we all should be doing >>That kind of return on investment because what you were just describing with all the steps that we needed to be taken in prior to this, to verify an address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and there certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result or more time out on the front line. Also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>I do, I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change? >>What's unique about the Western displaces, the buy-in from the top down, the chief and his exact team and Helen as the leader from an IOT perspective, um, the entire force is bought in. So what is a significant change program? Uh, I'm not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort that's been put in to bake the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that is making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try us to get us. Don't try to get us to do anything new here. It works. How do you get the buy-in that you need to do this kind of digital transformation? >>I think it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five-year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front tie, uh, frontline offices. So with DDI in particular, I think the stack change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job, but not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? And it was like, yeah, okay. >>It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stat change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to all policing by itself, really, without much selling >>You, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>We've um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of DDR. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this has made productivity, um, productivity savings equivalent to 154 full-time officers. Uh, what's next, >>I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy, but because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see is we need to exploit and build on the investments that we've made in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better at this. Um, the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. Um, you know, we're always being expected to, again, look after the public purse and do more for less. And I think this is certainly an and our cloud journey and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. >>Exciting times. Indeed. Thank you so much. Lily, Helen and Matthew for joining us. I really appreciate it. Thank you. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hi, everyone. Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Accenture gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So number of years back, we looked at kind of our infrastructure and our landscape trying to figure out where we >>Wanted to go next. And we were very analog based and stuck in the old it groove of, you know, Capitol reef rash, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could become very different business to the one that we were back then obviously cloud is an accelerant to that. And we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a dried organizations that can take you on the journey and, uh, you know, start to deliver bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, not all the way there, but to where we're on the way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity. So for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs >>Before I hit the Douglas. I want to just real quick, a redirect to you and say, you know, if all the people said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit, really, if you got in early and you, you know, paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud? Yeah, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project on very large transformational project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud, we would have been able to achieve that this year. It would have been much different, would have been very difficult to do the backing. We're able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end. Then we've delivered a brand new digital capability across the entire business. Um, in many, you know, wouldn't have been impossible if we could, I guess, state in the old world, the fact that we were moved into the new Naval by the new allowed us to work in this unprecedented year. >>Just quick, what's your personal view on this? Because I've been saying on the Cuban reporting necessity is the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're going to get the city, you get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned, right, in a lot of these things we try to do and, you know, typically, you know, hardware and of the last >>To be told and, and, and always on the critical path to be done, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going. Right. So you see a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days, and truly allowed us to, we had to, you know, VJ things, move things. And, you know, we were able to do that in this environment with AWS support and the fact that we can kind of turn things off and on as quickly as we need it. >>Yeah. Cloud-scale is great for speed. So DECA, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops world, they saw this early that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>Oh, right. So yeah, we started off with, as we do in most cases with a much more bigger group, and we worked with lions functional experts and, uh, the lost knowledge that allowed the infrastructure being had. Um, we then applied our journey to cloud strategy, which basically revolves around the seminars and, and, uh, you know, the deep three steps from our perspective, uh, assessing the current environment, setting up the new cloud environment. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the key things that, uh, you know, we learned along this journey was that, you know, you can have the best plans, but bottom line that we were dealing with, we often than not have to make changes. Uh, what a lot of agility and also work with a lot of collaboration with the, uh, Lyon team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, essentially mobilize it's all of us working together to make this happen. >>What were some of the learnings real quick journeys? >>So I think so the perspective of the key learnings that, you know, uh, you know, when you look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud, a lot of the documentation, et cetera, was not available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making sure all the had on that real SMEs across the board globally, that we could leverage across the various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment with line. >>Let's do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've gotta have your, your, your process and you've got to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of after we got a long way down the track and looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get left with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what is going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that you're able to understand the benefits and the value that, so you're going to drive back towards the business. >>Let's do it. If you don't mind me asking, what was some of the obstacles you encountered or learnings, um, that might different from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relatively easy of the known quantity. It's relatively modern architectures and infrastructures, and you can upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of, uh, your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they will say yes until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, um, which actually results in a much cleaner environment post and post migration. >>You know, the old expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value Stuart and Sadiq. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunities to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus stark? >>Yeah. At the start, it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in clouds when we, uh, when we started, um, Doug mentioned earlier on a really significant transformation project, um, that we've undertaken and recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balanced bit is, um, legacy infrastructure that is just gonna retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it. I know you like 20, 20, I'm actually glad that you did all the hard yards in the previous years when you started that business challenges thrown out as, >>So do you any common reaction to the cloud percentage penetration? >>I mean, guys don't, but I was going to say was, I think it's like the 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get any person off, uh, after getting a loan, the cloud and, or the last year is the 20% that we have been migrating. And Stuart said like, uh, not that is also, that's going to be a good diet. And I think our next big step is going to be obviously, you know, the icing on the tape, which is to decommission all these apps as well. Right. So, you know, to get the real benefits out of, uh, the whole conservation program from a, uh, from a >>Douglas and Stewart, can you guys talk about the decision around the cloud because you guys have had success with AWS, why AWS how's that decision made? Can you guys give some insight into some of those thoughts? >>I can stop, start off. I think back when the decision was made and it was, it was a while back, um, you know, there's some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, uh, some very robust and, um, just future proof and, um, proven technology. And they Ws gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and AWS gives you that, right. And, and particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of the technology and the skills and the knowledge to, to move you forward in that direction. >>So, um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can then take you on the journey. Yeah. And just to build on it. So obviously, you know, lion's like an AWS, but, you know, we knew it was a very good choice given that, um, uh, the skills and the capability that we had, as well as the assets and tools we had to get the most out of, um, AWS and obviously our, our CEO globally, you know, announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well DWS, we've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successfully. