>> Voiceover: Live from Las Vegas it's theCUBE covering AWS Executive Summit. Brought to you by Accenture. >> Welcome back everyone to theCUBE's live coverage of the Accenture Executive Summit here at AWS re:Invent. I'm your host Rebecca Knight co-hosting alongside of Donald Klein. We have two guests for this segment. We have Brian Bohan, he is the Director of the Accenture Amazon Web Services Business Group Global Lead at AWS, and Chris Wegmann, Managing Director Accenture Amazon Web Services Business Group. Oh my word (all laugh) how big are your business cards? >> Exactly >> Well welcome for both of you Thanks for coming on the show. So the relationship between AWS and Accenture is now in its 13th year. I want to hear from both of you, what's new what's exciting about the relationship and I'm going to start with you Chris. >> Yeah, so it's been 13 great years. Four years since we used the AABG, we use the acronym to make it easier to say >> Rebecca: Okay, thank you, and now you tell me. >> The Accenture AWS Business Group. So the partnership continues to get stronger, continues to grow, we've doubled down on the partnership this last year, really increasing our investment and our focus. We've done in the last year really a lot of focus around industries. So we continue to build our teams we continue to grow on the number of certified resources we have. And our clients are just eatin' that stuff up. So it just gives us more opportunity to grow. >> Ryan? >> Yeah, I mean I think you can see, it's consistent with what you see here at the event and also with Andy's keynote. The emphasis on enterprise and as we see large enterprises really accelerating to AWS, I think that's what we're seeing as well. At any given time we have hundreds of projects going on around the world, but when we formed the business group in 2015 it was really around driving really large transformations with customers and what we're seeing now is customers at the place of maturity and willing to take, embark on those journeys and I think we're really well set up to make that happen together as a partnership. >> So as you kind of enter into this new phase now of kind of working with companies, are you seeing any kind of increasing specialization in the types of companies you're working with? >> Yeah, no absolutely. So I think that's why the answer's really exciting. So I think if you look across this is fairly typical. We started out in a lot of horizontal capability areas and they're still incredibly important to us around data and SAP, mass migrations and these are areas we continue to invest in and we tend to get even more specialized as we do so, but we're also seeing this last year is getting more industry focused. So as we move up the stack and we start talking about cloud native development, we start talking about machine learning and analytics, customer care has become a really interesting thing. So you see a lot of companies, whether it be tire companies, CPG companies, moving from products companies extending into services, it completely changes how they think about customer care and how they need to understand their data and understand their customers. So necessarily as you move up that stack, you have to have that deep domain expertise and so what's fantastic is we have great technology, we're building out some teams with domain expertise, but Accenture has got thousands of people with this expertise. So it's again this kind of combining of strengths that we're able to bring to the table for our customers. >> Yeah we saw when we started the group, we knew Accenture's strong position in industries, right. Our deep industry knowledge, knowing those industries really well we knew they would come together at some point, the technology and industry. And we've seen that over the last 12 months really start to take effect. Companies are now specifically thinking about how they leverage Amazon for their specifically industry solutions and capabilities, and we're just going after that. >> So Andy Jassy in his fireside chat this morning talked about innovation at AWS and he said, we're a big company but we need to think of ourselves as a big startup. So here are two big companies, how do you innovate together what is your relationship like? I mean you said it's 13 great years, but what's your creative process? >> So I'll take a stab. So first of all, I'll say that in recognition of that we actually on our team, and this year into some light of and Chris mentioned a doubling down the partnership, we're growing the team we have on the AWS side to support the partnership. And with some of the things we're doing in addition to adding industry folks, is I've added a full time team to focus on innovation. And it's innovation with customers but it's also all the mechanisms we use. So if you think about with AWS, a lot of customers come to us and want to understand how does Amazon innovate, what is our culture of innovation? So at Amazon we have a program that we've rolled out around that. Accenture also has many mechanisms around innovation. Small teams driving very agile projects, and it's our job, that team's job and my team to go around and pull the best of breed across the world and make sure that we're delivering that to clients every single day. And so more and more clients want to see not just the outputs, but they want us to imbed in their teams and also show them by doing. So yes, give us the deliverable but we want to build the muscle around what Accenture and AWS can do together around innovation. So that's more and more what we see. >> Yeah and we follow the Amazon principles, right. The principles that Andy talks about that are core to innovation there, we follow them. From the beginning when we started this partnership we started working backwards, what we wanted it to be in five, ten years and we follow those. So our teams act that way, they work that way, they follow those day to day out and it makes us, it allows us to integrate well into AWS into the AWS people around the world. For Accenture it gives us, our people a insight into how AWS does it, and then we can share that with our customers as well. >> Interesting, so Chris you've been doing this a long time. Right, okay and so, and you guys have been collaborating for a long time, when Amazon first started there was a whole new breed of companies they were coming out, we'd call kind of born in the cloud. Companies that were agile and fast moving, taking advantage of a lot of the technology stack to do things that a lot of legacy companies couldn't do. Now we're starting to see what has been termed kind of companies being reborn in the cloud, right. Older, leg--, you know older companies now that are transforming moving their workloads to the cloud and then getting new types of capabilities. I'm wondering in your work, are you seeing some examples of companies that are kind of undergoing that kind of transformation? >> Yeah absolutely. I think we see what we would call an epic disruption of these companies right. It's happening, it's been happening for awhile. I think they've gotten, they've looked at Amazon now more as not just a cloud, and not just infrastructure, going up the stack and doing that. So they're going through these transformations and we see them balancing between moving their workloads to AWS versus innovating. And also changing, they've realized they have to change the organization to go along with that. It's just not moving and acting in the same old way so we're seeing agile and cloud come together to drive that transformation. So I would say almost every customer we're seeing today is going through that transformation in some form or fashion >> Yeah, I would say that's also a really interesting change Again, years ago we were, if you were focused on a mass migration today, the conversation is if you're a pharmaceutical company how do you get your pipeline of therapeutics out to market faster, right? How do you start thinking about patients differently or patient services, the data you have on those patients how do you integrate further into the value chain and to providers and payers and get that information. So, and what happens, what you find is to be able to deliver say precision medicine and pharmaceutical you need to rethink about your data, then you have to look at your application portfolio and say, okay what does that need to look like to support this completely new paradigm serving our patients? And that's what ends up pulling the workloads through to support these new business initiatives. So I think that's a bit of a difference that we've been seeing as well in the last couple years. >> One of the messages we're hearing is that journeys of the cloud really represents the fourth industrial revolution. I'm wondering, in terms of the pace of innovation are there any new technologies that maybe even just from a couple of years ago that are just table stakes today? >> Yeah no, I think the table stakes, AI and ML are quickly becoming table stakes, right. And that's what I love about AWS, they make the stuff easy to consume. Right, SageMaker and that stuff. Last year I was able to go in through DeepRacer and going through that I was able to do a model in 30 minutes. I don't do a lot of coding anymore these days, but on a plane I was able to create my first model. And so that stuff is becoming table stakes. They're making it very easy, so there is no excuse to not do ML or AI in your application. I don't need a separate set of data scientists sitting off to the side. So that to me, and data in the cloud, right. So the data being there so I can consume it in AI and ML that's table stakes, there is no more hey, I'm just only going to put what I don't care about, or what I want to low cost data store, it's table stakes to have that data there, accessible to your people 24-7. >> And what does that mean for your workforce? Because as you said, these are now basics. You need to know how to use these tools and be willing to experiment with these technologies. How do you make sure your workforce has the right skills and the right mentality and approach? >> So one of the things I talked a little bit about DeepRacer last year when DeepRacer came out, I was sitting there kind of scratching my head and saying, what is this, right? It's a glorified RC car. And one of my team members was texting me and saying, we've got to do this. And what that, we've run a private league, and what that's done is it's taken well over 1400 people who never knew what machine learning, R-reinforcement learning was and got them engaged in doing it. So now they've got that experience, they're now hungry for more knowledge through a fun activity, a competition. You know we're all very competitive people at Accenture, so that was just, it caught on amazing, it was amazing just around the world at how these people took onto it and why our employees took onto it. >> Yeah, the person who won that league, so it was across 30 different innovation centers at Accenture, plus hundreds of people virtually building cars, and the guy who won it out of Kronsberg, Germany had never touched AWS the day before. And I dunno if this is true, the story's great, he supposedly wrote his model on the train to the innovation center that day, he ran the model and came up like four one hundredths of a second off the world record. So great example, yeah, of somebody who wasn't in the AWS kind ecosystem at Accenture, got turned on my this new technology, this new capability, dove in and now he's enabled, right. And we talk about innovation, so innovation is also like I said, not just what you're delivering for the client but how you're doing it. So that same team actually who started the DeepRacer league down in Australia, they've been creating what they call a hackathon as a service. So working with customers, not just doing slideware and going through courseware, but getting folks in a room like this and you've seen it here at the event, have a business problem that you want to solve, get a bunch of people in a room, business people, technology people, and hack away. In a low risk environment that's collaborative where you can share and you're learning by doing. So we're seeing a lot of that, and so you've got to really, like think of new ways that you're going to enable the workforce especially if you hope to scale this. >> So one of the things obviously that Accenture brings to the table, AWS got a global platform but you're a consulting firm with global reach. And everybody wants to use data in new ways but how you use data in different regions and different localities can vary. So how are you working with customers to be able to kind of enable that? >> Yeah, so obviously a lot of different regulations, country by country, and they're changing very rapidly so we have to stay on top of it. One of the things we've done is through our we formed a state of business group last year. We've completely focused on data. Includes AABG folks, Amazon folks, but they're very regionally based. So we stood up a lighthouse here in North America, in New Jersey, and the experts sitting in that are very well versed in what North America or the US is doing around data privacy and security and things like that. So they're taking what they learned, the same thing, we opened it in London last, a few weeks ago in Canada, other places. So we're definitely taking a regional focus but we're making sure through the partnership that the techniques, the tooling, the capabilities are being pushed down into those groups. So they're taking all that experience and that knowledge but putting a local slant to it and making sure it's locally compatible. >> Yeah, I mean what's interesting too is you talk about, I mean data we're seeing this take off in every industry and it's so critical, but two of the areas that the data business group is seeing the most traction actually are financial services and life sciences pharmaceutical health care. So you would think, those are two of the most regulated industries in the world, extremely sensitive data, you wouldn't think those would be the ones out in front but they are, and because there's so much value to be had. So even in Europe, working with pharmaceutical companies there together, and their R and D process around patient services and being able to use native data lakes on AWS, use machine learning to gain new insights in terms of how therapeutics are working on patient populations, right. And so this is again, very sensitive information but hugely valuable, and Accenture through this business group has all the capabilities so that we can have the best of both worlds, right. And have it accessible, analyze it in AWS but have it secure as well. >> And a lot of research show, actually the constraints can power innovation. The fact that it, because it is so sensitive and there are these regulatory concerns around it that that in fact enables people to be more, they're forced to be more creative. >> Yeah, and it's the old, you know cars didn't go fast until they put brakes on them, kind of a thing, right. And we see that, absolutely. And I think that sort to thing is, big enterprise customers, they want to move fast but they're public companies, they have to ensure that they're mitigating risk. So again we're investing a lot in moving fast but doing it in a way that controls risk and is able to kind of give them the assurances that they need. >> And definitely the platformed has helped, right. Amazon investing in that platform, bringing the tools like you saw on Andy's keynote, some things around the S3 bucket, you know those type of things. Those are enabling, and those regulations, us to deal with those regulations much faster and less work on our side to build the things that are need to meet those regulations. So definitely the platform growing and expanding is definitely helping us go faster. >> That's a great point, right. I mean because also if you have, you know whether your data, your applications in your on-premises environment chances are you don't have the granular visibility that you would like into that environment, whereas you move it into AWS, you have all these tools to really get as granular as you want and really understand your environment and make sure that you have control over it. So it really creates a new paradigm for that. >> One of the things that really struck me during Andy's keynote yesterday, Andy Jassy's keynote, was the fact when we was announcing all these, this dizzying number of new products and services >> Brian: I'm not sure how he does that (all laugh) >> I know, just how many of them rely on the technology ecosystem to be successful. So can you just riff on that a little bit about how really the landscape for technology has changed so dramatically in the sense that all these companies need to cooperate and collaborate, and here we are. You two, you're a living and breathing example. >> Absolutely, you know I think you'll hear Andy say it, is the right tool for the right job. AWS, we're very much about giving customers choice. So there's a lot of options and you know we went through all the different database options that we have. So they're very specific to specific use cases. Now that also implies that you have to know which tools to use for the right job and you have to have very skilled craftsmen. So that's where we rely on partners like Accenture who have those skilled craftsmen, in addition to our own to really extend that. And then you look at the ISV ecosystem, right and some of those ISVs and our technology partners who've done an amazing job of taking our capabilities but then extending them further into whatever domain that they're very expert in, and there's a very specific IP delivers extra value to their customers. And so that's what, we want to give all this choice, whether it's a customer, or a technology partner, a consultancy like Accenture can really thrive. >> And I think if you walk through the show floor you see what these companies are doing. And they're not afraid to innovate and they're not afraid to take on some of the bigger challenges out there because they don't have to invest in the platform underneath. They're able to start with something that's solid, known, recognized by the market, right. No one is going to get in trouble for building something on AWS. So they're taking that and taking the next level and you're right, the partnerships between 'em we see if you just walk down there, you see them talking, you see them collaborating and saying, oh well I'm doing this, if we integrate this, can we do this differently? So you know I think we're only going to see more of that. And we're going to see it more industry focused, coming back to what we were talking about earlier. We're going to see more things stand up in the industries. We've seen this with FinServ, we've seen this you know but I think across all the industries we're going to see more of this collaboration. >> Yeah, I agree, in fact I have someone on my team now that's new this year to focus exclusively on we'll call the power of three. So it's AWS, Accenture, and plus a technology partner. And so if you go in the Executive Summit, Salesforce being a really obviously example, right. Accenture's got very large successful Salesforce practice very important partner of AWS's, how can we come together and drive more value for our customers by figuring out solutions. You know we announced at Dreamforce, the connect integration with Salesforce that's a perfect example, right. So the end-to-end customer care I talked about earlier, even more powerful, we can bring that power of three together. >> So going into the 13th year, lucky 13 (laughs) what are some of the things we're going to be talking about at next year's Executive Summit? What are some of the things you're most looking forward to in the coming year? >> I have to say machine learning and AI. And I have to say Outposts is probably the third of my, I think I live the quantum computing stuff, and Accenture has been doing a lot of research and a lot of work in quantum computing. We were super excited to see what was announced, I guess Monday, and so we're super excited about that but I think that's a little farther out. I think the ML, the AI, the new things in SageMaker are super exciting and I think are only going to make that stuff go faster. So I think that's all we're going to be talking about next year I think we're going to be talking about all the new models that have been created, all the new problems that have been solved, and just a new paradigm in computing off of that stuff 'cause it's getting simpler to use, faster to use, and cheaper to use so that's what I'm most excited about. >> Yeah, I mean I think it's just, these announcements yesterday just continue to remove barriers, and so you think about the announcement with Verizon around 5G, so now the possibilities that opens up in terms of the applications and the analysis and the machine learning that can get pushed down to the edge is really amazing. And I think what's going to be fun is, we work with customers to figure out what these services should look like, but even at launch we're not sure how they're going to be used. So now it's going to be really exciting turning all these developers, all the Accenture developers, loose on this and just let's see what we create together. >> In 2020 all the developers are loose, I love it. (all laugh) Brian, Chris thank you so much for coming on theCUBE again. That was a really great conversation. >> Well, thanks for having us >> Thanks for having us >> I'm Rebecca Knight for Donald Klein. Stay tuned for more of theCUBE's live coverage of the Accenture Executive Summit coming up in just a little bit. (electronic music)