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, you're essential cloud outcomes, research shown, it's the cycle of innovation with the cloud. That's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID is impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>Uh, I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, uh, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday and into Tuesday, because we were cloud-based. And, uh, you know, we just found up your instances and, uh, you know, sort of our licensing, et cetera. And we had all of our people working remotely, um, within, uh, you know, effectively one business day. >>Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get their, the right hardware to be able to deliver to their user base. So, um, you know, one example where you're able to scale and, uh, uh, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less the, in all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. >>And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas you're in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on, tell you that you need to bump it up. And conversely you scale it down at the same rate. So for us, with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward >>Know Douglas. One of the things that I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a super important, I think, >>To echo and kind of build on what Stewart said. I think that the reason that we've had success and I guess the momentum is we, we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, lying to achievements growth objectives, and also its ambitions as far as what it wants to do, uh, with growth in whatever they make, do with acquiring other companies and moving into different markets and launching new products. So we've actually done it in a way that is, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind weighing in what's the priorities for the future. What's next for lion in a century >>Christmas holidays, I'll start Christmas holidays been a big deal and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment, there's more future growth. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that, uh, AWS continue to bring to the market, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and show value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then did you capability they have and getting the most out of that investment. And then I think it's also moving to, uh, and adopting more new ways of working as far as, you know, the speed of the business, um, is getting up the speed of the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right? So I think it's really leveraging the most out of the platform and then, you know, being efficient in launching things. So putting them with the business, >>Any word from you on your priorities by you see this year in folding, >>There's got to say like e-learning squares, right, for me around, you know, just journey. This is a journey to the cloud, right. >>And, uh, you know, as well, the sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to it, to your, uh, product lenders, et cetera. Right. And it takes time. It is tough, but, uh, uh, you know, you got to get started on it. And, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, looking forward, I think for, from Alliance perspective, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all staff, right. And as I think students said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS is basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a and sharing your environment and what's going on and your journey you're on the right wave. Did the work you're in, it's all coming together with faster, congratulations for your success, and, uh, really appreciate Douglas with Steve for coming on as well from Accenture. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with Accenture and the cube. I'm Sean ferry, your host, thanks for watching from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show, Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much Liz to be here. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem Johan. What was the problem you were trying to solve at shell? >>Yeah, the ethical back a couple of years, we started shoving 2017 where we had a meeting with the deg, the gas exploration in shell, and the main problem they had. Of course, they got lots of lots of data, but are unable to find the right data. They need to work from all over the place. And totally >>Went to real, probably tried to solve is how that person working exploration could find their proper date, not just a day, but also the date you really needed that we did probably talked about his summer 2017. And we said, okay, they don't maybe see this moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a co fricking that building, that Stu environment that subserve the universe, so that single data level to put all your exploration and Wells data into that single environment that was intent. And every cent, um, already in March of that same year, we said, well, from Michelle point of view, we will be far better off if we could make this an industry solution and not just a shelf sluice, because Shelby, Shelby, if you can make an industry solution where people are developing applications for it, it also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of it. >>We have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So we monitor, we reach out to about eight or nine other large, uh, or I guess operators like the economics, like the tutorials, like the chefs of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together with lots of other companies, we also need to look at okay, how, how we organize that. Or if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and say, okay, let's, let's form the old forum as we call it at the time. So it's September, 2080, where I did a Galleria in Houston, but the kickoff meeting for the OT four with about 10 members at the time. So there's just over two years ago, we started an exercise for me called ODU, uh, kicked it off. Uh, and so that's really them will be coming from and how we've got there. Also >>The origin story. Um, what, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSU? >>Well, a couple of things we've tried to achieve with you, um, first is really separating data from applications for what is, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked tied together. And if, if you have them and a new company coming along and say, I have this new application and is access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data out as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the sub-service space and know they got all the data in what we call silos in small little islands out there. So what we're trying to do is first break the link to great, great. >>They put the data single day, the bathroom, and the third part, put a standard layer on top of that, it's an API layer on top to create a platform. So we could create an ecosystem out of companies to start a valving shop application on top of dev data platform across you might have a data platform, but you're only successful. If you have a rich ecosystem of people start developing applications on top of that. And then you can export the data like small companies, last company, university, you name it, we're getting after create an ecosystem out there. So the three things were as was first break, the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company. It would only be met. It will be managed the data structures by the ODI forum. Secondly, then put a data, a single data platform certainly then has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications because now you have access to the data or the data no longer linked to somebody whose application was all freely available, but an API layer that was, that was all September, 2018, more or less >>To hear a little bit. Can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johann said started with a challenge that was really brought out at shell. The challenges that geoscientists spend up to 70% of their time looking for data. I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy value chain and deliver value from these use cases to the energy industry and beyond. >>Thank you, Lee, >>Uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with it. >>Well, of course, access a cloud first approach only works together. It's been an Amazon environment, AWS environment. So we really look at, uh, at, at Accenture and others up together helping shell in this space. Now the combination of the two is where we're really looking at, uh, where access of course can be increased knowledge student to that environment operates support knowledge to do an environment. And of course, Amazon will be doing that to this environment that underpinning their services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and four because we are anus. Then when release feed comes to the market in Q1 next year of ODU, when he started going to Audi production inside shell, but as the first release, which is ready for prime time production across an enterprise will be released just before Christmas, last year when he's still in may of this year. But really three is the first release we want to use for full scale production deployment inside shell, and also all the operators around the world. And there is one Amazon, sorry, at that one. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, first he make it's a greatest solution because you start making a much more efficient use of your resources. is already an important one. The second thing we're doing is also, we started with ODU in framers, in the oil and gas space in the expert development space. We've grown, uh, OTU in our strategy, we've grown. I was, you know, also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and, and an open energy data platform, not just what I want to get into steep that's for new industry, any type of energy industry. So our focus is to create, bring the data of all those various energy data sources to get me to a single data platform you can to use AI and other technology on top of that, to exploit the data, to beat again into a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to data. How secure is the data on OSD? You, um, actually, can I talk, can I do a follow up on this sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical data center. Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher, um, server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases for 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's incorrect. Those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. Security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military global banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build an operate each of our regions. So that customers benefit from the only commercial cloud that's hat hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data? >>Uh, today it's Honda's subserves or Wells data. We got to add to that production around the middle of next year. That means that the whole upstate business. So we've got goes from exploration all the way to production. You've made it together into a single data platform. So production will be added around Q3 of next year. Then a principal. We have a difficult, the elder data that single environment, and we want to extend it then to other data sources or energy sources like solar farms, wind farms, uh, hydrogen, hydro, et cetera. So we're going to add a whore, a whole list of audit day energy source to them and be all the data together into a single data club. So we move from an all in guest data platform to an entity data platform. That's really what our objective is because the whole industry, if you look it over, look at our competition or moving in that same two acts of quantity of course, are very strong in oil and gas, but also increased the, got into other energy sources like, like solar, like wind, like th like highly attended, et cetera. So we would be moving exactly what it's saying, method that, that, that, that the whole OSU can't really support at home. And as a spectrum of energy sources, >>Of course, and Liz and Johan. I want you to close this out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. We'll start with you, Liz, what do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges, Johann first, nobody can look at any more nowadays, especially 10 years, but our objective is really in the next five years, you will become the key backbone for energy companies for store your data intelligence and optimize the whole supply energy supply chain, uh, in this world Johan Krebbers Liz Dennett. Thank you so much for coming on the cube virtual. Thank you. I'm Rebecca Knight stay tuned for more of our coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Cuba alum. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show Kishore. Thank you very much. Nice to meet again. And, uh, Tristan moral horse set. He is the managing director, Accenture cloud first North American growth. Welcome back to you to Tristin. Great to be back in grapes here again, Rebecca. Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my NAB and green cloud advisor capability. Kishor I want to start with you. So my NAB is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the lineup platform, what it is that cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster. And obviously, you know, we have in the cloud, uh, you know, with >>The increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation of the exhibition to cloud much faster. This platform that you're talking about has enabled hardened 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet that strategy business needs. And the clients are loving it. >>I want to go to you now trust and tell us a little bit about how my nav works and how it helps companies make good cloud choice. >>Yeah, so Rebecca, we we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for it. It really looks at a variety of variables, including infrastructure operating model and fundamentally what clients' business outcomes, um, uh, our clients are, are looking for and, and identifies the optimal solution for what they need. And we assign this to accelerate. And we mentioned that the pandemic, one of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of, uh, collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we live with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the VA cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Keisha, I want to talk with you now about my navs multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my NAB, we continue to enhance capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the being or advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did, a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what we internalize, uh, brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others. Lot of our clients are accelerating to a green cloud strategy to unlock greater financial societal and environmental benefit, uh, through obviously cloud-based circular, operational, sustainable products and services. That is something that we are enhancing my now, and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener decisions. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run on renewable energy, some incredibly creative constructs on the, how, how to do that. And sustainability is there for a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into the way the mind works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers. Um, and our green plot advisers sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green cloud. Very, very, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? Where, what is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe in our growth markets adopt this. And we have seen case studies and all three months, >>Kesha. I want to bring you back into the conversation. Talk a little bit about how MindUP ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet, um, has talked about post COVID leadership, requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see your jewelry suite, uh, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering greater value for our clients when they need it the most. And with the digital transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud. >>So Tristan, talk a little bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results that they're having? >>Yes. Thank you, Rebecca. I would say two key things right around my notes. The first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green, green clot impact sustainability impacts with minus. We can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings where $27 million over five years, this enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank of clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in iterative approach. >>I mean, it sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristin was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting? >>Yeah, sorry. Yes. We clearly, there are always obstacles to a cloud journey. If there were an obstacles, all our clients would be, uh, already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. >>Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit, >>Rebecca, we are continuously evolving with our client needs and reinventing reinventing for the future. Well, mine has been toward advisor. Our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet, uh, stringent data norms that Kristen was talking about. And the sovereign cloud advisor helps organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sovereignty norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what mine app can do with mine. Have you created the ability to take the guesswork out of cloud, navigate the complexity? We are rolling risks costs, and we are, you know, achieving client's static business objectives while building a sustainable alerts with being cloud, >>Any platform that can take some of the guesswork out of the future. I am I'm on board with thank you so much, Tristin and Kishore. This has been a great conversation. Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight.