>> Announcer: Live from Las Vegas, it's theCUBE! Covering AWS Executive Summit, brought to you by Accenture. >> Welcome back, everyone, we are wrapping up two days of wall to wall coverage at the Accenture Executive Summit. You are watching theCUBE. I'm your host, Rebecca Knight, and co-hosting alongside of Donald Klein. We have two guests for this segment, we have Zafar Razzacki, he is the managing director Digital Industry X at AWS, welcome to the show. >> Thank you. >> Rebecca: And Jon Allen, global automotive professional services leader at AWS, thank you both for coming on the show! >> Thank you so much, thanks for having us. >> So, first, I'm going to start with you, Zafar, I want to hear both, what you do, what is Digital Industry X? It's so mysterious! (laughter) >> So, Industry X.0 is a fairly new practice inside of Accenture, we focus on all things smart and connected. There's a product segment that focuses on smart and connected products specifically, and then certainly we have to think about engineering, so how do you build those products and how do you automate and make the processes for developing those products smarter, and then processes and operations, how do you actually run those types of businesses? So, I'm new to the practice, I actually joined from a number of years at General Motors, where I worked on mobility and innovation there, and prior to that, spent a number of years at Google, working on innovation and new products there, so happy to be at the firm and excited to think about how we bring these types of skills to the mobility industry and change automotive. >> So, Jon, paint a picture for our viewers. The entire industry is being disrupted, we're changing the way we move around from city to city, we have Uber and Lyft, electric scooters, connected cars, just paint the picture for our viewers about the disruption taking place. >> Sure, I mean, I'll use a line from one of our CEOs in the auto industry, Mara Barra, said we'll see more disruption in the next five years than we've seen in the last twenty-five years, in the automotive industry, and it's really fascinating, seeing what's happening. I think the big disruption is that, automotive industry and automotive makers are no longer traditional metal benders. They see themselves as mobility companies. And they see that they need to integrate with this ecosystem, it's just not about driving your car to one spot to another, but it's a full customer experience, from the moment you get into your car, you get to your location, and then how do you actually get further, maybe, take a Lyft, a scooter, maybe you're not using your car, you're using Uber, so it's fascinating to see how the ecosystem is all integrated in. The auto industry also has shifted that, no longer do they think they should just do it alone. I think we're seeing a lot of partnerships, and they're bringing a lot of small businesses and they're bringing in more innovation, they realize that innovation isn't just happening within their four walls, but they're using a much larger ecosystem to really change and transform mobility across the world. >> So, maybe talk a little bit about how broad this ecosystem is, right, 'cause maybe, you know, in the old time, we had maybe sort of car manufacturers, right, and we had cities. You know, cities made the roads, car manufacturers built the vehicles, right? But now we've got a complicated ecosystem, right? We've got data companies that are playing a role in this, that are driving sort of ride hailing, et cetera, we've also got cities thinking about how they offer traffic services differently. Maybe just talk about some of the things you're seeing around the ecosystem. >> Yeah, I mean, certainly, OEMs are re-imagining their role in the ecosystem, suppliers are also thinking about how they can start to add new value and leverage the data off of their systems. We have to talk about startups in this space as well, I mean, the ecosystem with startups is just growing rapidly, we've talked about Uber and Lyft, they've been a great model for the way a startup can come in and disrupt and grow, but across all aspects, from supply chain, to retail, to in-vehicle technologies, you know, there are so many new entrants, and it's exciting. And it's leading to these types of partnerships where, traditionally, an OEM might have said, I'm going to do it all, now there's this comfort with, I'm going to partner with a startup, I might invest in them, I might put some project dollars into that relationship, and work on co-developing a solution together. >> Yeah, what's amazing, I think, is the customer has a lot more power, maybe than in the past, and so, automotive makers, this unique partnership that's happening, is they're really putting the customer in the center. Customers want a seamless experience, they want to be jumping between different apps or different capabilities, that's what's beautiful about what we're doing in AWS, is we're trying to help these OEMs take that full experience end-to-end. Think of your car as a personal assistant. Think of it as, it can help you get to your job, but it can also help with your personal life as well, and so I think it's fascinating that they're really starting to put the customer at the center to have a better customer experience, and it's no longer just horsepower, and how your car works, but it's really the connected ecosystem that extends, theoretically, beyond your car. So you can connect to your home, you can connect with the rest of your life through your vehicle these days, and I think that's the change. >> So, how will that work? Describe the connected car, what are we really talking about here? >> Wow, you want to take that one first? >> Sure, well, let's contrast it to the non-connected car. >> All right, fair enough! >> I mean, you know, literally, getting in, turning the engine on, and the car was a standalone part of your daily life. But to Jon's point, now, with it being really software-driven and having data able to flow from your vehicle to your home, and be able to automate, you know, turning on your thermostat as you're approaching the home, automatically opening the garage just based on proximity, those types of things. Being able to have the convenience of your favorite playlists and your phone book, bringing that digital life into the car, those weren't possible before the connected car and that technology architecture that we see now. But now, you know, that experience becomes much richer and much more personalized. >> Yeah, and I think, look at it latency, look at an IoT, looking at Edge, fascinating, especially with the introduction of 5G coming out, it's going to completely be a game changer for the rest of this. >> So let's build on that. So the roles of the players in the ecosystem are changing, right, so the role of the car manufacturer's changing, the role of the city is changing, the role of the startup's changing, but it seems like the kind of common theme among all of these is that they're leveraging data in different kinds of ways, I was just wondering, how does AWS help these stakeholders be able to leverage that kind of data? >> That's great. So, my role on professional services for AWS is we help our customers use the AWS services to make it real, whether it's from a proof of concepts all the way to operations. So we use our wonderful partner community like Accenture, and we come in together, and so, for example, say a customer wants to create a personal assistant through the vehicle, using Alexa, using other services, we would go in, maybe with a partner, and a lot of times we love to do it with the customer, with the auto maker, and together build. And again, it might be a concept. There is still a long lead time to create devices to be included in the vehicle, but the great thing about now, Cloud, and some other technologies, seven years was generally the design cycle for a vehicle, you can't do that anymore with new technologies. So we as AWS come in and really help, A, let's envision, let's work backwards from the customer, let's think about what we need to have, help them build, and then later on, actually implement and make it operational. >> Maybe I could just add to that real quick. One of the beauties of this partnership is that we see some of the new technologies that AWS is developing and what's in the pipeline, and our teams are actually working on building demos on top of this, so you know, one example of that is a trip planner that we actually have on display here at the show floor, where we can help a family plan a trip, what are all the things they need to take on that trip, because Alexa knows your shopping preferences, you know, we can recommend the snacks and things that you want to take, we can recommend stops along the way. In the future, when we're all driving electric vehicles, you know, how do you plan out your charging, and take the family to a restaurant while you're waiting thirty minutes for the vehicle to charge, so a lot of those things are realities that we can actually build today based on the technologies that AWS has to offer. >> What are some of the best in class auto makers in the sense of who are really at the cutting edge in terms of working with you both Accenture and AWS in terms of really thinking innovatively and creatively? >> Sure, well, I think everyone across the ecosystem is at that point in time where they recognize, it's time for that transformation to happen. So, you can pick any one of the major brands, and look at great examples of the way they're changing the experience inside of the vehicle. From the integration of different types of personalization offerings, to even, you know, some of the newer entrants, like at Tesla, that's really building vehicles from the ground up focused on software and that customer experience. So I think it's an exciting time across the industry, everyone's really making those changes and you guys are probably a seat at the table in all of those conversations. >> Yeah, I hate to point out one specific, but what I think I've seen a theme is that they recognize to draw talent, they can't do the old way of doing business, right, so they're creating these joint innovation centers with AWS, they have innovation centers kind of off campus of the main campus, they kind of have that Silicon feel, because it's a draw of talent, and they got to make it as exciting to get these new coders and developers in to want to join an automaker. They weren't really necessarily seen as that, the joint automaker, and that's completely transforming especially the rise of the digital, the CTO and the CDO, the chief digital officer, we're seeing that completely change and data science, these are themes maybe ten years ago that really weren't talked about in OEMs, and now they have a seat not only at the table, but they're at the board level. These are conversations at the board level now. >> Absolutely. >> So, one of the things we've all experienced, we all spend a lot of time sitting in traffic, right? Maybe talk a little bit about how are cities getting smarter about kind of using mobility in order to move people across cities and avoid traffic, some of the other problems we all experience. >> Well, I think there's cities as consumers of data, so cities are now having conversations with many of the automakers about leveraging vehicle data to make better decisions about the use of their roadways or how they manage traffic light phasing, so there's a lot of interesting things happening there, where manufacturers are able to share their data to cities, and you know, their city planner teams, the way they're building new roadways, are including a lot of that infrastructure now, where you see technologies like DSRC, that's able to talk to vehicles and help those traffic lights phase accordingly. I think cities are playing a really important role in making those new technologies come to bear. >> And I think it's amazing to see some of the investments in some of the smaller cities. So a few years ago, the Department of Transportation put out a challenge, a smart city challenge, and selected a city to actually be the incubator. But that created all these other cities, from Austin to Columbus to Ohio to you name it, to almost have these PMOs or these centers of excellence to create smart cities, and we talked about the ecosystem at the beginning of the conversation, and it's really enabling these cities to bring in maybe big ideas that weren't able to be brought in before. You know, the Cloud and the technologies we have are really leveling the playing field and giving access to maybe companies that didn't have that kind of compute power before, and that's what we're seeing with the smart cities initiatives, is it's not so expensive anymore, and you can bring in some really brilliant ideas of a small business that is maybe a three person shop that could actually transform. But I think we do need to fix the infrastructure, and we've talked about this as a nation for a while, and we continue to invest in our infrastructure to really enable smart cities. >> We've been talking about these smart cars and how they are going to serve as our personal assistants of the future, but what about safety, too? As an innovative USP? In the sense of, here we are using data to make these cars smarter, more connected, and also safer. >> Right, yeah, I mean I think there's a lot of debates right now on safe the autonomous vehicle and we're learning more as we go along that, I think as a couple use cases that I've seen is, you can sign up for apps to become a smarter driver, right? You see, you get your score, right, with my vehicle I get a report card every month to say how I've actually been doing, and as a parent, I can see how my kids are driving and all that, but I think at the end of the year, and it's kind of, I'll be bold here a little bit, we really don't remember the last time there was a major commercial airline crash in the United States. It makes the six o'clock news. By the time I retire, I make a bold prediction, I can be bold here, that a major car accident in the country, now I might be in a nursing home, could make the evening news. 'Cause we could get to that level of safety in the future, okay? >> Meaning, car accidents are so infrequent-- >> So rare. >> Could be so infrequent, rare, right. Now, I'm not saying it's going to happen near turn, I do have a prediction that if, what we're trying to design today, enables that for the future, I think it's pretty proud to be a part of that, right? Again, I think it's, years down the road, I might be at Shady Pines retirement community at that point, but I really, I mean, you think about how we've been able to do the aviation industry and make it safer, even with the challenges around that, I think in the future we could have that for safety in vehicles in my lifetime. >> I totally agree, and I think that's a big promise of autonomous vehicles, that's what so many people are excited about, you know, traffic accidents are one of the leading causes of death in our country, so to be able to address that through technology, I think, is an exciting promise. We see some of that even today, with all the technology that's being built into the vehicle, there are high standards for minimizing driver distraction, and just imagine that future where, you no longer have to worry about driver distraction. And now our relationship with the vehicle is one where we sit back, we live our lives, you know, there's a statistic that we estimate people will get back 4.5 years of their life that they're not spending behind the wheel locked on the road. You know, those types of things are really exciting to think about. >> Somebody out there will probably correct me on the numbers, but I think 39,000 fatality deaths in the United States was reported by Nets, I think that's the number, but I know that the number of distracted driving is going up, and that's a problem. I mean, people are using their phone, and it's not only phone, it's drinking, it's distracted driving, so anyway-- >> And distracted pedestrians, that's the thing, walking around Boston, everyone's just-- >> That's right, walking around here, you see people on their phone, absolutely. And I think that we are on a, it's amazing to see the changes that have happened around this the last couple years, and I think it's just opened new opportunities for companies that could never have really played in this space, are making a change for us. >> So one of the stories I love to hear about is how these kind of connected car and data capabilities are enabling us to use the infrastructure we've got today better. I mean, we'd all love to jump in a flying taxi and zoom over traffic, et cetera, but there's some concepts like smart carpool lanes, things like that, maybe you can talk a little bit about those and kind of how new business models are being allowed by that. >> Sure, yeah. So metering is one way, where it becomes a smart infrastructure, where you understand the traffic patterns, and it'd be HOV or you pay for it, so you can make the decision if you want to spend $30 to try to get into the city, or be stuck in traffic and take you an hour. And so it's interesting, with the smart infrastructure that's actually occurring, within cities right now that changes on how people will use metered lanes, and that's one thing we're seeing today. But there's also integrations with apps that we use every day to help us give us better insights, obviously, that we all use, to be able to have traffic, but it's the integration with that, imagine being able to have an application integrated with emergency management. So, you know, today people are hitting an app cause waves as a cop on the side of the road, well, we have customers, one customer particular, that wants to make sure that's integrated in a smart way, you know, that if a police car is on the side of the road, how is that really feeding the larger infrastructure? So, yes, there's a whole piece on metering and smart infrastructure, but I think that some of these other businesses are finding ways to integrate things like emergency management and some other pieces to really help reduce traffic flow and make it easier. >> Parking is another great example. >> Parking. >> There are a number of startups out there that have created technologies to help map open parking spaces, so how do you feed that data to the end user to help them make smarter decisions. I think there's another data point, we spend about 30% of our time in our vehicle, is spent just looking for parking. Right, so, how can we help to drive those things down, how can we help make it more efficient to find a parking spot, to even transact for that parking spot, and you might come to a situation where, again, when there's peak traffic, are we bidding for a parking spot? And will a parking spot go to the highest bidder? So these are all opportunities that technology really enables, when we connect the vehicle and are able to feed in that type of data around parking, infrastructure, roadway usage, et cetera. >> Well, Zafar and Jon, this has been a really cool conversation, you have great jobs. It's really neat, re-imagining mobility, yes. Thank you so much for coming on theCUBE. >> Thank you so much. >> Thank you for having us. >> I'm Rebecca Knight for Donald Klein, that wraps up our coverage of the Accenture Executive Summit for theCUBE, thank you so much, and we'll catch you next time.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering AWS Executive Summit. Brought to you by Accenture. >> Hello everyone and welcome back to theCUBE's live coverage of the Accenture Executive Summit here at the Venetian in Las Vegas. Part of AW re:invent, of course. I'm your host, Rebecca Knight. We have two guests for this segment. We have Leandro Nunes. He is the Vice President of Product Development at Mastercard. Thank you so much for coming on the show. >> Thanks for having me. >> And Christine Leong, she is the Managing Director, Accenture Blockchain and Biometrics. Thank you so much. >> Thank you. >> So sustainability is a hot topic in the industry, in all industry today and especially here at AWS re:Invent. I want to talk to you about circular supply chain which was an idea that germinated in your brain a couple of years ago, but it really just sort of launched a year ago. Tell us more about why you started CSC. >> Sure. We started this actually because, a couple of things. We drink coffee every single day, and as we go into every coffee shop and we think about, well, you see packets saying this is my single origin coffee. I pay extra for this and it's sustainably grown and yet so see news saying that the rain forest is being burned down and animals are being killed. And so about two years ago, I looked at this and I thought, "Wow, how do I know "this is really sustainable, what I'm drinking?" The extra five bucks that I'm paying at my coffee shop, is it really single origin? Is it really going to the right people? Is it really killing the orangutans and the rainforest and then I see a statistic that says, well, for every cup of coffee that we drink, a square inch of rainforest gets burned down. And, I mean, I drink at least five cups of coffee a day. So that's not good, right? So then I thought, and working, actually, with Mastercard at the time, I'm doing and still do actually do a lot of work with Mastercard around identity and biometrics and I thought, "Well, how can we combine "some of these capabilities we have "with Blockchain identity to say, "to put our money where our mouths is?" To change the incentives at the base of the pyramid where farmers, producers, smallholders. If I can say to them that I really want to care that you don't burn the forest down, that you produce in a good way. And they're just trying to survive. They're not bad people, if they are just hand to mouth. That if we can say, right, we'll pay you more as consumers and we know it's definitely going to that right person, then maybe we can help to change some of, you know, and not have the rainforests and not have my guilty cup of coffee, right? >> So even if we don't drink quite as much coffee as you, Christine, we are as a group, consumers are more socially conscious than they ever have been. What are some of the statistics here? That people just care more about this stuff, in general, and they're willing to pay premium for it. >> So, for example, the green trade is estimated, this came out from Unilever, at $2 trillion a year, by next year actually. I mean, that's a staggering statistic and as you see more and more on social media, on literally every platform that you can see. Sustainability is a huge topic with the recent UN climate discussions. I mean, next week in Madrid, it's a big topic that we should all, as responsible responsible consumers, care about. >> So Leandro, what do you see as the benefits of CSC of small actors? >> Well, it's a great point, because when you seriously think about it you usually say a lot about consumers and the big brands. And now we are protecting the big brands, but just think about the sourcing side of the supply chain, right? The small communities, the ones that are growing the coffee, the ones that are the farmers over there or the fishermen. Now, these ones have been there for a while, they are just being kind of squeezed by the whole supply chain, squeezed by the whole business. Right? You think like let's remove a little bit of their margin, let's put it into something else. Now, when you have the circle of supply chain, because consumers in this new generation is so interested in knowing where the product comes from, if they are doing the right thing. Now there's a chance that you can pay them back. It's all about coming up with an incentive model, that's what we see with Mastercard, right? When you create a network like that, which the Blockchain solution is, it's a big network. So how we can gain traction, how we can gain adoption? One thing is, you need to establish incentives through all of the parties that you have in the network. So if you're just taking care of the brand and they're going to say, "Brands, mandate to your suppliers "that needs to do that." This is not going to work. What will work is, what is the incentive the farmers are going to have? What is the sourcing? So, wait a minute. So, don't you think the farmers want to do the right thing? Of course they do, but do they have incentives for that? If it's just a letter, or if it's just someone mandating, they're not going to do it. But if you come with the idea of, "Hey, I pay you back your coffee "or whatever your product you're doing, "you can have a premium. "It's going to be sustainable to your family as well. "Your business can be more profitable." So they will see, "Okay, I want to be part of it." >> So, it's creating incentives for people, for the producers themselves to grow things more sustainably. >> It's all about that, it's not only them. And then you go to the suppliers, you go to the logistics, transportation companies. You give them the visibility. They always complain about, "How can I have the visibility of my supply chain?" "Why?" "Can you create the visibility?" You give the transparency that you create the trust. And if you'll ask people in a supply chain business what the big problem is in supply chain, it's trust. They don't trust each other, but they have to trade things and they don't trust each other. You do business with people you don't trust every single day. It's not a good thing. So, if you bring this visibility, you facilitate this and they see there's an incentive to be also part of it. >> So Christine, what are the kinds of technologies that are powering the CSC and how does it create that trust or cultivate that trust? >> And Leandro is spot on in terms of trust. It's about trusting the people, but trusting the data and trusting the entities that put in some of the data. There are components of Blockchain, of course, that serve the traceability aspects of any of the product. Blockchain also helps with the decentralized identity capability that we've put in. We've made also biometrics for the individual, but this is optional, depending on how, in terms of using it very responsibly. Payments of course, digital payments and having the ability to actually direct payments through the Mastercard rails. And then, of course, with the power of AWS and then hosting it on the cloud and be able to have that anywhere. And the different aspects of including IoT, so we know that let's say for fisheries, this product actually really came from this place, you know, there's sensors, we know that it's kept at the right temperature, therefore insurance payoffs and things like that will be right and tracked all the way through and knowing that the product is really fresh and really kept intact throughout the journey. So a whole bunch of different technology. >> Totally agreed. Projects with Blockchain only tend not to succeed and the reason is because you need to nurture the ecosystem. So how you bring the IoT-- >> Yes. >> To the table, how you bring payments, how you bring AI. You get all these solutions together and then you create what this visibility, that's the trust we need. Companies who are trying to do one side, which is just the Blockchain, they are not going anywhere. The reason that I like their alliance with Accenture and AWS is because we know that we needed to do this end-to-end and this is going to be broader than just talking about Blockchain. >> Rebecca: Yes. >> And it's about the people, because you have to, ultimately it's the consumer and the base of the pyramid, producer. Both have identities, and if we are able to say, "This is the identity of the person," I can then help to influence their livelihoods. >> So it's putting a real face on the supply chain for the end consumer. I mean, at a time where consumers are demanding more transparency in the supply chain, demanding to know more about the source of the goods, of the products that they're buying, what has been the reception and what are you hearing back? >> I think we've had great receptions. We launched it at Davos, earlier this year. We've had a huge amount of interest and now slowly we're gaining sort of traction in terms of getting the pilots and putting them in place. And I think it's also something that people need to, initially it's a little bit of education, understanding, well, how does this actually all work? You know, is it just traceability? Is it just identity? Or is it actually all of those things? Understanding the use cases and embracing that it's not just one way of doing something and it's really a concept of embracing better business through better technology and innovation can actually be more sustainable and responsible businesses. So the traction has been great and we have a number of pilots in the pipeline. >> Yeah, in the past I used to believe that some things we should stop doing or stop eating because of the sustainable part of it, and I have learned that is not the case. You can do the right thing, you can make sure that you are doing the right thing and you can eat with no guilt. That's what everybody wants, right? This is the type of visibility you want to give from the consumer side, but not from the company side of it. The brands are, "Okay, I'm safe," because brands, they have a very good visibility from the distributor on, but they don't know what's going on behind that, and our products, this is so globalized nowadays, so fragmented. You know, it comes from so many different places. Brands, there is no way that they can control it if they don't have this veil. That's why we're trying to bring together. >> So when this fully does launch and the consumer is then seeing the face of the coffee grower in Brazil or in Kenya-- >> Yeah. >> And saying, "Okay," so then what happens then? How are they able to incentivize that farmer to do the right thing, as you say? >> There is a digital payment channel, powered by Mastercard, that you can then tip, so to speak, tip the farmer, donate money and actually say, "Well, there's multiple ways of doing things." Right? For example, if I'm the consumer scanning the product and we have a whole Lego city built upstairs that can showcase this, and say, "Right, this is how it works," and scan the product and where I can say, "Right, I want to be able "to donate an extra dollar for this farmer "because I really like the fact that you are sustainable. "And not burning the rainforest down "and protecting the orangutans or elephants or the birds. "So great, I'm going to give you an extra dollar." So this is how it's going to work on the app. >> And there are other consequences as well. There are so many organic products nowadays, but they're not really organic. So if you can prove they're organic, the farmers would feel more motivated to really grow that as an organic product because there is a premium. So it's not only the tip that you give to them, but also the fact that you can create a premium price situation that will motivate others to do the same. So brands would give the differentiator, farmers would feel like, "Okay, if I do this way, "it would be more profitable," and consumers would benefit from a real organic or a real product with the sustainability behind it. >> Great, consumers can trust more. >> Exactly. >> It's not just fake news. What are some of the, I mean, this is such a cool concept. What are some of the biggest challenges in really launching it and making it a reality? What is keeping you up at night? >> I think some of it is actually just education and getting it out there. And understanding that this is a lot of stakeholders. So, from consumer brands all the way down to the smallholder providers. It's a lot of people to link up and a lot of organizations to talk to. So some of it is just getting through that process and getting people to understand. Also, actually, hopefully we'll get consumers to adopt. >> Yeah. >> And understand that this is something that they will want to do. >> Yeah, this whole integration, like Christine said, it is important, right? So you understand all the key stakeholders. It don't need to be all of them at the beginning, but at least the key stakeholders in a supply chain. And how you can create the business incentive model for them to be part of that. So it's a mapping exercise. We're getting there and that's where you gain adoption, and if you get the consumer side doing this as well, so it creates a network effect. And that's why we're trying to do it at Mastercard. It's in our DNA, like, build the networks, right. Everybody knows that. So we wanted to bring this to the ecosystem, to contribute that, okay, so how can I create a network effect that they can exponentially scale for their whole marketshare, for their whole marketplace. >> I want to ask you a personal question. You've been in technology for a really long time and now-- >> Not that old though. >> (laughing) No, no. You're just a babe. But in terms of of the kinds of projects you've worked on and the kinds of ways you're thinking about technology and then this particular project at a time where climate change is a monumental challenge and the fate of our planet really hangs in the balance with the decisions that we're making, policy makers and consumers are making today. I mean, what is it like to work on this kind of product? >> That's a great question. Yeah, well, for all of these years, I go to work with this business mentality, you know, you're going to make more money for someone else. You're going to work for big company. And see some friends and family doing things for the society, I say, "Oh my gosh, I should do something like that." And now I feel like I can do both. We're talking now as a business. It's a great solution, but it mixes so well for the, you know, for the whole society. It makes me feel really, everyday going to work and say, "Oh, this is what I want to do. "This is so cool." I mean, I'm helping, I'm benefiting myself 'cause I go to the supermarket, I'm going to be the one who's going to tip the farmer. I'm going to be the one who's going to check where my shrimp comes from, right? So I'm doing this for my family. My kids are, I hope they can live in a better planet that know exactly where the products come from. >> And the family that you have that's not even been born yet, so that's the other thing, too, helping future generations. >> That's amazing. We're doing things that, we never know. >> Yes, you deserve the Nobel Peace Prize, Leandro. (all laughing) Thank you so much, Leandro and Christine, for coming on theCUBE. A really fun and fascinating conversation. >> Thank you. >> Thank you. >> I'm Rebecca Knight. Stay tuned for more of theCUBE's live coverage at the Accenture Executive Summit coming up after lunch. (upbeat music)

>>live from Las Vegas. It's the Q covering AWS executive. Something brought to you by extension. >>Welcome back, everyone to the cubes. Live coverage of the ex Censure Executive Summit here at AWS. Reinvent I'm your host, Rebecca Knight. We have two guests for this segment. We have Satya Adric, Carl Adder Gala. Sorry, He is the VP single family technology at Fannie Mae. Thanks so much for coming on the show. Satya >>glad to be here. >>And we have Dave Baldwin, VP Architecture, Cloud Engineering at Fannie Mae. Thank you so much for coming on the show D thanks >>for having us. >>So we're talking today about transforming the mortgage industry through through the cloud. Fannie Mae is obviously a foundational part of the US home mortgage industry, and it's been around for a long time. But at a time right now, where there is just so much tremendous change going on in the industry, particularly with the emergence of fintech and other push button mortgage providers, talk a little bit about the last 3 to 5 years. In terms of the changes, you've seen two to the business. You want to start? >>Yeah, I will. So So when we look at the industry changes. What Fannie Mae does is mostly in the secondary market, so our core business hasn't changed from the point of taking the lone synchronizing and selling. However, in the mortgage industry, when we talk about the bar or experience and then the lenders how they have improved the experience across the board, I think is it has been a huge shift right three years ago. The discussion has bean always about Hey, can we do more reliably? Can we do more faster? Right? Those were the conversations, but now the expectations off our lenders and bottles have significantly increased. Right now, they're talking about user experience. How can we meet our bar or where they are, Right. So the lenders have got a lot of expectations on us in terms of how do you feel? Feel that that is the first biggest change in the realm off several of these, right? The 2nd 1 ese, the data has become the currency now, right? It has significantly improved our posture around finding about, um, their assets that income, their employment. Right. So you guys may have seen a lot off David surgeon. It is a product that we have launched in that well, so data revolution has been a big change. And then how we're utilizing that to serve Margaret's industry, our lenders and borrowers, thereby we also reduce the risk within the industry. Right? So those two have bean huge changes. Then there is a technology revolution in terms off AP eyes, Microsurgery says. How do I plug and play? How do we reduce my cost when I'm locking a bottle or two alone? Right. And these are the things that are lenders have bean pushing us on right? Reduced the cycle from somebody coming to the application to taking a loan, closing alone and delivering to Fannie Mae. Shrink the timeline and in doing it, reduce our costs. Right? So these are being like more and more expectations Have bean really set from the border for a few from the lender point of view on Fanny me and all our innovation. Our transformation is all about meeting them and also setting standard for them. What is great in this industry and that's that's what has been going on in the last 3 to 5 years. >>Yes, and that you just laid out a tremendous number of trends and all this disruptive change when you were trying to meet these new expectations from your lenders and your borrowers. Dave. What? What are the in making this journey to, from to to say, I'm sorry from to the Cloud, How are you thinking about these challenges ahead at a time where the user experience is so important? Data is currency and this technology revolution, >>well, it's a big change and, you know, and it's a change across people, process and technology. So if you think about it, what we've done is we've started to trade a new operating model, which really is a lot more engaging, and and it requires an uptick, a scale and really ah, a new way of working right. We've even gone as far as to introduce lean management in a tools and processes. But if you think about it, the people definitely have to change. If you think about it from a process point of view, you're you're really looking at reimagining the way some of the mortgage industry works right, because there's a lot of demand for it. At the end of the day, the customer expectations and especially If you go all the way to the borrower, the customer expectations is very different. You know, they're very they they don't understand unnecessarily why they would have to fill out all this paperwork, right? When don't you already have the information? And to sati is point about data. That's why it's so important to get that data together. Because if we can harness it right, then we can truly start to re imagine these processes and make it so much easier for a borrower nor a lender to work together and eventually work with us. So and then finally, you know, from a tech point of view with the introduction of the cloud, you know, that new foundational sort of technology that really gives you something to pivot off, you can really you can really start to take advantage of the micro service architectures and the new technical capabilities that can help make this really right. And so that's That's generally how we look at our digital transformation and and as you start to think about prioritization, how do I move those? How do I think about the applications that are going to change and how they're gonna neither either Transformer moved to the cloud. You really start to think of you know what business value and I'm trying to achieve 1st 2nd 3rd right? And then what applications won't make it, You know, they're gonna be completely redone. And what applications? Frankly, we're gonna have to move along with it to manage some of the dependencies we're going. >>So I think one more point I wanted and Rebecca is that when we look at this B to B businesses, they're very tightly integrated, right? Our companies have been integrated when we are extending out information explained, extending the responses in the past. Anybody talks about experience, right? It is about Hey, there will be there are technological glitches, but you don't want to impact big. That's used to be the norm. Not anymore. I think when we look at now one of the top customer slate, if you blink from the infrastructure layer point of view, there is business loss. People are not just looking for resiliency anymore. People are looking for fault tolerance, especially when it comes to the top to your customers. Right. So I think we can see the underpinning off cloud and also how we architect our applications to meet that kind of need. It's not just about being resilient anymore. Gotta be. You cannot lose a transaction. But I think those things have bean more and more that we're hearing from our customer base, and we feel like the cloud journey is going to be underpinning for these types of expectations from our customers. >>So how do you work with partners like Accenture in AWS? When you embark on this journey and think through the your business imperatives and think through your strategy, >>I think when when we think about our partnership's. First of all, there are a lot of partners that we have and that we've had for years, as we as we really not only do digital transformation, but you got to run the business, too, while you're doing this transformation. And so you know, when you think about it, the way the wake centers worked with us is you know they number one have helped us with a cloud strategy. So that's a very hard thing to Dio because you think about all the different personalities in your organization and all the people that you have to bring together. You know what Accenture helped us with. It is to really level, said everyone and get everybody on the same page in terms of, you know, where we want to go on how we wanna head on this journey. The second thing that they helped us with was really the program management. So that's a huge undertaking to write and given the fact that it's very different and these are new things that we're doing in our firm. It's good to have that external expertise that that sort of done it with other companies and they can bring that to bear with eight of us. You know, eight of us is is one of one of the major providers that we're using. Thio post a lot of our business applications, and if you think about that there, you know we're taking advantage of their technology. We're leveraging some of their pro serve professional service is thio, help us get it right and help us sort of not only with the implementation, but in some cases the governance and control frameworks that are highly regulated. Organization like ours needs So >>and I think if you think about this from the scale point of view, right? Everybody knows there is war for talent, right? We use our partners in terms of how can we scale these things that are new operating models? New technological? Because there is a change curl in bringing up the entire employees based without extent, These guys can be catalyst. In addition to that, they can be scaled provided us, right. I think that's how we can I use these, But it is action generator B s. >>This morning during Andy Jassy fireside chat, he talked a lot about the importance of innovation and experimentation and trying different things. How What's the experience of innovation at Fannie Mae? How do you innovate with partners or just thinking about all of the changed expectations? How do you make sure you are trying to solve the right problems? Describe your process creative process >>again, I think, um, when we I think about this innovation process and how we do water in Fannie Mae right three years ago, it is about Hey, how do we get our employee base to think about the possibilities right on Veran bunch of hackathons innovation days so that you get excitement from the teams, but in the last one and 1/2 year. It's more about innovation that can reap benefits, right? So we call it as focused innovation. We have, ah, clear cut Enterprise Innovation team. And they're on some of these innovation days and whatever have you within the within the firm so that you get the ideas and we have a process called pitch. So all these ideas feeding to lack of a better time a funnel where we have this enterprise innovation groups actually scan through the I. D. S and then can identify what things we can use and where we want to put our innovation investments. Right. So there is, ah, set off funnel requirements and gates we go through to identify Hey, this is where we want to do. And how we do is that Fanny Me is a lot more design thinking shop, right? So customer is at the center of everything. So anything we do, we will have some sort of research first, right with the customers and then how that might push the needle such that it can reach different boundaries through innovation. Right? So our processes cultivated ideas from inside. Also, look at what is happening with the trends. We have a strong strategy group. They're gonna look at this and our innovation team is always on the hunt for Hey, what is happening in industry in the cutting edge, How do you bring these three dimensions and then come up with a bunch of ideas? And then we have a funnel process where we identified what moves? What's this? What stays? Because there are other things that are at play. Is this innovation ready for the market? Now? Does it have to wait that sort of There are so many dimensions that going to that. But we have a structure process, and we have AH, dedicated team who can manage is that yet uses the creativity of the employees to be able to participate in animation. I mean, that's how we have a wall this process from. Think of the possibilities, too focused innovation. >>I think there's one extra point as well, like when it comes to technology side of that, it's it's creating a safe place for people to experiment, right, So we have a sandbox, the environment that we've created, an Amazon there in eight of us, and what we're doing is we're actually releasing some of the controls. I mean, obviously there's security and compliance, but released some of the controls and and just put a few guard rails in place so that people can experiment safely and not impact our firm, you know, in a very negative way. So >>talk about your employees and how they received this, this major transformation, and how are you receiving feedback in terms of their productivity in their engagement with the process? Dave. >>So you know, I would say this. There are lots of different types of employees, right? And like I said earlier, we also have as we're building the new, we also have to continue to support what we're running. So So what we've done is we've actually rolled out on South. We'll talk about it more detail because his team rolled it out. But, you know, but we have rolled out some training. You know, we've created a change management process, an organization right. Working with our human resource is so that we can up left, you know, sort of skills. And that's what I think. What's important is you're not going to be able to find the people out there to do everything that you need to do right. What's really important is creating those opportunities to carry the people that you have in your organization along with you for the journey as they learn you benefit right as an organization. So but salty should talk about some >>of the training. Yeah, so I take your question in two parts one. Is that how the employee base is taking the message of this district transformation or don't have right again? We have a compelling vision and mission like people that fanny man, they what? They take pride in fulfilling the mission. That's that's the 1st 1 along the way, when we crafted our message around why we're doing this. That is a lot more compelling. It is meaningful for our customers, our employees, right? So I think the messaging has been very important. Then, when you look at the things that we're trying to do, our cutting edge right from the employee point, if you it is a lot of excitement, because that keeps them at the cutting edge of what is happening in the world that makes them more marketable, right? Naturally, people are excited about it, but like any transformation, right? There will be camps off who will come across the change car up front like they're catalyst. Right? And then there are some in the middle and summer can a lagging right? But when we look at the entire gambit off the employee base, majority off them are. Hey, we are on board with this. We want to do it. We want to learn, How do we get there? And the company has done several different things to help the employees through this kind of knowledge cover I would call rather than the change career. We have a whole bunch of training plans that we have laid out. People have been wall until early taking. I mean, maybe a classroom training, maybe a self, sir. Uh, type off, download this particular module and then kind of read upon it and then also provide them to practice them with the sandbox. Right? So all these things have been done. I think one challenge we had actually facing now is that we can train them up pretty easily if we haven't put them in a place to practice it. Then it kind of fades away. So we're now kind of trying to see. Okay, let's identify groups off people. Give them a tool where they can assess for them their own self. What I wanted to learn such that I can become that and then be eligible for doing that right so that now they learn. And then they're put in a role on a project that they can actually practice on. So we are in that posture of that right now. So I think, but employee base is really excited about this, >>So I want to. I want to end where we started where Sati described the myriad changes that are taking place in your industry and getting back to your your cause, which is helping the customer buy a home, get it, get it, get it more easily, qualify for a loan. Can you think about the customer experience of the home buying process 3 to 5 10 years from now? And how it will be different as Fannie Mae embarks on this on this cloud journey. Do you want to start David? Just think. Look into your crystal ball >>and it's great. I wish I had a crystal ball. That would be great, but but you know. Look, we're making significant advancements, you know, working, working with our customers, taking that customer first mentality. And, ah, and and, you know, the mortgage industry itself is right for a change. I mean, you know, and and we're in a good position to really help and drive a lot of that. So my expectation, if I were to look out, I would expect to see a world where you know that borrower experience gets a lot better. I mean, one of the things we've learned to our research is that you know what is it? 40% of people actually cry as they're going through the mortgage experience, >>and they're not tears of joy. No, it's actually, you >>know, tougher to get into a tougher to think through the mortgage process, you know, and really take that big leap than it is to, you know, our Cielo tells us all the time than it is to actually apply for college. It z, it's often on bigger life event our goal. How do we make that simpler? How do we make people have a much more pleasant experience? Right? Waken do that with our data. We can make sure that they don't have to fill out those amazing forms. Heck, find the information. Sometimes they don't have it. You know, we're in a better position, right? You know, really? Get Teoh. You know, I can't promise a single click experience, but we're all gonna try to aspire to that, because that's what the customers out there with their cell phones and their technology or used to right. So we've got to get at least somewhere close to being there. >>So in the bottle, it expedient sight. I think we can even now see one tap market. How do we get them right? I think that's probably not too far. It's probably within two or three years. That's if I were to think about that. But if you want to think about 5 to 6 years, 10 years, if I am an individual driving by a home and then take your phone and say, Hey, can I buy this home? That should be able to tell you this is your lender and then go. That's right. And again from Fannie Mae, a point if you re help the lenders and they helped the borrowers threat. So through this transformation, what we're doing is that set up an engine that can be nimble, that can move fast. That runs with the low investment so that if we were to pivot, do things testing, learn and then change your game. We are fully in the position to be able to do that, right So and however fast, fast, you can experiment, those many different ideas will come out, and then some of them will reap fruit. And all of these for two things, like for our customers. How do we benefit our company, Fannie Mae? And how do we move the needle in industry? I think these are the three things that we want to achieve through this transformation. And we're building an engine to be able to do those types of things. I wish I could say this is one thing we would do. That's not what we're trying to do. Being a position where we can move quickly, we can lead industry. We can set the standard and then make good for the good for the American house. So that's all stories. >>Exciting times. Thank you so much. Both for coming on the Cube. Satti on Dave. Thank you. I'm Rebecca night. Stay tuned for more of the cubes. Live coverage of the Ex Censure Executive Summit coming up in just a little bit.