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum, Karthik, Lorraine. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a hell, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going through this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they go innovate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually widening. >>So you just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud are, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion, as well as, uh, their ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast forward it to happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that, gave him a piece together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that as a need for strategy is like I said, cloud is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all of the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy hands is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the variables, uh, an organization or an enterprise is going to go through, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot, the more the experiment and the lower cost at which they experiment is going to help them experiment a lot. And they experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employees or weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that can create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing that complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is going to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And this is, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to value chain. And, um, us leverage is the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long-standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud-first. >>We are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership, where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Takeda wants to get to with this. We are going to simplify their operating model and organization by providing and flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. >>How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joined investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, their senior actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in one economic forum that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next, you know, base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is good to come closer to the human lives. It's going to come from cloud. Yeah. Pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's good to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture, are we saying that there'll be change as our, as our purpose? >>I genuinely believe that cloud first is going to be the forefront of that change agenda, both for Accenture as well as for the rest of the work. >>Excellent. Let there be changed. Indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca Knight stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific, how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry. Arjan Beatty. He is the senior managing director and chairman of Accenture's diamonds leadership council. Welcome Arjun. Thank you, Karl hick. He is the chief digital and information officer at Takeda. >>What is your bigger, thank you, Rebecca >>And Brian Beau Han global director and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming on. Thank you. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? Why w why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think a I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as a launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, the associate or employee to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. That'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it weekly, call up sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards, uh, enterprise data platforms and digital products. And then ultimately, uh, uh, uh, you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that? You know, how do ideas go from getting tested in months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit. Let's, let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that? It is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, thank you for that. And, um, I've got to give call a lot of credit because as we started to think about this journey, it was clear. It was a bold ambition was, uh, something that, you know, we had all to do differently. And so the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. They're one of the best at supply chain. >>So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group so that we can keep that front and center. >>And what I think ultimately has enabled us to do is it's allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way, >>Brian, about you, what have you observed and what are you thinking about in terms of how this is helping teams collaborate differently? Yeah, >>Absolutely. And RJ made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of skill and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda and frankly Takeda was, was really, I think, pretty visionary and on their way here, right. And taking this kind of cross-functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure all to altogether and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool as these capabilities and the best way to do that. Isn't across kind of a cross collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this color, this, this digital and data kind of capability building, uh, it takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Qaeda where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these, uh, very much sort of remote, uh, sort of days, we, we use what we call global it meet days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that can be considered. And then thirdly, um, of course every organization has to work on how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's ability to become more agile and more innovative and at a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the is going to be the silver bullet where in fact it is the culture, it is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and that kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and so that's been, that's been key. And so we think about innovation at Amazon and AWS and Chrome mentioned some of the things that, you know, a partner like AWS brings to the table is we talk a lot about builders, right? >>So we're kind of obsessive about builders. Um, and, and we meet what we mean by that is we, we, at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake and whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of, uh, innovation, pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with the Qaeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well and Accentures. And so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon are two two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with Decatur around innovation, that's been really critical. >>Carl, where are you already seeing signs of success? Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on, on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a nave. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high-speed pilots that we're working through right now, specifically in this, in this area. And we're seeing really great results already. Um, and so that's, that's one specific area of focus >>Arjun. I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey for me? Yes. >>Yeah, no, I was breaking up a bit. No, I think they, um, the key is what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, in all the components that you need, that ultimately that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and the life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that, right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that the Qaeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Yeah, it's been fun. Thanks Rebecca. >>Thank you for tuning into the cube virtuals coverage of the Accenture executive summit from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. Welcome everyone to the cubes of Accenture >>Executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, And we also have Matthew lb. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for having us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with you. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yes, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westminster police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of, um, what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach officers on the frontline through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing and an old clunky system that needed a technological, uh, reimagination, so what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and sort of my operational colleagues, we recognize the benefits, um, that data analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and, um, suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space that's appropriate for policing >>Helen? I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that tide would provide in this space because, you know, without moving to a cloud environment, we would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around scalability, interoperability, you know, disaster things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with the wet with the West Midlands police, sorry, and helping them implement this cloud first journey? >>Yeah, so I guess, um, by January the West Midlands police started, um, pay for five years ago now. So, um, we set up a partnership with the force I, and you to operate operation the way that was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with less neutral on, um, over the last five years. Um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and the things that that enabled us today, um, I'm from an Accenture perspective that allowed us to bring in a number of the different themes that we have say cloud themes, security teams, um, interacted from a design perspective, as well as more traditional services that people would associate with the country. >>So much of this is about embracing comprehensive change to experiment, innovate, and try different things. Matthew, how, how do you help an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things for that, you know, what's being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work through, um, the issues that the forest are seeing the outcomes they're looking to achieve