>>Bach from Las Vegas. It's the Q covered AWS executive summit brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Excenture executive summit here at AWS. Reinvent from Las Vegas, Nevada. I'm your host, Rebecca Knight. We are joined by two guests for this segment. We have Greg sly, he is the SVP platform and infrastructure at Verizon. Thank you so much for coming on Greg. Thank you. Happy to be here and almost sad. K he is the managing director, Accenture global network services. Thank you so much. I'm all so Greg, I want to start with you wanting, everyone knows Verizon, it's a household brand. Tell our viewers a little bit just about how big you are, what countries you're in your reach. >>Okay. Well we're a global company. There's about 135 ish thousand employees in the company. The brands and they're, you know, they include Yahoo and AOL and HuffPost and riot and others. So we have a much more global reach with some of those brands overseas for is obviously very well known in the U S and overseas as well. And that's really where our big plays are. Now. We're big in Asia as well with our eCommerce sites and stuff. So it's, it's, it's global and it's everywhere. So, >>so give our viewers an overview of this current state of where you are in your journey to the cloud, the cloud effication of Verizon. >>Sure. So the last probably two years we've really put a lot of focus into moving out of our data centers and into the cloud. We focused primarily on workloads that are right for the cloud because we as during this journey we went, there's obviously huge data lakes and huge amounts of data equipped over two exabytes of data. And trying to move that to the cloud is obviously takes some time. But a lot of our front end apps from anything from, you know, where your order, your phone or where you order services to, whether you're on Yahoo fantasy sports or on finance page, those, those things tend to work well in the cloud and they're built for the cloud for very bursty type workflows. So we spend a lot of time moving a lot of our applications plus all the new Greenfield applications up into the cloud. So we're, we're considerable way down the path now on that. We're now getting to the tail end with these kind of massive data sets on what's our next step for those. And that's what we're working on now. >>Um, well I want to bring you into this conversation a little. What, what are you seeing right now across cross industry, the current state of deployments? >>Yeah, so I mean, just building on what Greg said it's almost a third wave of cloudification that we see now. So you know that we had the desegregation of hardware and software and most operators started to go globally towards cloud and then they sort of had the second way, which was really the own private cloud infrastructures. And now because we are here, you can see clearly the amount of public cloud infrastructure that's starting to come in and become relevant to this deployment. So it's almost a third wave where I see a lot of our clients globally looking at hybrid cloud type models for. And >>that really accelerates that cloudification journey because now you see a lot of workloads moving to a hybrid cloud environment. Just by the size of the ecosystem of suppliers and partners that are involved. We give you a sense of how accelerated this has become. I mean, the last three years I've seen in this event doubling of the number of partners who are just moving their workloads, whether it's compute, storage network to a hybrid cloud in one. So that acceleration has started and we expect in the next two to three years this will become mainstream. That I'm always right. We're been down that exact same journey where we've, we've done a lot of things up into the cloud like in AWS now, but we've also done a private cloud which enabled us as more like a development or a on-prem tool that allowed us to build, learn, and take applications that were not really ready for the cloud, are native for the cloud, build them on prem, wherever, a little bit more freedom to do some things and then learn and then move them up to the public cloud. So we've been down that exact same journey. >>So I also want to ask about a buzzword here, five G five G the arrival of five G. what it means to your industry and whether or not being in the cloud is ness is a necessary prerequisite to really capture all the benefits. >>I'm going to start on me. Sure, go ahead. No, I was just saying if you look at 5g, the reason it's so fundamentally different from previous generations is because 5g opens up a bunch of use cases that traditional TG for genetics did not and the size and skin of those use cases including like billions of devices and having really cool use cases like gaming and health and automotive and robotics in 10 places a huge burden on an infrastructure, which means cloudification does become a massive requisite. The level of skill size devices, latency profiles is something you only get when you are on a cloud infrastructure. So Greg, I agree 100% and this is going to drive new innovation that we've never seen before as we obviously being Verizon. 5g is one of our big, big bats. Obviously. That's one of the things that Andy and Hans talked about yesterday at the announcement here at reinvent and where we're seeing now with clarification, it's, it's literally I think one of the cornerstones of how it's going to work because we're going to have to put so much out to the far edge and out into as close to the customers as we can. >>The only way you're going to do that is through the cloud and using the cloud services like outpost and other services to push that out close to the, to our customers. So 5g and cloud are synonymous. They're going to go hand in hand. It's the only way it's going to work. And when, if I just save one last thing on what Greg said, cloudification was happening anyways and it was a great efficiency driver for all organizations. Five G's almost come in and lit a match and said, here's a lot of revenue opportunities that you can get on top and that has just accelerated >>the whole thing with distribution of five G and cloud. So that that's going to happen. >>Yeah, I think we're really only seeing the beginning. It's so early on in 5g and the journey to the cloud that I think next year's reinvent and the year after that I think we're going to look back and say this was really just the very beginning of what we're learning, what this technology can do for the world. >>I want to ask about innovation and this is something that Andy Jassy talked about in his fireside chat this morning is how AWS maintains its startup mentality even though it is of course a enormous company. How does, how do you think about innovation and approach innovation at Verizon? How do you make sure you are continuing to experiment and push boundaries even though you are a large and complex organization yourself? >>It's a good question. That's something we are always pushing. I think it starts from the top with Hans, he's, he's made one of his key pillars of innovation, of what we have to drive, listening to our customers and building on what they need, but we've spent a lot of time on redefining how we work to adapt to the cloud. So the days of in the past of, you know, we'll do one release every quarter, it's now how many releases a day can you do? And the only way you can do that innovation through bucket testing, through AB testing is literally embracing the cloud and doing small tests here and there on stuff. So it's really now learning from the internet startups, trying to keep that startup mentality in a company the size that's 137,000 employees. But it's building that culture and I think Hans has been a great leader to really drive that, that different way of working. So, >>um, well we've seen a dizzying number of announcements from AWS, new products and new services that are coming out. What are, what is most caught your attention and how are you thinking about how to help clients capture the benefits of what AWS is offering? >>You know, the thing that struck me yesterday when I was looking at the keynote was this is probably the first time there is a recognition in the industry that it's an ecosystem play. And what I mean by that is a lot of the challenges that were seen in the last couple of years around getting 5g mainstream, getting all these things in the market was who does it, who supports them and this whole ecosystem and yesterday's announcement where you know Andy enhance and other carriers like water, phone and so on are coming in and saying, you know what? Let's do this together. Let's collaborate. To me that really hit the Mark because as you start building specific use cases to make this real for a consumer like us, you will see that an ecosystem plays the only way to make this a reality. And that's what really struck me. If you look at Waveland, if you look at local zones, all the announcements that were done yesterday, all of them require app development communities, escalates session partnerships. It requires hardware partnerships, services firms. It requires of omic Accenture to come in and do this secret sauce. So there's lot of things that have to >>be done there. And I believe that's what really caught my eye, that it's an ecosystem. Now you have the amount of collaboration going forward. Is going to be unprecedented because no one company is going to be able to do all of it. >>So how do we, you're both technology veterans. I mean you're just babes. You're, you're just teenagers of course. But thinking about how different it is today versus when you were just beginning your careers in terms of, I mean we have this idea of this cutthroat competitive world of technology, but as you said, there is, these companies need each other. I mean they're there, they're competing of course, but they also desperately need each other to make sure their business models are successful. So can you just describe this landscape for, for our viewers in terms of what you've seen as changes and whether or not these changes are for the good? >>Well, starting in the mainframe days, which is where I started and then kind of went wound, don't, you know, windows NT and the distributed compute, you're right, it was very do it ourselves. We're the only ones that could do it. You have to hide everything from all your competitors because we're providing a solution and nobody sees anybody else a secret sauce. And obviously protecting IP was key. Now we've seen open source take a much broader stroke across the canvas and we've also now everyone's got what are we best at and how do we use that rather than trying to be all things to everybody and building partnerships. So you're right, we have partnerships with company that we compete with, but we also have relationships. We need to work together to make this happen. So it is completely different from what it was 10 years ago, 20 years ago on how you're collaborating on one part of a company who should come. >>Competing is one area, but you're actually collaborating to build a product to go to market together at another one. So it's really interesting. I mean the market forces have changed dramatically. I mean, I remember when I was in my telecom operator days with BT, we used to as great selling or love technology, we used to start in the labs and in the labs we use engineering was a sort of bread and butter. And then this focus on customer centricity in the last couple of years around so much choice, so much availability of solutions in the market. And as Greg said, the collaboration is a must do now. And that's why that focus changed for us. And I see now this customer centricity becoming so important that what does the end user really want? And then that comes with it and realization that says, okay, I am not able to provide this by myself, but I do know how to solve for it. >>And that's when you have to bring in others who can create a solution. You're absolutely right because you know, 10 years ago, 1520 years ago, technology was still so new. Most people weren't comfortable yet and really knew what it could do or what they wanted. And it was a room full of architects designing what it was going to be. Now it's a room full of customers telling you what they want and going out. So it's completely changed now where we'll build what the customer, what we think the customer needs. Now we're building what the customer tells us they want. So it's been a one 80 >>so Greg, I know before the cameras were rolling, you were talking about how you'd been to this conference years ago and now just the growth that it has experienced has really shocked your, your sphere system. Um, what kinds of conversations are you having? What are the messages that you're hearing, a particular letter that are particularly resonant to you right now? This idea of the fourth industrial revolution. Do you buy it? >>I absolutely buy it and it's not just drinking the Koolaid because I work at Verizon. It's actually seeing what's possible in health. What's possible in gaming, automotive industry. Like you were saying at the beginning, it's one thing that struck me in Pedder was through the conversation we were having of how many people I've met here and when I was walking through the expo downstairs I was like, Oh, we have a relationship with them now. We have relationship with them. There's like half the floor down there that we have some sort of relationship with that were other customer or a partner or providing services to that. It's, it's, it's changed where before you'd have a booth and you're like, how many people can we get over there? Now it's like how do we get a booth with our partners that we can talk about a common solution that we're providing back? >>So it's, it's been amazing from like it reinvent four or five years ago it was like one hotel was still pretty full up to like four or five hotels now with with 65,000 people or something. It's, it's amazing. But, but the conversations before too used to be, we can only talk if we go into a private room over here. It's now that there's so many people and so many conversations and they're like, Oh let me pull them all in. Let me pull Rebecca cause we're all talking about the same thing now. So it's become more open. There's still sure there's IP and things we have to protect and we all have our company strategies, but there's now there's so much collaboration, there's a lot more conversations going on now. I mean the focus will now move to how do we operationalize this industrial revolution because that's where a lot of engineering horsepower, a lot of scaling would have to happen in terms of, it would be great to launch health as a service or gaming as a service and all of these things. >>But you know when things go wrong, which Deville in the early years of adoption, somebody is going to have to take the call, somebody is going to have to manage the customers. Somebody who's going to have to, because that's where the test would happen in terms of okay this is going to stick and this is going to work. So to me the next two to three years of this event will be around how do I operationalize and scale what we've now started? Cause I think that's where the rubber is going to hit the road. And I think even at Accenture we see this with all our work. It's moving more and more towards how do I monetize the use cases, how do I now build on it? How do I implement at scale? So that's, that's really what I see happening >>coming up. We were, we're on, we're on the cusp of 2020 there's so many new emerging technologies and of course the old technologies which are still pretty new machine learning, AI, IOT. What are some of the exciting trends that you're looking at coming in next year and the next three to five years in terms of your business and an industry wide? Two ML? >>Well for me there's obviously the stuff that we're talking about with five G and waving, but one that really struck me at this conference was how we're going to be treating data differently or I should say storage of data differently. Where before it was like buy huge storage devices and you'd have petabytes and petabytes or exabytes of data in a data somewhere, data centers somewhere. It's now distributed out to the far edge. It's, it's going to be much more in the cloud, much more dispersed. Obviously that's going to bring challenges around, you know, with, with GDPR, with, with, you know, the, the California protection act, all of those that are coming as well of how we're going to deal with that. So absolutely the 5g and the announcements went on yesterday. But in my slice of the world, looking at how are we going to manage, transform, handle, distribute data and how we're going to protect user's privacy through all of that is really interesting. And I think a new field that we're, it's just changing so rapidly day to day >>and one that's really part of our national conversation too in terms of privacy and security. >>Well I think to me the key trend would be adjacencies. And what I mean by that is we've always been a little bit siloed traditionally in terms of, you know, there is a telco industry solution and then there is a mining solution and then there is a automotive solution, right? And the technology is blurring these lines. Now, you know, like as Greg said, I can have a intelligent 5g conversation with a gentleman, car manufacturing company that I wouldn't have dreamed of having a couple of years ago. So that trend is set to accelerate because 5g edge compute, all of these things are going to be more and more applicable to adjacent industries. And this is why I always believe the telecom sector has a pivotal role, almost a orchestrator role that says as these industries look for solutions we have those, we just haven't adapted and customized are social. That I think would be a big trend. I see other industries are going to cash in on what we've done. >>I'm all, Greg, thank you so much for coming on the cube. A really fascinating conversation. Oh, pleasure. I'm Rebecca Knight. Stay tuned for more of the cubes live coverage of the Accenture executive summit. Coming up in just a little bit.

by from Las Vegas it's the cube coverage AWS executive summary brought to you by Accenture hello everyone and welcome back to the cubes live coverage of the Accenture executive summit here at the Venetian in Las Vegas part of aw reinvent of course I'm your host Rebecca Knight we have two guests for this segment we have Leandro Nunez he is the vice president product development at MasterCard thank you so much for coming on the show thanks for having me and Christine Leung she is the managing director Accenture blockchain and biometrics thank you so much you so sustainability is a hot topic in the industry too in all industry today and especially here at AWS reinvent I want to talk to you about circular supply chain which was an idea that germinated in your brain a couple of years ago but it's really just sort of launched a year ago tell us more about why you started Cs sure we started this actually because a couple of things I we drink coffee every single day and we go into every coffee shop and we think about well you know you see packets saying this is my single origin coffee this is I pay extra for this and it's sustainably grown and yet you see news saying that you know the rain forest is being burnt down and animals are being killed and so about two years ago I looked at this and I thought wow you know how do I know this is really sustainable what I'm drinking the extra five books that I'm hanging at my coffee shop is it really is it really sink origin is it really going to the right people is it really killing the orangutans and the rainforest and then I see a statistic success well for every coffee a cup of coffee that we drink a square inch of rain forests get burnt down and I mean I drink at least five cups of coffee a day and working actually with MasterCard at the time I'm doing a and still do actually doing a lot of work with MasterCard in around identity and biometrics and I thought well you know how can we combine some of these capabilities we have with blockchain identity to say to put our money where our mouths is to change incentives as the base of the pyramid where you know performers produces smallholders if I can say to them that I really won't care but you don't burn a fat forest out that you produce in a good way and they just tried to survive they're not bad people if they're just hand-to-mouth but if they we can say right will hate you more as consumers and we know it's definitely going to that right person then maybe we can help to change some of you know and not have the rain force and don't have my guilty cup of coffee right so even if we don't drink quite as much coffee as you we are as a as a group consumers are more socially conscious than they ever have been what are some of the statistics here that people just care more about this stuff in general and they're willing to pay a premium for it so for example the green trade is estimated and this came out for Unilever at two trillion dollars a year by the by next year actually a growing statistic and let's just see I mean more and more on social media or literally you know every platform that you can see sustainability is a huge topic with you know sort of the the recent sort of UN climate discussions I mean it's this week with next week we're in Madrid this a big topic that we should all as a responsible consumers care about so Leander what do you see as the benefits of CSE to to small actors well it's a great point because when you see that just think about it do you usually say a lot about consumers in the big brands and now we're protecting the big brands but just think about the sourcing side of the supply chain right the small communities the ones that are growing the coffee the ones that are the farm the farmers over there or the fishermen now these ones are there's meaning for a while they're just been because it squeezed by the whole supply chain it's but the whole business right you think like let's remove a little bit of their margin let's put in something else now when they have the circular supply chain because consumers and this new generation is so interested in knowing where the product comes from you know if you're then doing the right thing now it has a change that you can pay them back it's all about come up with incentive model that's why we should in a MasterCard right when you create a network like that which the blockchain solution is a big network so how we can gain traction how we can gain adoption one thing is you need to establish incentives through all of the parties that you have at a network so if you're just taking care of the brand and they're gonna say bran mandate to your suppliers that needs to do that this is not going to work what it works is what is the incentive the farmers gonna have what's the sourcing so we don't mean it so don't don't you think the farmers wants to do the right thing of course they do but do they have incentives for that if it's just a letter if you're just someone mandating they're not gonna do it but if you come with the idea of hey I pay you back your your coffee or whatever your products you're doing we can help you can have a premium so we can it's going to be sustainable to your family as well your business can be more profitable so they you see okay I want to be part of it so it's creating incentives for people to for the for the for the producers themselves to grow things more sustainably it's all about that it's not only them and then you go to the suppliers you go to the logistic transportation companies how do you creative you give them the visibility they always complain about how can I have the visibility of my supply chain why can you create the visibility you give the transparency that you create the trust in and if you ask people in a supply chain business what the big problem is supply chain is trust they don't trust each other but they have to trade things and they don't trust each other you do business with people you don't trust every single day it's not a good thing so if we bring this visibility you facilitate this and they see there's an incentive to be also part of it so Christine what are the kind of technologies that are bad that are that are powering the CSC and and how are we how does it create that trust i cultivate that trust um and Leandra is for Honor's and in terms of trust it's about trusting the people but trusting the data and trusting the entities that I put in some of this data there are components of blockchain of course the surface the traceability aspects of the any of the product blockchain also helps with the decentralized identity capability that we've put in we've made also biometrics for the for the individual but this is optional depending on how you know in terms of using it very responsibly payments of course digital payments and you know having the ability to actually direct payments through the MasterCard rails and then of course with you know the power of AWS and then hosting on the cloud and be able to have that anywhere and the different aspects of including a iot so we know that let's say for fisheries this product is actually really came from displays you know the sensors we know that it's kept the right temperature we did that therefore you know insurance payers and things like that would be right and tracked all the way through and knowing that the product is really fresh and really kept you know intact throughout the journey so a whole bunch of different technology totally great projects with blockchain only would tend not to succeed and the reason is because you need to come up with you need to nurture the ecosystem so how you bring the IOT yes to the table how you doing you know payments how you bring AI so you get at all these solutions together and then you create what this visibility that's trust we need so companies are trying to do one side you know which is just a blockchain they're not going anywhere the reason that I like it our alliance with Accenture and AWS is because we know that we needed to do this end-to-end and this can be broader than just talk about watching and it's about the people because you have the ultimate is the consumer and the the base of pyramid producer both have identities and if we are able to say this is the identity of the person I can then help to influence their their livelihoods so it's putting a real face on the supply chain for the end consumer I mean at a time where consumers are demanding more transparency in the supply chain demanding to know more about the source of the goods that they put the products that they're buying what has been the reception and and what are you hearing back I think we've had great receptions we launched at Davos earlier this year we've had a huge amount of interest and now slowly we're gaining sort of traction in terms of getting the pilots I'm putting them in place and I think it's also something that we'll need to UM in initially it's a little bit of Education understanding well how does this actually all work you know is it just traceability is it just identity well it's actually all those things are understanding the use cases and embracing that there are it's not just one way of doing something and this is really a concept that embracing better business through better technology and innovation can actually be more sustainable and responsible businesses so the traction has been great and we've had a we have a number of pilots in the pipeline yeah well we will in the past I used to believe that some things we should stop doing or stop eating because of the sustainable part of it and I have learned that it's not the case you can do the right thing you can make sure that they're doing the right thing and you can eat with no guilt that's why everybody wants right so so this is this is the the type of you know visibility when to give from the consumer side but not from the from the company side of I like the brands are ok I'm safe because brands they have a very good visibility from the distributor on but they don't know what's going on behind that you know products the this is so globalized now they so fragmented you know it comes from so many different places Princeton that there's no way that they can control it if they don't have this you know there's this view so that's why we're trying to bring together so when so when this when this fully does launch and a consumer is then seeing the face of the coffee grower in Brazil or in Kenya and saying ok so then what what happens then how are they able to to to incentivize that farmer to do the right thing as you say there's a digital payment channel of powered by monster cop that you can then so sue speaks if the farmer donate money and actually say well there's multiple ways of doing things right so for example if I'm the consumer scanning the the product and there is we have a whole lego city built upstairs that can show cases and say right this is how it works and you know scan the product and what I can save right I want to be able to donate an extra dollar for this farmer because I really like the fact that you are sustainable and not burning the rainforests and protecting the orangutan or elephant so the the the birds so great I'm going to give you an extra dollar so this is how it's going to work on the app and there are other consequences well there's so many organic products nowadays they're not really organic so you can prove with the organic so the farmers would feel more motivated to really grow that as a organic product because there is a premium so it's not only the the tea that you give it to them but also the fact that you can create a premium price situation that will motivate others to do the same so brands would grieve the differentiator farmers would feel like okay if I do this way how to get will be more profitable and consumers will benefit from that from a real organic or a real product what the sustainability you know behind it consumers can trust more so how do what are some of the I mean this is such a cool concept what is what are some of the biggest challenges in in really launching and making it a reality what is keeping you up at night I think some of it is actually just education and getting it out there and understanding that this is it's a lot of stakeholders so from consumer brands all the way down to the the smallholder providers so it's a lot of people to link up and a lot of organizations to talk to so some of it is just getting through that process and getting people to understand and also actually hopefully we'll get consumers understand that this is something that they will want to do yeah and that this whole integration I Christine said it's in it's important right so you understand all the key stakeholders don't need to beat all of them at the beginning but at least the key stakeholders in the supply chain and how you can create this business incentive in a dissented model for them to be part of that so it's a mapping exercise which is we are getting there and in intestine we gain adoption and and if you gather the consumer side doing this as well so it creates a network effect and that's why we try to do in a MasterCard assist in our DNA like building networks right everybody knows that so we wanted to bring this to you know >> to the ecosystem to contribute okay so how can I create a network effect that they can it exponentially scale you know for for the whole market share for the whole you know marketplace so I want to ask you a personal question you've been in technology for a really long time time and now but in terms of the kinds of projects you've worked on and the kinds of ways you're thinking about technology and then this particular project at a time where climate change is a monumental challenge the fate of our planet really hangs in the balance with what with the decisions that we're making policymakers and consumers are making today wait how what is it like to work on this kind of products a great question I yeah I was for this all these years so go to work with this business mentality you know we're gonna make more money for someone else we're gonna work for a big company and see some friends and family doing things for the society and say oh my gosh there's something like that and now I feel like I can do both right we're talking you know it's a business it's it's a great solution but makes it so well for the you know for the whole society you know it makes me feel really every day going to work and say oh this is what I want to do you know this is so cool I mean I'm helping I'm benefiting myself as I go to the supermarket I'm gonna be the one who's gonna tip the farmer I'm gonna be the one who's gonna check where my shrimp comes from right so so I'm doing this for my family my kids are like I hope they can live in a better planet that know exactly where the products come from and the family that you have it's not even been born yet so that's the other generation that's amazing really doing things that we never know thank you so much Lee under and Christine for coming on the cube a really fun and fascinating conversation thank you thank you I'm Rebecca night stay tuned for more of the cubes live coverage at the Accenture executive summit coming up after lunch [Music]

>>Bach from Las Vegas. It's the cube covering KWS executive sub brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executives summit here in Las Vegas, part of AWS reinvent. I'm your host, Rebecca Knight. We're joined by two guests for this segment. We have Mamadou BA. He is the senior director of cloud technology at Anthem. Thanks so much for coming on the show. Mamadou and Sean mulch and Donnie, he is AWS security lead at Accenture. Thank you so much Sean. Thank you for having us. Rebecca, glad to be with you. So let's start with you mama. Do tell our viewers a little bit about Anthem, the business. >>Sure. So Anthem is a healthcare company. We're serving around 40 million members and we're committed to simplifying healthcare and make it more accessible and affordable for people. >>So committed to simplifying healthcare, which is, I'm imagining the driving force for your cloud journey, but, but what were some of the other factors that led you to the cloud? It's >>really, we want to make healthcare more accessible for people and more affordable. We want to meet our consumers where they are and meet them using mediums that they want us to use. So it's going through all the data we have. We have 40 million members who serving today looking at the data and find the ways to build customized and personalized experiences to meet them where they are and how they want to be met and also improve to health care for them. >>So what kinds of personalized customized experiences are you talking about and what does the cloud enable? >>So really when you look at, we have a variety of members, young children to adults and people who are Medicare and Medicaid, they have various needs. When you look at people's medical needs, you look at their financial needs, their social needs. What works for me might not work for your, might not work for him. So it's understanding the person as a whole and meeting them where they want to be a mentor really. >>So Sean, how does does, does Accenture, what does Accenture bring to this partnership? How are you helping Anthem realize its goals? >>Sure. So, I mean, I would say this happens under the guise of cloud and at Anthem broadly as well. Right? So Accenture, Anthem is, has Accenture is one of its largest partners. We're proud to be one of, have Anthem is one of our largest clients of course, and all the way from a lot of the outsourcing operations from the business operations side providing cost-effective business operations for addressing all those millions of subscribers that they have to of course helping them innovate both within cloud, within a lot of their other technology needs on premise from a lot of, they're from a lot of like transformations in technology. That's, I would say that covers the gamut specifically within, I'd say where we're helping both strategically and operationally on a strategic front. This includes mapping some of the business needs to um, how to various cloud technologies, uh, where it's a multicloud and a hybrid cloud approach, but also specifically on AWS and, and also about how we can help empower Anthem to realize its cloud journey and potential there with their workforce. >>We, their cloud technology organization and how we empower that movement going forward. Uh, there are a number of other drivers on the operational side and that includes of course, minimizing any future technical debt. Um, and that's, that's a big journey of course, or a big pattern. I would say that that is prevalent across multiple clients, but also realizing comprehensive monitoring, save preventive guardrails for services that then allows developers to have the freedom to experiment, to enable rapid prototyping. And also of course, uh, transparent, uh, operations from a cost perspective. So these would be a couple of ways. >>So mama, do you talk about the ways in which you are innovating in this cloud space? What are, what are some of the most exciting projects that you're working on? Right. So >>we have a, a large number of projects, but NTM as a whole, since we're serving 40 plus million members, we have thousands of applications, petabytes of data. So some of the projects we're working on today, we have a landing zone on AWS and we have some applications in AWS. What we need to meet our application teams. Also internally, we need to help them focus on the business drivers focused on healthcare. So we're working on providing them a nimble platform so they're not worried about day to day it and providing them a self service catalog. And we understand that there's a lot of complexity in healthcare or when you have all this data you need to make sure it's secure. There's a lot of regulatory challenges, so we don't want our application teams to have to deal with all those things. So it's really putting together, identifying the services, AI services, machine learning services, container and serverless, and building a framework for them to have access to all those services that are preapproved and make those self-service for the application teams. >>So that's our service catalog project and allowed them to use all that in an AWS account where they're self sufficient. So we were working closely with Accenture on their end. What we found was while the technology is very valuable, the people and process aspect of it, it's we have to get alignment across all the internal divisions, working closely and bringing our security teams on the table, our data teams, our operation teams, and working together to say how can we empower our developers internally to focus on business deliverables? So building that catalog, provide them a reference, a provider for reference architecture or reference implementation, identifying skills gaps and recognizing them, working with HR to hire new talent and reskill our existing talent, but also leveraging our partners to bring in that talent and give us various ways of looking at the same problem. >>So I saw you Shawn, nodding along with what a lot of mama do was talking about in terms of the alignment. Can you talk about that challenge and how you work with clients to make sure that you are bringing people along? Because the people and the processes are the most important part, but they're often the hardest part too. >>They're are definitely the hardest part. And of course we, I mean behind every grade success story, there's so many challenges, right? And, and one of the things we do of course is not just try to bring our best people that are technically sharp for Anthem, but that understand the client that understand the business needs. For example, it's not just about technology, but it's also about how it's applied to support certain business operations like mergers and acquisitions or as a strategy grows from one cloud to multi-cloud. So it's about bringing those folks that help align or understand those goals organizationally and how they're realized technically. In addition to that, I would say it's also bonding very, very, very closely with leadership, with architects, with operations personnel and the developers and engineers at Anthem to work side by side and realizing many of these goals or many of our shared goals and Anthem's overall vision. And >>the good thing there is really the cloud is aligned with the corporate strategy. So there's a lot of leadership alignment. And what we found is really trying to find that balance between autonomy and alignment. One, the teams to be autonomous. We're providing them with self-service, want them to innovate and get to market quickly, but we also want them to be aligned with the company and enterprise best practices and regulatory standards, so it's a fine balance, but I think we're making great progress with our partners. The processes are being reevaluated. Every process we were saying because we've done it this way for all these years and we were successful at doing it, doesn't mean that that's the way forward. We want to bring everyone together and think of a process holistically, not this is my team, I'm doing this and passing it to the next team. It's bring your best people and let's solve the problem together. >>Right. At the same time, I would say it's not siloed again between say architecture, operations and security either before or after. It's about bringing, I would say these, these three legs of that stool together or are together throughout the process and I think that's something we've done as well. One of the things we've done is establish a tiger team essentially right for to, to power through some of our challenges as we build out a new landing zone. As we move towards implementing some of these self capabilities and plan for migration of I would say a hundreds or potentially thousands of applications to the cloud. It's about getting security to shape policy, getting buy in from there as well. Ensuring that when design decisions are made from an architecture perspective, we take into consideration not just the operational side of Anthem but the operational arm of Accenture that supports and enables some of that work as well and how we can make that their lives easier and how we can make a, minimize any risks of the business, any disruptions, outages, et cetera, by way of good design and by getting their buy in and making sure that every internal stakeholders are, >>yeah. Yeah. Really our um, our emphasis is on quality by design, by bringing the right stakeholders, help architect it properly, and then have some process control and monitoring in place and having some key metrics that we look at. How long is it taking a developer to get an AWS account? How long does it take them to get access to a service that they need to meet? That business function letter is an AI service or a server less the application that they're trying to build. Evaluating those and then trying to improve our process >>and by keeping everyone in the loop, I mean it's this dynamic process that is that I'm sure is very complicated, but by with everyone on the same page, they then feel more engaged in the process and that they matter more, which, which also I'm sure drives productivity. Yes. >>Times w whenever you have a lot of people, sometimes there's no agreement on the decision, but you have to be at a point where when you come to an agreement, you might not have a hundred percent consensus all the time, but if 70 or 80% agree, the other people still feel included, their needs have been heard, their concerns will be addressed one way or the other, and they're willing to move forward with the group. It's not because I didn't get my way. I'm not supporting the business. They understand that and there's some trade offs. >>So I wanted to, I want to switch gears here and talk a little bit about security because health health care data represents some of the biggest security breaches of industry data. So how, how biz cloud infrastructure and your security processes and practices help help counteract that. >>Sure. So before you even get in the account do account is designed to meet all our Hampton security best practices and are based on our AWS agreement. Those best practices listed on there and working with our partners to make sure that by the time you get in an account, it's secure, you only have access to services we gave you. And for each of those services we do a full analysis on it, look at the various attack patterns. For instance, I do encryption and just ensure that the developers have a safe environment to experiment and develop. That's why we're building the self service catalog. It's a self service, but we put the services in there after we evaluated them, we feel comfortable with them. Some services, let's say some HIPAA eligible services. We want to ensure if your application is a HIPAA applicate eligible application, you, you're using those services, so having to control them process in place before you even get to account once you get it. And we have detective and preventive controls in place to alert us in case of any, anyone trying to use a service they're not supposed to use. >>Sean, I want to ask you about some research that Accenture did in 2017 the healthcare industry will be one of the top two industries to face the most digital disruption and the next three years. This was part of the technology vision survey. What, how, how do you even begin to to talk to clients through this, hold their hands through this enormously disruptive period in the healthcare industry. What's your advice and what do you think about the role of big data and analytics going forward? >>Right, absolutely. I think so. There's definitely a tremendous amount of disruption and then it's where a number of large, some of our large clients enterprises really have to go through their own transformational process, their own disruption process for the better, right. As you have a number of different start ups as you have a number of different new entrance into the field and one of the things they cloud technologies do is oftentimes it's not necessarily a first mover advantage, but it's, it's actually the lowest common denominator that if you're not using some of these services, whether it's the predictive capabilities for example, or some of the other analytics capabilities that are offered. So whether it's predict, whether it's Sage maker, et cetera, within AWS and other capabilities, these are really the new foundation and so many companies either no matter of size are actually leveraging these to build for a better experience. And one of the things we are looking at is how we can work with our clients to actually get them there as soon as possible and or use that again as the lowest common denominator and build their own differentiators bill bring to bear some of their experience throughout. Uh, I would say a years potentially decades been valuable experience products of services and actually turbocharge them for lack of a better word, >>mamma do large scale cloud transformation, innovation. This is a monumental challenge. How do you, but it's also a balancing act. How do you make sure that you are balancing the needs in adjacent areas like applications and onboarding and dev ops? How do you, >>so it's, it's really having that alignment and everyone understanding that this is a part of our corporate mission. We're trying to improve health care and reduce the cost, make it more affordable, improve people's lives. So all the teams that are leaders are coming together. Like you mentioned, we have a cloud tiger team and saying for my business unit or my application teams, these are the capabilities I need to support on AWS can do enterprise build up platform for me so I can focus on my business. So it's bringing people together, understanding where they are. Some application teams are more mature than others. Finding really ways to understand our internal customers. Also because we have many application teams and business divisions and having a process while working with, you can have application migration, we can help you migrate to the cloud, but that's not the goal. >>We want to help you understand the services you're using. It's enabling the application teams and providing them with a reference architecture or sometimes reference implementation team. We have a cloud enablement team for instance, where it's an internal consulting group where you go in and say, this is my application, helped me find the best way to move this application to cloud and the best way to improve it over time. So it's bringing everyone together and working closely with HR, the training teams, the vendor management teams, there's, it's almost everyone has to come together to scale this. If it's one team, it's easy to do it, but when you want to make it enterprise wide you have to really scale it and have the leaders aligned. Everyone contributing to it. It is all about alignment. >>It is. It is. It definitely is. Great. Yeah. Just wanted to comment earlier about the piece on security as well. Right, so we talked about, of course he talked about mama was talked about the service catalog, service introduction, so one of the things we do is as part of that alignment, getting everybody's thoughts in terms of how we see this working. Looking at that picture holistically, also looking at what is the, what is the consumer experience? Was the desired experience, is that how do we secure that? How do we make sure that it's frictionless and internally, how does that translate into all of the giving the developers freedom and having those guard but still having some guardrails in place as well as some comprehensive visibility and monitoring. There are about a good dozen services if not more, that provide different points of data metrics, alarms within AWS, but how do we do all of this at scale, at Anthem scale, and then back to the self service perspective. Not just enable security and as part of the organization to monitor, but how every part of the organization is accountable for ensuring security, be it an application team, be it part of the dev sec ops process, be at the networking teams, infrastructure teams, et cetera. So how is everybody informed and how do we bring that level of self service, not just from an application onboarding or migration perspective, but also from a security perspective. >>Yeah. Yeah. It's all about really enabling the application teams also because we can tell you you need to do these five things before you go to production, but if you don't know how to do them, you will not get to production. Instead of doing that, providing you some references, providing you have people you can talk to that can help you go through that. And everyone collaborating as let's help this application team get to production instead of we need to do these things before we approve you. Great. And they're from an alignment perspective. Again, we've gotten folks from cloud strategy, operating model and governance, architecture, um, operations, the actual network team, uh, in different parts of security. Yeah. Database of course, database, data, warehouses, et cetera. And then different parts of security, be it all the way from encryption, key management, the preventive side of things to more of the operational side as well. >>And how all of these folks come together with, if I may add some fantastic executive support on the end in front, um, across, across our board, um, to make things a reality. And I think it's been, we didn't, we didn't start with that model. We did that model out of necessity because when we started our cloud journey, we did have multiple teams taking care of their area. They did their job properly, but then there were some tickets waiting in queues. And it was when you look at the end to end process, it was slowing down the application teams. So we said, how do we help accelerate this stuff? Let's bring everyone together. Not, I did my work and I'm giving it to the next year, but let's collaborate and make sure we're doing the work as one team. >>Well, mama do. Sean, thank you so much. I've really fascinating conversation about re-imagining healthcare and how the cloud helps us do that. Thank you. Thank you so much for having us. Stay tuned for more of the cubes live coverage of the Accenture executive summit coming up in just a little bit.