rather than simply focusing on the long list of requirements I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should to, right. It's not always a one size fits all. Obviously, you know, today what we thought was critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is going to outdate before you even get that. >>How, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of context, when we, um, started working with essentially century AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analysts to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, I'm really, it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to, um, every officer in the force, being able to access that level of data at their fingertips literally. So what they would touch we've done before is if they needed to check and address or check, uh, details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to, um, a centralized function and speak to an operator, relay the questions either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings, um, from that point of view are immense. And I think just parallel to that is the quality of our data because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know, that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes as opposed to, you know, half an hour, an hour or a drive back to the station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend, um, out with the public doing what they, you know, we all should be doing. >>And have you seen that kind of return on investment because what you were just describing with all the steps that we'd needed to be taken in prior to this to verify and address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result and more time out on the front line. Also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>Matthew, I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change, >>Um, unique about the West new misplaces, the buy-in from the top, it depend on the chief and his exact team. And Helen is the leader from an IOT perspective. Um, the entire force is bought in. So what is a significant change program? Uh, uh, not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort. That's been put into bake, the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that it's making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try to get us, don't try to get us to do anything new here. It works. How do you get the buy-in that you need to, to do this kind of digital transformation? >>I think it, it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front tie, uh, frontline offices. So with DDI in particular, I think the stat change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? >>And it was like, yeah, okay. It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stack change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to our policing by itself, really without much selling >>Matthew, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>So we've, um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of video. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this made productivity, >>Um, productivity savings equivalent to 154 full-time officers. Uh, what's next, I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy, but because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see now is we need to exploit and build on the investments that we've made, um, in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better, um, at this, um, the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. >>Um, you know, we're always being expected to, again, look after the public purse and do more for less. And I think this is certainly an and our cloud journey and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. Exciting times. Indeed. Thank you so much. And Matthew for joining us, I really appreciate it. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe with digital coverage, >>AWS reinvent executive summit, 2020, sponsored by Accenture and AWS. Everyone. Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Accenture gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you, you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So number of years back, we, we looked at kind of our infrastructure and our landscape. I'm trying to figure out where we wanted to go next. And we were very analog based, um, and stuck in the old it groove of, you know, capital refresh, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could, uh, become very different business to the one that we were back then. Um, obviously cloud is an accelerant to that and we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a, you know, great organizations that can take you on the journey and, uh, you know, start to deliver a bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, uh, not all the way there, but to where we're a long way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs, >>Forget the Douglas. I want to just real quick and redirect to you and say, you know, for all the people who said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit. Really, if you got in early and you paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project I'm very know transformational product project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud would have been able to achieve that this year. It would have been much different. It would have been very difficult to do the fact that we were able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, it wouldn't >>Have been impossible if we could, I guess, stayed in the old world. The fact that we moved into the new Naval by the Navy allowed us to work in this unprecedented gear >>Just quick. What's your personal view on this? Because I've been saying on the Cuban reporting, necessity's the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're gonna get to Sydney. You get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned writing, and a lot of these things we try to do and, you know, typically, you know, hardware capabilities of the last to be told and, and always the only critical path to be done. You know, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going, right. So you, a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days. And it truly allowed us to, we had to VJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that we can kind of turn things off and on as quickly as we need it. Yeah. >>Cloud-scale is great for speed. So DECA got, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops worlds, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>All right. So we started off with us and we work with lions experts and, uh, the lost knowledge that allowed reconstructive being had. Um, we then applied our journey group cloud strategy basically revolves around the seven Oz and, and, uh, you know, the deep peaking steps from our perspective, uh, assessing the current bottom, setting up the new cloud in modern. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the things that, uh, no we did not along this journey was that, you know, you can have the best plans, but bottom of that, we were dealing with, we often than not have to make changes. Uh, what a lot of agility and also work with a lot of collaboration with the, uh, Lyon team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, essentially mobilize all of us. >>What were some of the learnings real quick, your journey there? >>So I think perspective the key learnings around that, you know, uh, you know, what, when we look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud, a lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making Jovi had on that real SMEs across the board globally, that we could leverage across various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment would line >>Just do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've got to have your, your process and you're going to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of, after we got a long way down, the track of looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get left with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, um, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what it's going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that you're able to understand the benefits and the value that you're going to drive back towards the business. >>Let's do it. If you don't mind me asking what was some of the obstacles encountered or learnings, um, that might've differed from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relative music, because they're a known quantity, it's relatively modern architectures and infrastructures, and you can, you know, upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and, and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they'll say yes, until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, which actually resulted in a much cleaner environment post and post migration. Yeah. >>Well, expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value, uh, Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunities to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus >>Yeah. At the start, it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in cloud when we, uh, when we started, um, Doug mentioned earlier a really significant transformation project that we've undertaken recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balanced bit is, um, legacy infrastructure that is just gonna retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you start business challenges, trying out as, >>So do you get any common reaction to the cloud percentage penetration? >>Sorry, I didn't, I didn't catch that, but I, all I was going to say was, I think it's like the typical 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get 80% off the, uh, application onto the cloud. And over the last year is the 20% that we have been migrating. And Stuart said, right. A lot of it is also, that's going to be your diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all of these apps as well. Right. So, you know, to get the real benefits out of, uh, out of the whole conservation program from a, uh, from a reduction of CapEx, OPEX perspective, >>Douglas and Stuart, can you guys talk about the decision around the clouds because you guys have had success with AWS? Why AWS how's that decision made? Can you guys give some insight into some of those things? >>I can, I can start, start off. I think back when the decision was made and it was, it was a while back, um, you know, there was some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, some very robust and, um, just future proof and, and proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of technology and the, the skills and the knowledge to, to move you forward in that direction side. Um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can then take you on the journey >>Just to build on that. So obviously, you know, lines like an antivirus, but, you know, we knew it was a very good choice given the, um, >>Uh, skills and the capability that we had, as well as the assets and tools we had to get the most out of an AWS. And obviously our CEO globally just made an announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well with AWS. We've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successful. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, your essential cloud outcomes, research shown, it's the cycle of innovation with the cloud, that's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID has impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And, and we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, uh, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less this, the, and all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on telling you that you need to bump it up and conversely Scarlett down at the same rate. So for us with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward with >>Yeah, Douglas, one of the things that I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a second >>I think, to echo and kind of build on what Stewart said. I think that the reason that we've had success and I guess the momentum is we, we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, a line new achievements, growth objectives, and also its ambitions as far as what he wants to do, uh, with growth in whatever they may do as acquiring other companies and moving into different markets and launching new product. So we've actually done it in a way that there's, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind waiting, and what's the priorities for the future. What's next for lion and a century >>Christmas holidays, I'll start Christmas holidays. And I spent a third year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment, there's more future growth. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that AWS continue to bring to the market base, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down our efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and show value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then digital capability they have and getting the most out of that investment. And then I think it's also moving to, >>Uh, and adopting more new ways of working as far as, you know, the state of the business. Um, it's getting up the speed of the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right. So I think it's really leveraging the most out of a platform and then, you know, being efficient in launching things. So putting the, with the business, >>Cedric, any word from you on your priorities by UC this year and folding. >>Yeah. So, uh, just going to say like e-learning squares, right for me were around, you know, just journey. This is a journey to the cloud, right. And, uh, you know, as well dug into sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to ID to your, uh, product windows, et cetera. Right. And it takes time with this stuff, but, uh, uh, you know, you gotta get started on it and, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, I'm looking forward? I think for, from Alliance perspective, it's, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all stack drive. And as I think Stewart said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a century and sharing your environment and what's going on and your journey you're on the right wave. Did the work you were in that it's all coming together with faster, congratulations for your success, and really appreciate Douglas with Steve for coming on as well from Accenture. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with the center and the cube. I'm Sean ferry, your host, thanks for watching From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show. Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much, Liz. You'll be. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem Johan. What was the problem you were trying to solve at shell? >>Yeah, the ethical back a couple of years, we started summer 2017, where we had a meeting with the deg, the gas exploration in shell, and the main problem they had. Of course, they got lots of lots of data, but are unable to find the right data. They need to work from once the day, this was scattered in is scattered my boss kind of Emirates all over the place and turned them into real, probably tried to solve is how that person working exploration could find their proper date, not just a day of loss of date. You really needed that we did probably talked about is summer 2017. We said, okay. The only way ABC is moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a freaking that building, that Stu environment that the, that universe, so that single data level to put all your exploration and Wells data into that single environment that was intent and every cent, um, already in March of that same year, we said, well, from Michele point of view, we will be far better off if we could make this an industry solution and not just a shelf solution, because Shelby, Shelby, if you can make this industry solution, but people are developing applications for it. >>It also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of, if you have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So in March, we reached out to about eight or nine other large, uh, I gas operators, like the economics, like the totals, like the chefs of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together, lots of other companies, we also need to look at, okay, how, how we organize that, or is that if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and said, okay, let's, let's form the ODU forum as we call it the time. So it's September, 2080, where I did a Galleria in Houston, but the kick off meeting for the OT four with about 10 members at the time. So there's just over two years ago, we started an exercise for me called ODU, kicked it off. Uh, and so that's really then we'll be coming from and how we got there. Also >>The origin story. Um, well, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSD? >>Well, a couple of things we've tried to achieve with OSU, um, first is really separating data from applications. And what is the, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked or tied together. And if you have them and a new company coming along and say, I have this new application and has access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the subsurface space. And they got all the data in what we call silos in small little islands out there. So we're trying to do is first break the link to great, great. >>They put the data in a single data bathroom, and a third part who does standard layer. On top of that, it's an API layer on top of the, a platform. So we could create an ecosystem out of companies to start developing soft applications on top of dev data platform across you might have a data platform, but you're only successful. If you have a rich ecosystem of people start developing applications on top of that. And then you can explore today, like small companies, last company, university, you name it, we're getting after create an ecosystem out here. So the three things, whereas was first break the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company. It would only be met. It will be managed the data structures by the OT forum. Secondly, then the data of single data platform certainly has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications because now you have access to the data. I've got the data no longer linked to somebody whose application was all freely available for an API layer. That was, that was all September, 2018, more or less. >>And to bring you in here a little bit, can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johan said started with a challenge that was really brought out at shell. The challenges that geo-scientists spend up to 70% of their time looking for data, I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy chain and deliver value from these use cases to the energy industry and beyond. Thank you, Lee, uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with speed. >>Well, of course, access a cloud first approach only works together in an Amazon environment, AWS environment. So we really look at, at, at, at Accenture and others altogether helping shell in this space. Now the combination of the two is what we're really looking at, uh, where access of course can be, this is not a student who that environment operates, support knowledge to an environment. And of course, Amazon would be doing that to today's environment that underpinning, uh, services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and bubble because we are anus. Then when the release feed comes to the market in Q1 next year of ODU, when he started going to Audi production inside shell, but as the first release, which is ready for prime time production across an enterprise will be released one just before Christmas, last year when he's still in may of this year. But release three is the first release we want to use for full scale production deployment inside shell, and also all the operators around the world. And there is what Amazon, sorry. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, firstly make it, it's a great solution because you start making a much more efficient use of your resources, which is, which is already an important one. The second thing they're doing is also, we started with ODU in the oil and gas space with the expert development space. We've grown, uh OTU but in our strategy of growth, OSU now also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and, and an open energy data platform, not just for the, for the, I want to get into steam that's for new industry, any type of energy industry. So our focus is to create, bring that data of all those various energy data sources together into a single data platform. You're going to use AI and other technology on top of that to exploit the data, to meet again in a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to how secure is the data on OSD you, um, actually, can I talk, can I do a follow up on the sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical on-prem data center. Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases, four 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. And security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military global banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's had hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data >>And today it's hundreds of servers or Wells data. We got to add to that production around the middle of next year. That means that the whole upstate business. So we've got, if you look at MC, obviously this goes from exploration all the way to production. You've been at the into to a single data platform. So production will be added the round Q3 of next year. Then it principal, we have a difficult, the elder data that single environment, and we want to extended them to other data sources or energy sources like solar farms, wheat farms, uh, hydrogen hydro at San Francisco. We want to add a whore or a list of other day. >>And he saw a student and B all the data together into a single data club. So we move from an fallen guest, a data platform to an energy data platform. That's really what our objective is because the whole industry we've looked at, I've looked at our company companies all moving in that same direction of quantity, of course are very strong at all, I guess, but also increase the, got into all the other energy sources like, like solar, like wind, like, like the hydrogen, et cetera. So we, we move exactly the same method that, that, that the whole OSU can really support at home. And as a spectrum of energy sources, of course, >>And Liz and Johan. I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. You we'll start with you, Liz. What do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges. >>Yeah. First, nobody can look that far ahead, any more nowadays, especially 10 years mean now, who knows what happens in 10 years, but if you look what our whole objective is that really in the next five years owes you will become the key backbone for energy companies for storing your data. You are efficient intelligence and optimize the whole supply energy supply chain in this world out there. >>Rubbers Liz Dennett. Thank you so much for coming on the cube virtual, >>Thank you, >>Rebecca nights, stay tuned for more of our coverage of the Accenture executive summit >>Around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Kubila. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show >>Kishore. Thank you very much. >>Nice to meet again. And, uh, Tristin moral horse set. He is the managing director, Accenture cloud first North American growth. Welcome back to YouTube. >>Great to be back in. Great to see you again, Rebecca. >>Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor >>Capability. Kishor I want to start with you. So my NAB is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the miner platform, what it is. >>Sure, Rebecca, you know, we lost it and now 2019 and, uh, you know, it is a cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovate in the cloud, uh, you know, with the increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation of the acceleration to cloud much faster. This platform that you're talking about has enabled hundred and 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet the strategy business needs and the clients are loving it. >>I want to go to you now trust and tell us a little bit about how my nav works and how it helps companies make good cloud choices. >>Yeah. So Rebecca we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for. It really looks at a variety of variables, including infrastructure operating model and fundamentally what clients business outcomes, um, uh, our clients are, are looking for and, and identify as the optimal solution for what they need. And we design this to accelerate and we mentioned the pandemic. One of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of, uh, collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a wait to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Sure. I want to talk with you now about my NABS multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my NAB, we continue to enhance capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the brain trust advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did, a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what we entered by brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational and sustainable products and services. That is something that, uh, we are enhancing my now and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run or renewable energy, some incredibly creative constructs on the how to do that. And sustainability is therefore a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into way the mine EF works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers, um, and our green plot advisors, sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green club. Very, very important. Yeah, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States where we're at? What is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies in all three markets >>Kisha. I want to bring you back into the conversation. Talk a little bit about how mine up ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see you, uh, Julie Sweet, uh, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the district transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud, Tristan, talk a little >>Bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results? >>Yes, thank you, Rebecca. I would say two key things right around my now the first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green green cloud impact sustainability impacts with minus we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in an iterative approach, >>It sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristin was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from? >>Yeah. Sorry. Yes. We clearly, there are always obstacles to a con journey. If there weren't obstacles, all our clients would be already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For my advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet stringent data norms that Kristen was talking about. And the sovereign cloud advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sound-bitey norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what might have can do with mine. And we have created the ability to take the guesswork out of cloud, navigate the complexity. We are rolling risks costs, and we are achieving clients strategy, business objectives, while building a sustainable lots with being cloud, >>Any platform that can take some of the guesswork out of the future. I'm I'm on board with. Thank you so much, Kristin and Kishore. This has been a great conversation. Thank you, Rebecca. Thank you, Rebecca. Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight. >>Yeah, Yeah.