>>live from Las Vegas. It's the Q covering AWS executive. Something brought to you by extension. >>Welcome back, everyone to the cubes. Live coverage of the ex Center Executive Summit here at AWS reinvent I'm your host, Rebecca Knight. I'm joined by Marum Best Aerobic. He is the managing director Global Cloud and Infrastructure Attic Center. Thank you so much for coming on the show again. We met last year. So you're a Cuba Lem. >>Yes, I am. >>So we're talking today about moving a $43 billion company to the Cloud X Century. This is X Center as its own as its own use cases. But Accenture has been engaged in a major move to the public Cloud moving a company of the size and heft of ex center. Must have been intimidating. How did you even sort of wrap your brain around the challenges? Walk? Walk us through this. >>So you know, the tough part about working at Accenture is you have 480,000 people that work for Accenture or at least 1/2 a 1,000,000 let's say, and those half a 1,000,000 people all think they can do the job better and differently than you do, right. So the first challenge is our own our own organization. But I would tell you I say that, you know, just in a joking way. They're very supportive. It was. We're telling our clients the cloud is the future. So when we told our organization we're going to the cloud, it was massive support. It was what's taking so long? Let's do this. And now, granted, this was over a little over four years ago when we started the journey. So the cloud providers in the world was very different. So today we run, you know, tens of thousands of workloads on Amazon. We run all kinds of the capability to do cloud native. We do platform service's. We consume so much cloud service that, in my opinion, we're never going back to a data center. Never. >>So what Ex center is really well known as a big advocate of the public cloud? First of all, why? Why the public club? Well, the public cloud is >>the future. I really think when you think about how especially somebody like Amazon, if you listen to Andy Jassy this morning, right, it's they are innovating at a scale and a pace that that's just truly exceptional, and it gives us opportunity to take those things and implement them to change the way we run our business. So the weak and implement a lot of these capabilities toe help enable our business and then through that, by enabling our business be a credential for not only ourselves but to our clients to say, Hey, we do this to ourselves and way can help you do it as well. >>We're walking the walk >>or totally walking the walk and we push very hard on that angle because for us, it's very important for me personally to say, you know, I started my career client service. So I know serving our clients is one of the key things for us in our business. So I want to be able to solve these things, these air hard things itself so we can solve them faster for our clients ourselves. It makes it easier for them on their journey, >>and you also understand the pain points and the challenges A CZ you said your employees, your workforce was very supportive of it, but that's not always the case. >>No, it's not. It's not in But I'll tell you, our own teams in the early days they struggled with this. To be honest, right? It was a It was a change because we were heavily, heavily virtualized. We were great at running our infrastructure. We were doing all those things. Those are the things you did back then. So then when we said the team's Hey, we're going to the cloud They said, Well, we're not so sure. Do we really think we're going to save money? And in the early days we said We're doing this because this is the right thing to do But in the end, we actually did save a lot of money going to the cloud because we learn toe work differently and I think that's one of the key messages I would convey back is you are not going to work in the cloud the same way you work in a data center. You are going to shut things off. When you don't use them, you're going to have an opportunity to optimize them. You will have an opportunity to spend new capabilities up sooner, used them for what you need and faster and then you know things you can't do in a data center. You can't spend up. You can't use Dynamo. You can't use lambda. You can't. You can't use these. Micro service is in the data center, but in a cloud you can. So now you leave yourself in a situation where you have so much capability you can turn on to enable In enterprise is just mind boggling and exciting and exciting. >>So the time table t make this transformation was ambitious, to say the least. How aggressive did you need to beating? This is a journey. You said you started a little over four years ago. >>Yeah, it took the entire program for us. Took us about three years. But the real aggressive part of the journey was we said, you know, we can't We're dabbling a little bit in it. So let's just say our starting point was around 9%. You know, one of the big things we said is, how do we get the 50% in one year? And it was like, Okay, how do we do that? So we put a program in place and we got the team organized, and we did, you know, kind of like what Andy Jesse was talking about today at the keynote. We set some top down goals. We said to the teams were going to do this. This is the future. We're not kidding. We're going to do it. We have full support and we work with the business. And we explain what it was what was going to be. And you know what? One of the first things we took the public cloud, like three months into this program, was accenture dot com. I mean, we literally three months into the program, took our market facing capability of what our clients look at. People look at to think about us. They moved into the public cloud. >>We've described as a very disciplined approach and also one that was led from the top brass. So how talk a little bit about how the transformation started? >>Yes. So the transformation was really I will tell you, in the early days it was a function of we're going to start to take thes workloads and move them to the cloud. How do you do that? We made a decision to say, Let's take this. Let's take it a data center approach perspective. We're going to shut down an actual data center one at a time. And that's how we do migrations now. A lot of clients think about it from a different perspective. From our point of view, it made the most sense of Shut down the data center and get out of that location because then you're not maintaining all these things twice the fastest you can do it. The better way to do it is to do that. So that's kind of how we approach that. We said all the workloads in the data center go now. We took on our North American workloads first because we didn't make it easy for ourselves, right, because that's where all of our production work clothes where it wasn't just the test environments. It wasn't just a, you know, development environment. It was the real deal, everything it takes to run and support Accenture And we said we're gonna move those first. And so from a transformation perspective, that was our key. And then the other one is we had this. We had this notion of cloud first and cloud only. So any new capability also, we said here on out the minute we started the program. We said no more data center. We are anything you need now is going to be provisioned in the cloud. >>And what about digitally native applications? Yes. So when you think >>about like, um, a clown native capability. So now you start to get into another. You're into cloud, You go. Oh, man, what else can I do? And then So our previous CEO announced to the world extension was no wonder going to do performance reviews. And we're like, Okay, this is great. What we gonna >>do >>about this? And we need it implemented in three or four months. So when our HR business team came to work with us, one of the things we said is, Hey, this >>is the >>time because at that point we were about six or seven months into the program of Cloud. We said, Well, you can't spend up of'em. You're gonna go into the cloud. So we built a capability to does performance achievement for 405 100,000 people globally that runs it with Lambda and Dynamo. And it's been there for a little over now, four years, believe it or not. >>Amazing. So we talk about other challenges that you face because I mean, the way you're describing it, It sounds as though it people were supportive and you had a lot of winds along the way. But of course, there there were. I'm sure there were some dark days to weigh, had some >>growing pains. I think you know, when you think about it a lot of times because a lot of work loads we did pick up. We did a lot of lifting shift. Um, and I hate that term because what we learned as we went is we could actually lift, configure and run for less. So I don't know if there's an industry term for I haven't coined one yet. If somebody here is one that they want to share with us, I'd love to hear it. But lift and shift itself is a bad. It's a misnomer because that's not how you do this right. You have to touch a little bit of something. But what happened is in the early days we weren't quite sure how to size these environments, so when we would pick them up and we would say, Well, let's let's let's kind of give it some more capability. Let's let's throw some more CPU at it. But what we learned very quickly was that costs a lot of money. And we started applying some tools that would love, help us see what the utilization needed to be. And then we learned very quickly that Oh, you know what this environment that used to exist in the data center? Well, that's >>kind of >>on a couple of generations ago. CPU a couple of generations ago, memory a couple of generations ago storage because all the stuff in the cloud is all newer, all new or CPU on your memory. So then very quickly it's not even a like for like it's a like for less. So we figured out very quickly that we can actually take a workload. Let's say they had eight CPU use and we can run in the cloud with two. And so, But it was. It was. It was growing pains through that process that we learned to say, How do we do it then? Frankly, I think a lot of times we talked about this with our clients who is how do you get the team along the way? Because it's it's and When we set the edict, the team realized they had to go do this stuff. But, you know, we thought we'd have a little bit of resistance. What we found instead was a team very eager to learn and very eager to be part of this program and part of this capability. Because they see it. They saw that it was this new stuff that we were doing. So a little bit of the early growing pains around who's gonna work on what? How do we How do we focus our training? You know, how do we get these teams to help us really drive some of this capability and as we started, enabled them or that helped us get momentum. And I think the other one is just when you start to get all these workloads and how do you actually manage this stuff? How do you manage this capability? And for us? You know, we spent a lot of time with our eccentric cloud platform friends because we needed a capability to said, How do I actually manage all this building? How do I discover all the capabilities that are out there? How do I track my compliance How do I make sure all these things are aligned to my security? Construct that in, You know, info SEC is asking us to drive. So we need to do all do all those things that we didn't have it perfect in the beginning and we learned along the way. >>So talk about some of the other benefits you've described cutting some costs. And you've also described this new mindset that so many of your employees have adopted a rials learning minds, a growth mindset, one of embracing innovation. What are some other of the benefits that you've seen? >>You know, the benefits that are to me today is just this art of the possible is just mind bogglingly so much more open to whatever you want to do. It's almost scary how much is out there. You actually have to kind of pull back a little bit and say, How do I apply some guardrails around us? And I think when I think about the other benefits are we have more capability now than ever to spin workloads up. I'll give an example, like on Amazon spot instances are one of the things that they offer. We spend up 700,000 spot instances a year to do work along the way. And it's unfathomable to even think about doing some of those things in the data center. So the flexibility that you get if you want to test the release sometimes some of these big systems you might have to bring in hardware to test that in the data center. But in the cloud I >>don't have >>to buy hardware. I could just spend up more excuse. So it's just the benefits of flexibility, the agility, the speed that not waiting on and also, I think, the other one that I think sometimes gets overlooked as Excuse me. Sometimes that gets overlooked as I don't have a capacity management team that's worried about the capacity in the data center. I don't have AH team managing the vendor. Providing the data center service is right. It's all these things. You start to turn off that you didn't know that you don't need in a cloud anymore because they're managing those things. So even even if you're some, I think some clients get lost and waiting too long to do this. But there's all these other costs around there that you're spending money on anyway, you may not realize is you think about this business case, so I think the benefits are just tremendously there. But you really have to look at it holistically. >>So this morning, on the main stage we heard Andy Jassy describes a dizzying number of new products and service is that eight of the U. S. Is coming out with How how are you thinking about those and integrating them into what you're doing at Accenture with this initiative? And what's the energy that you're taking away from? I mean, he's certainly a very dynamic leader. >>Well, the energy the energy is great at this event. Every single year, the amount of innovation that comes out, it's fantastic. I think one of the great things that came out today is this concept of we're gonna take the hyper visor. We're actually gonna move it into a chip set to help you give you more processing power on the computer. I think on the server is huge. That's a huge capability. Lets us think about how do we manage things differently? I think some of this, uh, you know, uh, capabilities run enterprise, search enterprise, search is very hard, very difficult, right? This ml capability that, you know, it's very appealing. What am I gonna do with that? How do I help my organization think about search differently? That's very appealing. And I think the other one that's you know, there are a lot of other ones around the ML and the Data Lake stuff and everything else, but I think some of these things that get overlooked sometimes the pure review with ML was awesome, right? It's like, How do I help? How do I help them? Has the machine helped me do a code peer review with my people? So those were just, you know, real quick things that come to mind. But it's just great to see all this innovation, and it becomes available so quickly, right? So you've got you have an opportunity to get into these things very fast. >>So as you look back on this journey, this transformation, what are you most proud of? And what are you most excited about in the future? I'm most >>proud of the bold bets. Not only that, we all individually took, but the team's I'm so proud of our team in taking the journey onto trusting us, tow working and pushing and learning themselves to really take this on and it's it's it's just this magical. It's like it's a compound ing thing that just infested everybody else writes. Everybody's been excited about the cloud and how do we do it? How do we do this stuff? I think you know. And then from a future perspective, I'm really interested in MAWR in As the capabilities evolve and they get announced, I think the benefit we have is as we're there. It's easy for us to see some of these things. I think the container landscape is going to be huge. All the kubernetes stack and everything else that's that's out there. We need to think about. How does that help me continue to evolve? The service's I provide either more custom cost, effectively arm or efficiently back to the business and turn on more capability faster and try stuff faster and turn it off faster. And that's the great part of the cloud, right? You get the try stuff, you get to play >>with it, >>and if you don't like it, you turn it off. You don't have to wait three years for this equipment toe. Appreciate you move on with life. And that, to me, is exciting because there's just so much innovation that's coming. There's so much opportunity for us to really just jump out there and, uh, have fun. >>Excellent old Merrin. Best aerobic. Thank you so much for coming on. The cubic pleasure talking to you too. I'm Rebecca. Night. Stay tuned for more of the cubes. Coverage of the ex center Executive Summit coming up tomorrow. We'll see you here right now. Early.

>>live from Las Vegas. It's the Q covering AWS executive. Something >>brought to you by extension. >>Welcome back, everyone to the cubes. Live coverage of the Ex Censure Executive Summit here in AWS. Reinvent I'm your host, Rebecca Knight. I'm joined by Tristan Moral Laur said. He is the managing director. North America Intelligence Cloud Infrastructure. Thank you so much for coming on the show. >>Thanks for having me, Rebecca. >>So I know that your primary focus is cloud management and optimization. Tell our viewers why. Why those air? Two critical things. >>They're two very important things. That cloud is wonderful. It's full of innovation. It's It involves all the time. It's wonderful for developers. They love to leverage this. There's broad implications for I T departments. I T departments are used to buy in Big, bold Guy T service is every three years they park it and then they renew that five years later. So from how do you constantly consume the clown an innovative way, and additionally, while the developers are enjoying the service is at the enterprise level, there's broad implications on the tools. The skill sets, the load that you're putting on the infrastructure on the network on the security. And so you really have to benefit of the clown to benefit of all the innovation. You have to take a step back and say, What does it mean to run in the clown and to manage and optimize it? And that's why we call it run different because you have to take it completely from the ground up and rethink it. >>Okay, so run different. Describe what this means. What? This what this is >>So we look at run different as five core pillars. First, you have to manage it, of course. And that doesn't go away because you put an application in the clown doesn't mean you don't manage it. So you have to manage it. The tools it, Sandra, you have to optimize it optimization if cloud is all about innovation. And every day in this morning, we heard all source of new innovations come out from quantum computing to contextualized. Aye, aye. Two new types of storage. You now have two on board this into your environment. How do you optimize it? The thirties? You have to consume it so you have to consume differently. It's completely changed. Procurement departments have to adapt to it, the security framework has to evolve. And finally, the governance across all of the cloud that you're consuming at the enterprise level has to change. And those five pillars are critical to what we mean by run different. >>So we're going to get into all of these in just a second. But I'm your premises that the old way of doing I t doesn't work anymore. So when you explain this this approach in this strategy of thinking in this new way, is there any pushback? I mean, so much of technology and new strategies and approaches is not necessarily the technology itself. It's the it's the change management. It's the people. So with the implication that your way is not gonna cut it anymore, it's wrong. How is it? How is it understood in the organization's? It's >>in many cases, not understood, because in many cases people look at the individual technology and how my using this individual technology. And this morning, as of this morning, a lot of clients we're looking at, how do I use these widgets? Better use? That's not the point. The point is, if I'm there, I am the belief of why I'm moving in the clown is not for one particular capability, but the belief that the kid buildings are going to get better over time, better operationally. So developers are going to get new features and, by the way, better financially, because if I'm using the right innovation financially, it gets better over time. So you're moving from very static environment applications that don't move to a very dynamic environment, and that is a complete shift in mindset. It's a shift in mindset for the developers, for the people managing applications for procurement departments who now have to buy something every day. And so the change management of the enterprise is very complex because, by the way, you can't completely over rotate. Just because you're moving A S a P application to the clown doesn't mean you don't manage it anymore. You still have to make sure that your piece system is operating properly. So that's what we mean by a multi mode operating model is across the spectrum. You still have to have the more traditional management, but you have to evolve it on an ongoing basis, and that is a complete shift. Your workforce has to change all the time this morning, Seo should have woken up and said, I'm gonna use ultra warm. I now need skills on that. I now need tools on that, and so that's a complete shift, which is very difficult for enterprise at a large scale to adapt to and embrace. But they have to. If they do not, they won't benefit from the clown. >>So let's let's go through these things. Let's start with Cloud Management Service is tell it. Tell us, Tell our viewers a little bit about that. So, clown >>management, The wonderful thing about the clown is you can automate it, and so you can now automate the resolution of incidents. Frankly, we don't care about incident management anymore. If something fails, we just spend something else up, and it resolves itself. So it's much more about how do you make sure that things are automated so that there's no human intervention from a When something goes really wrong and you need to do problem management, you now need different stead of skills. So instead of having the old network skill and storage skill and operating system skill, I need an AWS platform skill, somebody that can engineer the application from top to bottom, a full stack engineer on that platform. That's a completely different type of skill. Number one and number two has to evolve over time. So how are the engineers at any client or 90 department are going to learn about how to manage the new quantum computing that we heard about this morning or wavelength and enable five G's so those skills normally have to be different and platform enable. But they have to evolve over time and so managing the clown that it still requires skills and tools but that have to evolve and change over time. >>So, as you said, C I ose and CEOs air saying, Wow, I have a lot of work to do to make sure my work versus up to speed um, cloud optimization surfaces, yes, he said. So >>that, to me, is the fundamental shift. If management over time, hopefully if fully is automated and that function shrinks to almost zero, what now becomes his cloud is available to all the developers. The problem is, they're consuming it as much as they want, so you have to shift from fixing your problem to fixing the consumption um I'm making sure that I am I using the right type of service. So instead of having a e c two instance on it in a database, am I using RD s instead of R. D s? Am I using Lambda instead of Lambda? Am I using fargate? So am I using the right type of service for my application and for my business? And that is constant optimization to drive the right service. And when I'm consuming too much of my identifying that consumption event, um, very recent example. Ah, client of mine explained to me how at Christmas one of his developers left a key out in the open. Somebody used that key to spin up a bunch of aws instance to mine. Bitcoin. Now that's not a incident. The system's working fine as advertised, so it's not a incident. The rial idol term. It's an incident in the terms of its a consumption event that I have to catch and identify. That is the shift you have to manage the consumption in real time, not the incident in real time, and that's what optimization is all about. >>But but then there's another consumption element to it. too >>There is because procurement department's used to buy things on an annual basis. Sometimes if every five years, they would pain along with a bunch of hardware and leave it sitting in their data center. Now they're buying things every month. If you take X century, for example, every month we have 900 million lines of bills for our cloud providers like sell only processes. What, 64,000? You have toe have special tools. How do you reconcile this? How do you translate these bills back to the application owner so that they drive the right consumption? How'd you align it back to the business? All of those air new features of the procurement department that has to exist in the i T department to deal with a clown. >>So next is security. And this is, of course, on every ceos mind. Right now. How do you ensure security compliance clients, but also secure, Secure? >>So how is it secure and how do you ensure security compliance? Um, the great things about the clown new kid abilities have security embedded. Unfortunately, clients realize that they can't outsource security. That is always a responsibility. That's a board level responsibility the CEOs are accountable for. So how do you relate the security component that is in the cloud versus the security component that you're still responsible for us, the C. I O. And the default security features and configurations of the cloud service is may or may not be aligned to your own security policies. So as you using the cloud, you have to align their security to your your eye tea estates policies, and you have to monitor it in real time. So it becomes a monitoring of the security feature and how it's complimentary to your policies, as opposed to driving and insecurity individually for every widget it evolves over time. And as your developers consume, news service is you don't have control over that, but you have to monitor it so you can address any shortfalls as they as they calm and as you identify them. >>So the final element of this this approach is cloud governance. How do you define this? >>So cloud governance? What's what's fascinating and one of the big lesson learned from this morning actually is you are not going to go to AWS to be public club. You're going to AWS for the cloud. With outpost now being generally available, you may go to AWS for private or public and now, by the way, for quantum as well. So even if you have one primary cloud provider and let's say, state of us or or another, you have to manage multiple cloud platforms and you have to govern it across the platforms. Developers don't care where they're consuming it. They just want it available. And that governance across all the AWS clowns, in most cases multi clowns, is critical to get that total visibility of your entire estate. And so that's why that fifth pillar is critical in a foundation of all the others. >>So this is this is really interesting. Can you give us some examples of clients that you are already using this approach and and how it's having an impact on their businesses? >>So we're using this approach at all of our clients, so we fundamentally believe that is how you have to manage it. And it's no longer just a fixing the incidents. It truly is about automating and optimizing. I think the best example is Accenture. We've moved 95% of our estate in the cloud >>your own use case. >>We are. And I could name a lot of clients, but centuries our best example. Because we run the risk and being the cloud to completely over consume. And when we spend, you know hundreds of millions in the clown, you have to manage that very, very carefully. Are you using the related skit build these? Are you consuming it properly? And how are we dealing with the bills? In fact, this framework was built on the lessons learned from our clients. But really, from what we did internally to Accenture, >>So other than implementing run differently, stat, What is your best advice for organizations that are really looking to have a more organized and systematic approach to this? >>Yeah, I think clients will have to one every clients on a big clown journey. And I think what we're seeing is clients are accelerating their clown journey. They have to make a real decision. Run different is a framework which way advise client. Either they could do it themselves, and they have to adopt this this concept or they can use 1/3 party. Important concept is if you want to benefit from the cloud it evolves. If you are investing in your tools in your skill sets, we will absolutely support it and encourage it. But you have to understand that that is an ongoing investment. Every year you have to update your platform. Every year you have to update your skills. So some clients air fully committing to that our technology companies at the core and are making those investments. Other clients realize that that is something they would prefer to use 1/3 party for. And they come to a number providers, including ex center. >>Well, Tristan, thank you so much for coming on. The show are really interesting conversation. >>Thank you so much. Rebecca. >>I'm Rebecca. Night. Stay tuned for more of the cubes. Live coverage of the Accenture Executive Summit.

>>live from Las Vegas. It's the two covering AWS executive Something >>brought to you by Accenture >>everyone to the ex Center Executive Summit here in AWS. Reinvent I'm your host, Rebecca Knight. I'm joined by John. Match it. He is the managing director. Applied Intelligence, North America Attic Center Thank you so much for coming on the Q. So we're gonna have a fun conversation about a I today. We tend to think of a I as this futuristic Star Trek Jetsons kind of thing. But in fact, a i a. I is happening here and now >>it's all around us. I think it's intricate zoologist, sort of blood into the fabric girl of our lives without really even knowing about, I mean, just to get here, Let me lives took a new burst. There's a I in the route navigation. We may have listened to Spotify, and there's a I and the recommendation engine. And if you want to check the weather with Alexa, there's a lot of agents in the natural language processing, and none of that was really impossible 10 years ago. So without even trying, just wake up and I sort of like in your system in your blood. >>So as consumers, we deal with a I every day. But it's all but businesses are also using a I, and it's already having an impact. >>I think >>what is absolutely true it and really interesting is that information is just the new basis of competition. Like like you know, companies used to compete with physical objects and look better cars and blenders and stereos and, you know, thermometers. But today, you know, they're all like on a device, and so information is how they compete. And what's interesting to me about that for our clients is that if you have a good idea, you can probably do it. And so you're limited, really by your own imagination on. So I just as an example of like how things are playing out a lover classroom, the farmer space to make better drugs, and every every form of company I know of is using some sort of machine learning a I to create better pharmaceuticals, the big ones, but also the new entrance. One of the companies that we followed numerator really issued company. What they've been able to do is like in just just a massive amount of data like all day, like good data, bad bias on buying >>its ingesting, this kind of data the data is about. >>It's about like drug efficacy, human health, the human genome like like like doctors visits like all this diverse information. And historically, if you put all that data together just to have a way to actually examine it, there's no way that was too much. Humans can't deal with it, but but But machine learning can. And so what? We just all this date up and we let the robots decided sort of less meaningful. And what's happened is you can now deal with instead, just a very fraction that data, but all of it. And the result, like in pharmaceuticals. Is it wearable? Come with new HIV drugs in six months? It used to be years and millions of dollars, tens of millions of dollars. But now it's, you know, it's months, and so it's really changing the way humans live. And certainly the associated industries. They're producing the drugs. >>So it's as you said, I was already being used to reimagine medicine. So many of the high tech jobs openings today are not necessarily in technology there in pharmaceuticals and automotive's. And these and these involved artificial intelligence, their skills in artificial intelligence. What can you tell us about how a eyes having an impact? And that's what I think. >>This is a really good question. What is interesting is that industry she wouldn't think, or digital companies are now actually digital competitors. I'll give you two examples. One is a lot of clients make liquefied natural gas. Now that that is a mucky business. It's full of science, like geology and chemistry and chemical engineering, and they work with these like small refineries. But the questions like, how we gonna get better if you make you know Ellen G. And so what they do is they use a I, and the way they do that is likely have these small refineries. Each piece of equipment has a sensor on it, so there may be 5000 sensors, and each sensor has three or four like bots looking at it, and one might be looking at vibration heat and and what they're doing is they're making predictions. Millions of predictions every every day about you know whether quality is good. The machine's about to have a problem that safety is jeopardise something like that. And so So you've gone from a place where, you know, the best competitors were chemists to the best competitors are actually using machine learning to make the plants work better. You know, another entry. We see this really was brewing. You know, you don't think no one would think brewing is like a digital business like his beer? The Egyptians may be right, like so everyone knows how to do it. So But think about if you make beer like how you're gonna get better and again do what you do is you begin to touch customers more effectively with better digital marketing, you know? Hey, I tow target to understand who your best customers are, how to make offers to them, had a price head of both new product introduction, and even had a formulate new brands of beer that might appeal to different segments of society. So brewing, like they're all about, like ml in the eye. And they really are, like a digital competitive these days, which I think it's interesting, like no one would have thought about that, you know, is they were consuming beer on a Friday with their friends >>and craft brewing is so hot right now. I mean, it is one of those things. As you said, it is attracting new, different kinds of segments of customers. >>Right? And so the questions like if you are a craft brewer like, how do you go find the people that that you want? So what we're doing is we're way have new digital ways to go touch them very personalized offer like, if you like running, you know we can We can give you an offer like fun run followed by a brew. But we know who you are and what you like your friends like to do to get very specific A CZ we like examined the segments of society to do very personal marketing. It's actually fun, like, you know, it gives you things to go Dio we did one event where he looked at cos we we had a a beer tasting with barbecue teach you no instruction. So if you wanna learn how to cook barbecue and also do a beer tasting can get 20 people together and you have a social experience and you you buy more the product. But what's interesting is like, Well, how do you find those people? How do you reach them? How do you identify these of the right folks? That'll actually participate? And that's where a I comes into play. >>So this is fascinating, and you just you just described a number of different industries and companies beer, brewers, liquefied natural gas, pharmaceuticals that are using a I to transform themselves. What is your What do you recommend for the people out there watching and say, I want to do that? How could I get on >>board or what we advise Companies are clients to really get good at three things, and the first is just to do things differently. So you got to go into your core operations and figure out how you can extract more cash and more profit from your existing operations. And so that's like we talked about natural gas, right? Like you could produce it more profitably and effectively, but that's not enough. The next thing you do step to would be to actually grow your core business. Everyone wants to leave to the new right away, but but you're getting all your cash and your legacy businesses and so like like we saw in the brewing history. If you can find new customers, more profitable customers interact with them, create a better digital experience with them, then you'll grow both your top line in your bottom line. But for our from our perspective, the reason you do both of those things is cash. Then make investments into New Net new businesses on DSO. The last thing you do is to do different things, so find in adjacency and grow. And it's important to talk about the role of a I and that because that's the way you develop outcomes with speed, right? Like you're not gonna build a factory and we're gonna build a service or some sort of, you know, information centric offerings. And so what we like to do is talk about like the wise pivot from your old legacy businesses. We generate cash and you make selective investments in the new and how you regulate that is a really important question, because you're too fast and you start the Lexie businesses like to slow, and you're gonna be sort of left out of the new economy. So doing those three things correctly with the right sort of managing processes is what we advise our clients to focus on. >>So I see all of this from the business side. But do you because you're also a consumer? Do you ever see any sort of concerns about privacy and security in the sense of why does anyone need to know if I like to run or I like barbecue with my beer? I mean, how do you How do you sort of think about those things and and talk to clients about those issues >>too? Well, I think, you know, actually, for censure. Ah, large part of our focus is what we call just ethical a eye on. And so it's important to us to actually have offerings that we think that we're comfortable with that are legally comfortable, but also just societally are acceptable. And it's actually like there's a lot of focus in this area, right, how you do it. And there's actually a lot to learn. Like like what we see, for example, is there could be biased in the data which effects the actual algorithm. So a lot of times were the folks in the algorithm, you need to go back to the data and look at that. But it's something we spend a lot of time on. Its important us because we to our consumers and we care about our privacy. >>So when you talk about the wise pivot and the regulation, this is a This is a big question. There's a lot of bills on the table in Washington. It's certainly dominating our national conversation, how we think about regulating thes new emerging technologies that that present a lot of opportunities, but also a lot of risks. So how how are you, how you are you a tech center thinking about regulation and working with regulators on these issues >>way get involved with talking to the government. They seek independent counsel, so we participate when they're seeking guidance and we'll give our offer. So we're a voice at the table. But you know, what I would say is there's a lot of discussion about privacy and ask. But if you look at, like, at a national level, particularly government, I think there used to be more focused just on the parts that are incontrovertibly not problematic with privacy. So I gave you the example of working with liquefied natural gas. Okay, we need better, eh? I'd run our factories better. There's a lot of a I that goes into those kind of problems or supply chain planning. Like, how do I predict demand more effectively, or where should I put my plants? And A. I is the new way supply chain is done right? And so there's There's very few of the consumer centric problems I think, actually is. A society like 90% of the use cases are gonna be in areas where they don't actually influence for privacy and a lot of art. Our time is actually working on those kind of use cases just to make you know the operations of our organization's Maur more effective than more efficient. >>So we talked about the very beginning of this conversation about the companies that are disrupting old industries. Using a lot of these technologies, I mean, is this is a I A case where you need to be using this you need to be using >>you need to be using it. My view, my personal view is that there is going to be no basis of competition in the future, except for a digital. It just is going to be the case. And so all of our clients, you know, they're at some state of maturity and they're all asking the question like, How did I grow up? I don't get more profitable. Like certainly the street. Once more results on DSO if you want to move quickly in the new space, is you. You you you only have 11 choice. Really? And that that is to get really, really, really good at managing in harnessing digital technologies, inclusive of >>a I >>two to compete in a different way. And so I mean, we're seeing really interesting examples were like, you know, like, retailers are getting into health care, right? Like, you see this like you go into Wal Mart and they have our Walgreens. They have, like a doc in the box, right? So we're seeing. But lots of companies that are making physical things that then turn around and use the developing service and what they used to use their know how they take everything they know about, like like something you know about, like healthcare or how to like, you know, offer service is to customers and retail setting, but then they need to do something different. And now how do I get the data and the know how to then offer, like a new differentiated health service? And so to do that, you know, you have a lot. You have a lot of understanding about your customers, but you need to get all the data sources in place. You may need certain help desk. You know you need ways to aggregate it on, and so you probably need a new partnerships that don't have. You probably need toe manage skill sets that you don't have. You may need to get involved with open source communities. You may need to be involved with universities that where they do research, so you'll need a different kind of partnerships to move a speed then companies have probably used in the past. But when they put all those those eco systems together, onda new emphasis on the required skill sets, they can take their legacy knowledge that's probably physically oriented and then create a service that can create. They can monetize their experience with the new service. What what we find usually doesn't work is just a monetized data. If you have a lot of data, it's not usually worth that much. But if you take the data and you create a new service that people care about, then you can monetize your legacy information that that that's what a lot of our class they're trying to do, think they've very mature and now, like Where do you go? And where they go is something may be nearby to their existing business, but it's not. It's not the same legacy business of the path for years. >>I want to take a little deeper on something you brought up about the skills, and there's a real skills gap in Silicon Valley and in companies in this area. How are you working with companies to make sure that they are attracting the right talent pool and retaining those workers once they have? Um, >>well, so this is, I think, one of the most important questions because, like what? What happened with technology in the past? We would put in these like ear piece systems, and that was a big part of our business, like 15 years ago. And once you learned one of those things, that's a P or oracle or, you know, like whatever your skill set was good for 10 years, You probably you were good. You could just, like, go to the work. But today it just just go down to like the convention center. Look at this vast array of like like >>humanity, humanity >>and new technologies. I mean, half these companies didn't even exist, like, five years ago, right? And so you're still set today is probably only good for a year. So I think the first thing you've got to realise is that there's got to be a new focus on actually cultivating talent as a strategy. It's it's the way to compete like people is your product, if you wanna look at that way. But we're doing actually starting very, uh, where we can very early in the process, like much beyond a corporation. So we work with charter schools over kids, we get them into college, we work with universities, we do a lot of internship. So we're trying to start, like, really early on when you ask a question like, what would our recommendation to the government be were actually advising, like, get kids involved in I t. Like earlier and so so we can get that problem resolved but otherwise, once companies work. I think you know you need your own talent strategy. But part of that might be again, like an eco system play like maybe you don't want all of those people and you'd rather sort of borrow on. And so I think, I think figuring out what your eco system is because I think I think in the future like competition will be like my eco system versus your eco system. And that's that is the way I think it's gonna work. And so thinking in an eco system way is, is what most of our clients need to do. >>Well, it's like you said about the old ways of it was a good idea for a good product versus good ideas. And I just keep looking. Thank you so much, John, for coming on the Cuba Really fascinating conversation >>was my pleasure. Thank you so much. >>I'm Rebecca Knight. Stay tuned for more of the cubes. Live coverage of the Accenture Executive Summit coming up in just a little bit

>>live from Las Vegas. It's the Q covering AWS executive. Something brought to you by extension. >>Welcome back, everyone to the cubes. Live coverage of the ex Censure Executive Summit here in AWS. Reinvent I'm your host, Rebecca Knight. We have three guests for this segment. We have Fang Deng. She is the big data and an Advanced Analytics program. Lead analytic Seo hee at Novartis. Thank you so much for coming on the show. Thank you. We have low eq zero. He is Novartis head of Analytic Seo Hee. Thanks so much. Look, and Vika sinned. Wan Hee hee is applied intelligence delivery lead at Accenture. Thank you so much. Thank you. So I want to start with you. Look, no. Novartis, of course, is a household name. It's one of the largest pharmaceutical companies in the world. But that left you to just walk our viewers a little bit through your business and sort of the pain points you were looking to solve with this journey Thio to the cloud >>you think you ever care? So I think if I if we look at the company, I think Wayne realized that it is more and more difficult to bring new trucks to market, so it takes about 12 years and on $1.2 billion to find a new trick. So at the same time, we see that there's more and more patient that need access to medicines. So in the last two years, I think we tried toe clear the new strategy where we're trying to re imagine medicine for user's data and technology. So in 2018 we've recruited a new studio that's came and I tried to build a digital ambition which is around fabulous, which is the innovation, the operation and the engagement on the innovation. What we're trying to do is to find new compound, will application off existing compounds into our business, make sure that I think patients can get access to drugs much faster and earlier on in the operation. We are trying to optimize the backbone off day to day processes, beat in the manufacturing or in the supply chain, or in the commercialization to ensure that the patient also get access to that much faster in the engagement. We're trying to healthy a cheapie and the players and then the and the patients to better understand the tracks reproduce as well as on the medication they need to have to receive treatment. So if you look at these three pillars, the cloud strategy is an essential portion of it. Because in all of its processes we have a lot of data and full cloud. I think we can make use off his data to help to innovate, open, right and engage. >>So as you as you said, it's really about reimagining medicine. I mean, from the drug discovery process to how it's helping patients live, live longer, healthier lives. Thanks. So talk about the vision for the Formula One platform. >>Yeah, aside, like a mission before we trying to re imagine our products for the patient. And we're trying to use more the more data history data and also the public data try to support our products. And the Formula One is our future enterprise data and the next perform for our new artists. So our objective is trying to love you all the new technology and also trying to consolidate over data in our Macleod and build up this platform for the whole notice Users support our business, do better products full patient. >>So when it comes to these these new new platforms, new technologies that are being introduced. We know that oftentimes the technology is the easy part. Or at least the more straightforward part I should say. But it's it's sort of getting people on board the change management. What are some of the challenges that you that you know of artists faced in terms of of the culture and the skills for your for your workforce? >>So if you look at that, the are in disgrace, very traditionally nature. And when we embarking the details confirmation, I think the first thing we had to change the culture of the company. So when you when you listen to our CEO, I think you tried to promote this invoice culture where all of us are Syrian leaders. And then we walk, you know, as a thing as an organization where we try to help each other and more and more collaborate when it comes to digital transformation. When we started this having this period, we've realised actually that workforce was not trained, so the first few things that we did disease is a tight wire new workforce, but also try to actually identify the advocate ambassadors. I could go and then go into residual confirmation early on to be able to help and to guide the office to get for that. So it's actually it's totally immaterial, Johnny. And then we are now in the second year and we've seen already a tremendous four guys, right? >>Can you describe some of the changes that you've seen him? I mean, I'm really interested in what you talk about. The ambassador's, the people who are going to spread the good word. What are what are some of the changes that you've seen in your workforce? Yeah, we can mention >>that. It's like you mentioned before. Um, like, talking about regarding overall catch a bus back to tried to leverage a new attack. Knowledge like the delivery perspective. We trying to do more automation, and the May 1 side is trying to get more efficiency and also another side. Try to ensure the intern responsibility for one product to be produced and also at the same time, let me through more automation to think about this secret inside the compound inside. Help us a lot of in pulling that part also, because >>maybe I can compliment that so I think if you look at it when the initial studying part of our journey, I think that a lot of people were reluctant to go and then tie to work on a cloud and to work with digital technology. So we found few projects where we felt there's a good ready for money. And as we can deliver fast in fact, Andi to things like, I don't get reviewed t piece every. Make sure that when we went, our field falls, go then and talk to the hippies. They know what to talk about an orphan, and then which format. We also look at that we can reduce costs internally and for the food, different projects and then on product that we've established, we build credibility within the organization that helped to disseminate the cultural transformation. >>So once others air seeing, seeing the benefits that that captured, they're more likely to to feel good about the cloud work. >>Yeah, that's that's the true and also notes of the news. Things like our teams, they are interesting about that. You see more and more people talking about our driveway and also talk about the UAV's and how can we improve the did he re efficiency and the same time is come back to say that teams think about how to make themselves to be a product owner and the product the way of the great. Let's the glistening for the whole team >>because I want to bring you in here a little bit. So talk to me about how ex Center is helping Novartis, particularly in in this eight of us. Caught initiative. >>Six incher is a leader in business and technical i t transformation programmes. So what we're bringing on the table is in the expertise with not only the technology and the AWS elements, but also the business and technical transformation expertise that have we have over the years in the firm. On additionally, I think you know, it's not only about technology change. As you mentioned, it's all a lot of change and operating model and and also kind of working with a very blended team. Across that expertise and experience is what you bring to the table >>a blended team, culturally, regionally, actually, all of it >>one of that belief. I mean, just to give an example. We are working across steams in roughly about six geography ese from various cultures. Where's countries? And it's it's, ah, various time zones, which makes it quite challenging to make it all work together. So you started the journey. I hope you succeed in it. And, uh, you know, it's working well, so far, >>so Cloud is is really a megatrend right now. What are the differences that you're seeing across Regions, countries, industries? >>So I think it's this many answers many parts of the answer to the question. So I think if I talk about, um, industries So you know, initially when clouds started, we had seen a major up take off the cloud technology and the company that manufactured the clown technology and telecommunications, and you know where the older infrastructure and technology aspects were, Whereas companies like health care and media and metals and mining, We're kind of behind the curve in adoption rates because off their respective, you know, concerns around compliance and security of data. But I think that trends is slowly shifting. US. Companies are becoming more open. I think I've seen how the public cloud has matured. The security models, you know, are speaking for themselves. People can understand the benefits from moving to the cloud in terms off, you know, cost rationalization from producing maintenance costs, focusing their proteins on things that they were not able to divert their attention on. >>The fact we had, I think I will say for me and then where I've seen a Novartis if it is access to innovation. So I think loud offering brings a lot off innovation at happy face. That's one hand and also access to extend our collaboration. So when you're in, you know, inside focus I think the relatives from over there wants to walk and collaborate with you. But when you work on the cloud, everybody goes on the cloud. So that's really a stream manifested ate a collaboration with Nextel Partners. >>So how is that changing the culture of Novartis itself? In terms of there, there are more opportunities to collaborate. And it also is maybe changing the kinds of workers you attract because it is is people who want to be doing that in their day to day. >>Well, if you look at it, um, in the past, I think we used to have our own workforce, and then we tried to do a lot of things with our own workers, but I think he's in