>> Announcer: From around the globe, It's theCUBE with digital coverage of Accenture Executive Summit brought to you by Accenture. >> Welcome everyone to theCUBEs coverage of the Accenture Executive Summit part of AWS reinvent, I'm your host Rebecca Knight. Today we're welcoming back two CUBE alum, We have Kishore Durg, he is the Accenture Senior Managing Director, Cloud First Global Services Lead. Welcome back to the show Kishore. >> Thank you very much Rebecca, nice to meet again. >> Nice to meet you again, and Tristan Morel L'Horset, he is the Managing Director Accenture Cloud First North American Crows, welcome back to you Tristan. >> Great to be back and great to see you again, Rebecca. >> Exactly, even in this virtual format, it is good to see your faces. Today we're going to be talking about myNav and Green Cloud Advisor Capability. Kishore I want to start with you. So myNav is a platform that is really celebrating its first year in existence, November, 2019 is when Accenture introduced it, but it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the myNav platform, what it is? >> Sure, Rebecca, we lost it and now what, 2019 and its a does that cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovating the cloud. With the increased relevance and all the especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, we are seeing the transformation or the acceleration to cloud much faster. This platform that we're talking about has enabled 140 clients globally across different industries to identify the right cloud solution, navigate the complexity, provide a cloud specific solution, simulate what our clients to meet the strategy business needs, and the plant are loving it. >> I want to go to you now Tristan, tell us a little bit about how myNav works and how it helps companies make good cloud choices. >> Yeah, so Rebecca, we've talked about cloud is more than just infrastructure and that's what myNav tries to solve for it. It really looks at a variety of variables, including infrastructure, operating model and fundamentally what clients' business outcomes our clients are looking for, and identify as the optimal solution for what they need and we designed this to accelerate, and we mentioned the pandemic, one of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with... We have a wide variety and library of collective plan expertise, and we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model, and this simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >> So tell us a little bit about that in real life now as a company so many of people are working remotely having to collaborate not in real life, How is that helping them right now, Tristan? >> So the pandemic has put a tremendous strain on systems because of the demand on those systems and so we talk about resiliency, we also now need to collaborate across data across people, I think all of us are calling from a variety of different places where last year we were all at theCUBE itself, and cloud technologies such as teams, Zoom that we're leveraging now has fundamentally accelerated and clients are looking to on board this for their capabilities, they're trying to accelerate their journey, they realize that now the cloud is what is going to become important for them to differentiate once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >> Kishore, I want to talk with you now about myNav multiple capabilities and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >> Yes, so since the launch of myNav, we continue to enhance capabilities for our clients. One of the significant capabilities that we have enabled is the lead cloud advisor. Today Rebecca a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption and obviously carbon emissions and run a sustainable operations across every aspect of the enterprise. As a result, you're seeing an increasing trend in adoption of energy efficient infrastructure in the global market. And one of the things that we did a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution and that's what being green cloud advisor brings to us. In terms of a lot of the client connotation that we're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock greater financial, societal and environmental benefit through obviously cloud-based circular operational and sustainable products and services. That is something that we are enhancing myNav and we're having active client discussions at these point of tome. >> So Tristan, tell us a little bit about how this capability helps clients make greener decisions? >> Yeah, well, let's start about the investments from the cloud providers in renewable and sustainable energy. They have... Most of the hyperscalers today, have been investing significantly on data centers that are run on renewable energy, some incredibly creative constructs on how to do that. And sustainability is there for a key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible, I can we re-marry the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into way the myNav works is it looks at industry benchmarks and evaluates our current clients capabilities and carbon footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how their journey to the cloud leveraging sustainable and data centers with renewable energy, we look at how their solution will look like and quantify carbon tax credits improve a green index score and provide quantifiable green cloud capabilities and measurable outcomes to our clients shareholders, stakeholders, clients, and customers. And our green plot advisor's sustainability solutions already been implemented at three clients, and in many cases in two cases has helped them reduce the carbon footprint by up to 400% to migration from their existing data center to a green cloud, very, very important item. >> That is remarkable. Now tell us a little bit about the kinds of clients, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? what is the breakdown that you're seeing right now? >> Sustainability has becoming such a global agenda and we're seeing our clients tie this and put this at board level agenda and requirements across the globe. Europe has specific constraints around data sovereignty, where they need their data in country, but from a green a sustainability agenda we see clients across all our markets, North America, Europe, and our growth markets adopt this and we have seen case studies in all three markets. >> Kishore, I want to bring you back into the conversation, talk a little bit about how myNav ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too? >> So Rebecca myNav is the launch pad to a cloud first transformation for our clients. Accenture, CEO Julie Sweet shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the digital transformation requiring cloud at scale we're seeing that in the post COVID leadership it requires that every business should become a cloud business, and myNav helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients and as Tristan was sharing a greener cloud. >> So Tristan talk a little bit more about some of the real life use cases in terms of what are clients seeing? What are the results that they're having? >> Yes, thank you Rebecca. I would say two key things around myNav. the first is the iterative process, clients don't want to wait until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, the pandemic as we talked about has accelerated the need to move to cloud very quickly and myNav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case, and by business case we talk about the financial benefits as well as the business outcomes, the green cloud of impact sustainability on the impact. With myNav we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings and the millions of dollars arranges. So for example very recently we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings worth $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with myNav that we've seen in Bangalore clients, which is any journey starts with an understanding of what is the application landscape and what are we trying to do with those. These initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage myNav to prepared their detailed business case module as they're going to clients and as they're accelerating the client's journey. So real results, real acceleration and is there a journey? Do I have a business case? And furthermore accelerating the journey once we are by giving the ability to work in an iterative approach. >> I mean, it sounds as though the company that clients and employees are sort of saying, this is an amazing time savings look at what I can do here in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met Tristan was just how much... One of the obstacles is getting people to sign on and the new technologies and new platforms, those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from employees? >> Yes, clearly there are always obstacles to a cloud journey. If there were an obstacles all our clients would be already fully in the cloud. Well, myNav gives the ability is to navigate through those to start quickly, and then as we identify obstacles we can simulate what things are going to look like, we can continue with certain parts of the journey while we deal with that obstacle, and it's a fundamental accelerator, whereas in the past one obstacle would prevent a client from starting, we can now start to address the obstacles one at a time while continuing and accelerating the client journey, that is the fundamental difference. >> Kishore, I want to give you the final word here, tell us a little bit about what is next for Accenture myNav and what we'll be discussing next year at the Accenture Executive Summit >> Sort of echo, we are continuously evolving with our client needs and reinventing for the future. For myNav SaaS green cloud advisor our plan is to help our clients reduce carbon footprint and again migrate to our greener cloud. And additionally, we're looking at two capabilities which includes sovereign cloud advisor with clients especially in Europe and others are under pressure to meet stringent data norms that Kristan was talking about, and the sovereignty advisor health organization to create an cloud architecture that complies with the green, I would say the data sovereignty norms that is out there. The other element is around data to cloud, we are seeing massive migration for a lot of the data to cloud, and there's a lot of migration hurdles that come within that, we have expanded myNav to support assessment capabilities for assessing applications, infrastructure, but also covering the entire estate, including data and the code level to determine the right cloud solution. So we are pushing the boundaries on what myNav can do, with myNav we have created the ability to take the guesswork out of cloud, navigate the complexity, we are lowering risks costs, and we are achieving client's strategic business objectives while building a sustainable lots with green cloud. >> Any platform that can take some of the guesswork out of the future I'm on board with. Thank you so much, Kristan and Kishore, this has been a great conference. >> Thank you Rebecca. >> Thank you Rebecca. >> Stay tuned for more of theCUBEs coverage of the Accenture Executive Summit, I'm Rebecca ca Knight. (upbeat music)