the on Monte. Workers are full of us, so we have more and more partnerships being announced, and this publishing, I mean used actually to help the company to in revenge himself. So that's actually on one hand on the other side. As you said, I think that to attract with talents I think you need. You also need to have a different future. But you need also to be able to give them the flexibility to work and do the things they like, and we're in a context and a framework. >>One of the things that we hear about so much at the's technology conference is this buzzword of digital transformation and of artisans obviously embarking on its own digital transformation as well as his journey to the cloud. There happen. They're powering each other, they're accelerating each other. How would you describe what is happening to the industry and to know Vargas with it within this, the pharmaceutical industry? >>Yeah, I think, based on our knowledge, to send the why this may be the first. The company can't be trying to build this kind of enterprise level data and also an Alex platform, and based on that, we will be able to counseling date off the history potato intended date on public date, huh? And the Human Industry Day. Then they tried to help us to produce the better products for the patient the same time it gave also the team a chance as you mentioned before, and the look at former more opportunities and the China to leverage in your technology particles of Kayla. >>It's also changed the way that we work every day. So if you look at it now, um, we won't be virtual assistant. We I think we use machine learning elements politics to be able to talkto you are a cheap piece. We actually monitor clickers, Kyle real time having using common centers. So every single day, I think the use off, digital at work and atom in the physical man thinks. And I think we have seen that the adoptions has increased since we have I ever to launch successful products. And I think >>one of the things which, which I really like about working in the bodies, is also I think there's there's an ambition to drive business value quickly. So you know you take a very agile use case, best approach on things rather than having to wait for very long years of time. Plus, the company kind of encourages a culture which is based on mutual cooperation and sharing knowledge, which is great >>because Novartis is really on the vanguard of companies in terms of how much it's embraced, the cloud and how much it's using it. What do you think? Other companies, pharmaceutical companies, but maybe even in other industries as well could learn from the nerve artists example. >>I think one thing people really shy about is, you know, when they moved to the cloud is the security aspect. I think what people probably had failed to realize in the past that there's been so much developments on security in the public cloud, which has bean key focus areas, something nobody's has taken the challenge and has understood that very well. And I think companies can learn from all the different aspects of security that you know were built into our entire transformation work, starting from ingesting data, the user management to access and all of that thing, so that's kind of one thing. Similarly, compliance related aspects as well, you know, So we've g x p compliance is at the core off how we're building our solution. So I think on dhe, if you understand how we built the rules around compliance. But in architecture, I think couples can learn from that a swell and build that is integral part off your not only technology solution, but the process that goes along with it. >>We started our conversation talking about Novartis and its quest to reimagine medicine. How How do you think that your industry is gonna look 5 10 years from now? I mean, the drug discovery process is slow on purpose. I mean, we need to think of patient health and safety for most. But how do you think it really could change the course of how we treat people? >>If if you look at it is more and more treatment required that actually I used and required data as a service or are being actually process for data. So when I am, when we look at the things the way that the industry is changing, I think the times to develop drugs, yes, takes longer. But I think for your use off the data that you have. I think you can try to reduce I cycle. So one of the objective is to reduce the cycle by one firm. Between that, we could bring the day. Is a new director market in eight years, rescues 12 years Today. The other thing is that way for user's data. You can monitor them patient, and you can recommend it the treatment of 80% off foundation. They don't go in and finish her treatment. So I think if we can show the audience to treatment, then there's a lower risk off the admissions to the season and sickness that they have. >>So it's not even not not just Novartis seeing the value of the date. It's the patients themselves, efficiency >>and the d. A r C as well, right? Because I think if you're if the situation is not six and I think the insurance doesn't have to pay. So I think all the value chances is being comes from >>well, sang Loic, because thank you so much for coming on the Cube. It was a really fascinating segment. Thank you. I'm Rebecca night. Stay tuned for more of the cubes. Live coverage of the Ex Center Executive Summit coming up in just a little bit

>> Announcer: Live from Las Vegas, it's theCUBE! Covering AWS Executive Summit. Brought to you by Accenture. >> Everyone to theCUBE's live coverage of the Accenture Executive Summit here at the Venetian part of the AWS re:Invent show, I'm your host, Rebecca Knight. We're joined by Adam Burden, he is the chief software engineer at Accenture, thank you so much for coming back on theCUBE, Adam. >> It's great to be here again, Rebecca, thanks a lot for inviting me. >> So I want to talk to you about some research that you conducted about the future, about future systems. We're going to get into what future systems are in a little bit, but I first want to hear about this research itself, what was the genesis of it, what were you trying to understand? >> It was really interesting. First of all, we actually followed the scientific method for this, starting with a real hypothesis, and then conducted a really big research study to find out, was that hypothesis true? And what we were trying to understand is, we see this thing called an innovation achievement gap at many of our clients, where they're investing heavily in new disruptive technologies, but they're not seeing the benefit out of it that they expect, and others, their peers often are. And why is that? And we thought that was really important to understand for our clients who are trying to compete in the digital era. >> So you had this hypothesis, so what did you go in thinking? >> First of all, we went in and we said, we believe that there's a number of barriers out there that people have to really preventing them from embracing and adapting in the digital age in the right way. A lot of it has to do with what I call the inertia of legacy, or the handicap of legacy. So the things that, the way that they used to build systems, like the methods can be a really serious drawback, like if they're using waterfall techniques. Maybe their legacy systems, for example, that they are not really open, they don't provide the ability to interface with them properly. Another great example of the challenges of legacy systems can really be that they're built in a more monolithic nature, and because they're built in that fashion, it's really hard to maintain them in an Agile way, with lots of different teams working on components, because they need them all to be assembled together at once. So it forces you into this release schedule which can be months long or even years long to do things, and that type of speed, that just doesn't work in the digital age, so it's holding them back, and that's some of the diagnostic that we went into this research study with, saying these are the challenges that are out there. >> So before we get talking about the results, I want you to just define for us what these future systems are. >> Great, and this is where we really were trying to say that we think it's time for a hard reset around a lot of the way that business systems and applications are built today. And the reason that we believe that is that, companies who are very large enterprises that really should be dominating in their industry, that there are so many examples of where small startups have come in and disrupted them, things that you think should never have happened. So the democratization of technology, the introduction of cloud, et cetera, the capabilities that AWS is talking to us here at this conference about, that's what's enabling them to do it. But enterprises have so many advantages, the wealth of data that they've got, the enormous investment capacity in others, how is that possible? And we really believe a lot of it comes down to the way that they're using, and the way they're embracing these future systems. And there's three characteristics of these things that we look at, first we say that they're boundaryless, and they really break down the traditional stack of IT, so that it's more open and it's able to connect with services outside of their enterprise, and they embrace the way that that works, so the traditional layers of application and data, and compute and storage, those are really going away, and everything's becoming code and much more components. Another one is adaptable, I'm a really big believer in this space, because I've seen so many things come in, that just makes you really kind of rethink the way that you may have built some things in the past, so that might be like blockchain, or it could be DevOps or other things, and are there ways to build systems that are much more flexible and evolutionary in nature, so they don't have to be completely disrupted and changed, in order to embrace some new technology, so adaptable is another one. And the third one is radically human, this is my favorite one, I think if I had one, it's about building systems for people, rather than building the people around the technology that you're using, in fact I'll give you an example, that keyboard right in front of you today, that keyboard, you know when that keyboard was designed? >> Rebecca: Oh my god, when? >> 1887, or 1880s, about. And basically, that keyboard was designed to slow you down, to keep you from typing too fast. And that was because people were typesetting newspapers, and they were crossing the little bars in their typewriter. Yet, today, what's the date today, 2019, we're still using that, right? Isn't it time for us to have more of a radically human approach to technology, and instead of having people design themselves around how technology works, having the technology best designed for them, so taking better advantage of artificial intelligence, maybe making AI the new UI, those types of things are really going to change it, and we think that future systems will exhibit this key characteristic of radically human in the way that they're built and organized. >> Okay, so I like it. Adaptable, and boundaryless, and radically human. What did you find, so how did you go about this survey, and then what did you find? >> Okay, so first, this was the single biggest survey of enterprise systems that Accenture's ever conducted. And we surveyed more than 8300 companies, c-level, across 20 industries and 20 different geographies. And the survey was looking at more than 100 data points from each one of them, as well as other demographic data, we collected 1.6 million pieces of data about this. We ran machine learning on the data to find patterns that surprised us, we looked at the data in terms of our hypothesis to say, what is it about these future systems, are there some companies that are starting to do things like this boundaryless, adaptable, and radically human space that we could learn something from? And we found some really interesting things. So when I dug into the data, maybe the biggest headline out of it was, the companies that have begun to adapt or to use these future systems type of approaches for things, we'll call them the top 10% of this group. Their revenues are growing at twice the speed of anyone else in their peer group. So think about that, if their revenues are growing faster, and everything else about their peers is the same, they're competitors, they're in the same geography, even the same industry, but the revenues of this group is changing faster, isn't that great evidence that adapting these characteristics of future systems is super important to the business performance that you've got there? It's a huge difference. >> Right, so that's compelling me, so what are they doing differently, what is this 10% of companies, how are they leading the pack? >> Yeah, so it boils down to a couple of key things that they're really doing differently, and I'll start by saying that they look at, instead of just looking at things as applications, they look at them more as systems of interconnected solutions, and they are treating components in a way that allows them to reassemble things in different and unique ways much faster than others can do. Sometimes they're using API solutions, a lot of times they're using outside functions outside of their enterprise to do that, and it's giving them remarkable flexibility. Another thing is the methods, the way that they build systems and what they're embracing, but it goes beyond just using Agile, it's almost like a different culture altogether. I think about some clients that I visited that really are getting this right, and the way that they look at failure, for example, is success, and the conservative nature of a lot of enterprises as it pertains to technology, to carefully study it before they invest, before they move forward, it's holding them back, and maybe that paid dividends for a long time when things were done in a much more waterfall nature, but in the digital age, you can't afford to take that kind of time to embrace or to try and leverage new technologies. I think another one that really stands out for me too, is the breadth of disruptive technologies that they tried, and so it wasn't just that they experimented with everything that worked, they've experimented with a lot of things that maybe haven't produced the kind of results or outcomes that conventional wisdom said that they were going to. Augmented reality is a good example, right, I think it's taken time for augmented reality to really start producing value in the enterprise, but it's been around for a while now. We found that the leaders had all experimented with augmented reality, it didn't necessarily mean that they'd adopted it and begun to use it, but that was actually something that separated them from the laggards, what a surprise, right? Because you had thought, "Okay, well maybe the leaders "are just smarter, they only choose the things "that are really going to make a difference." But it's the fact that they were trying lots of different things, and they weren't afraid to experiment, that really made a difference for them. >> And not afraid to fail, too, as you said. >> Or maybe shelve it and say, "Not quite ready yet. "Maybe in a few years we'll get there." So I thought that was fascinating, and it really helped us sort of confirm that there are definitely things different that these leaders are doing than laggards, and it goes beyond just their adoption of future systems, it's the way that they were building them too, and the culture that they've embraced as a result. >> So we had a dizzying number of announcements on the main stage this morning from Andy Jassy, so many different mainframe legacy migrations, so many different areas that AWS is moving into, and starting new services, how does what you heard today from Andy Jassy translate to the research that you're doing? >> Well it's actually great, and I think it's a great microcosm of what is truly different about these leaders, and laggards. All of them, in some ways, have said, "We're adopting cloud." Okay, great, everybody's doing cloud, all 8300 companies, I can't think of one that said they were doing nothing with cloud. They were doing something with SaaS, or maybe they've got public cloud or others. But here's the difference, here's the difference. When the leaders do cloud, they think about it differently. The laggards look at cloud as a cheaper data center. They say "Okay, we can just move our compute and storage "into cloud, great, awesome." The leaders look at cloud as an innovation catalyst, they're taking advantage of the cloud native services, the things Andy was talking about today, fraud detect, private VPNs, all of the things that he was introducing and describing today, they can't wait to get their hands on that capability. And it's more than that, though, because you could do this on-premise, but it's too expensive, and it takes too long to do that. When you've got a cloud service provider that's making things like Rekognition or SageMaker available at your fingertips, to do amazing things with artificial intelligence, that is what an innovation catalyst is all about, and the leaders are taking advantage of that at every turn, and that's why, that's why they can do things so fast. >> So for the 90% that are not in this leading category, it sounds as though it will require a real change in mindset. Are there any other, what's your advice to help these laggards improve? >> Yeah, so I would say it really boils down to two things, I would give them, if you're in that laggard category, first of all, you can definitely move out of it, and the other thing is, is that you're in strange company. There's digital natives, like the most successful born-in-the-cloud kind of companies, that have this problem too, so it's kind of surprising, right, that you wouldn't expect that, but that's definitely the case, and we see lots of examples of that. The good news is, though, is that you can move from A to B, and I would say it starts with doing two things. The first is, is embracing more fast and flexible technologies, so the things that I really like to see companies embrace, or the things that we observed in this research that they're doing is, looking at Agile at scale, embracing product-based operating models, doing things that allow them, like DevOps, to increase automation and the way that they're building and deploying systems, that type of change is a significant adjustment to the way that you think about technology, and how quickly it can be deployed for use, and if you look at the difference between these digital born-in-the-cloud, digital companies that are the succeeding companies in this space, that's the way that they do it, and they really, it is really kind of part of the secret sauce, so that's one thing, embracing these solutions that make them fast and flexible. And the other one gets back to what I was describing earlier about cloud, recognize that cloud is an innovation catalyst. It is not going to be successful for you to think about cloud as just a cheaper data center. It might very well be lower cost for you to do that, but if you're not taking advantage of the cloud native services, whether that's AWS databases like Aurora, it's the new features that they introduced around the low latency application development, those are the things that will really allow you to do stuff much faster than you could've ever imagined on-premise, so I'd start there, if I was a company that's one of those laggards, and then I'd look at, what is my blueprint for future systems, and how do I embrace those characteristics of boundaryless, adaptable, and radically human. >> Cloud as an innovation engine, I love it. Adam, thank you so much for coming back on theCUBE, it was a pleasure. >> It's great to be here, Rebecca, thank you again for inviting me. >> I'm Rebecca Knight, stay tuned for more of theCUBE's live coverage from the Accenture Executive Summit. (techno music)

>>Bach from Las Vegas. It's the cube covering AWS executive summit brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executive summit here at the Venetian in Las Vegas. We are part of AWS reinvent. I'm your host, Rebecca Knight. We are joined by two guests for this segment. We have Prisaad Sanker and he is a senior managing director global ICI lead. Thank you so much for coming on the show. Personal and Larry soccer, global managing director ICI offerings. Thank you so much for coming on Larry. So present to minister with you this week marks the one year anniversary of intelligent cloud infrastructure, a group that you lead at Accenture. Tell us a little bit more about, about, first of all why this group was formed and the journey you've had this year, the highest, the highs and lows. >>Sure, sure. So first, first of all, thank you for having us. Um, so as you mentioned, December 1st will be one year of having formed this group. And the reason we did that was because all of our clients are going through a journey of digital transformation. And it's very important for us to be able to support that journey. So there are different elements that we have to bring together around cloud as well as infrastructure. So we brought together this group, which was actually in different parts of Accenture as one particular group, and we call it intelligent cloud. And infrastructure consists of 30,000 people pretty much in every part of the world supporting all different industries. And this is a way for us to bring together not just cloud computing, but also areas like networking, workplace, digital, other digital businesses that we need to be able to support in order to be able to help our clients through their journey of transformation. >>So this, this group was formed at a time of tremendous change and upheaval and the landscape. Talk to us a little bit about, we hear so much about digital transformation, our company's ready. What's the, let us into the client mindset. >>Yeah. So what happens is, you know, different industries obviously are progressing at different speeds. All of our clients are always worried about being disrupted within their industries, either by an existing competitor all by a completely new competitor that doesn't exist. You know, all the stories about, you know, the big companies that existed and almost vanished overnight. So that's something that keeps CEOs and CIO is awake at night just worrying about that. And so digital transformation is very important for them to be relevant to their client. It's all about bringing new products to their clients and also the speed with which they can actually do that. It's no longer enough to be a fast follower. You have to be an innovator. And cloud is the way that this innovation will happen for our clients. And so it's very important for us to be able to bring our group together. We are able to support that journey for our clients. Leary >>want to bring you into this conversation a little bit. It'd be what will be required for enterprises to make this big transition. I mean, he was talking about how you need to be an innovator. You can't just be a fast follower. >> Well, I mean a lot of times I look at it just given the size, the scale of most of our clients who are really up market, most of them don't have the option to just do a rip and replace and just reinvent themselves completely. So it really is how do I very rapidly modernize and transform my business to take advantage of it? And it really needs to start with your application landscape and end data. So how do I start to look at all the possibilities of the AWS is and start to re-imagine, reinvent Duke, use cloud native technologies. Also a significant amount of their estates are already running in legacy environments. >>We get the mainframe or other environments. How do you digitally decouple those so that you can extract value out of that? And ultimately those decisions of apps and data that are going to drive cloud deployments and architectures and data gravity really becomes the key decision factor to decide where do I place this day? And it was a great example today if you saw Jesse's keynote, he announced Achla where they're actually starting to look at how do I move compute and the processing closer to the actual datasets. So actually inverting the problem and moving closer to the data. And then we see that trend starting to proliferate on the other part of the keynote that was very interesting was the five G announcement. And first you heard about AWS pushing into local zones where they were getting much distributing it out closer to them, reduce latency and really starting to push out. >>So ultimately we seen the whole landscape being transformed by data, these new application architectures and where that data resides and out to traditional world that we've known of hybrid with public and private is really transforming with the Amazon outputs, with the BMCs and stuff like that into much more one about shared and dedicated infrastructure. Then the big, the next real big thing that starts to happen then is this whole explosion of IOT. So as price performance goes down with Moore's law, we can start to see a lot more cost effective IOT solutions. And all of a sudden a world that was very centralized, you know, running up in the, in the world of the Amazons had the public cloud is not going to be much more distributed to a lot more of that compute over time gets moved out there. So we've seen a very rapidly evolving landscape. Apps and data are ultimately driving our cloud clients cloud and infrastructure investments. And they're really just trying to figure out how they can rapidly transform their environments to take advantage of this new landscape. >> So both of you are describing this exceedingly complex environment that is changing dizzying speed. I mean, just even this morning, but the Andy Jassy on stage for three hours with all of the new products and services that AWS has coming out with. What is AWS? What is ICI and Accenture doing to help clients navigate this, this, this, this landscape? Prisaad you know, our >>team is, it's not just enough for infrastructure and cloud to be a horizontal function as it used to be. We feel that, you know, one of the things that Accenture really brings to the table is our industry differentiation. Spent a lot of time analyzing the industries that our clients are in. So we've actually changed the team of ICI to be three different things. The first is to be industry led, so it's no longer good enough to be a horizontal function. We have to understand the needs of each industry and really look at how cloud and infrastructure will support that industry. The second is all about intelligence. And Larry just talked about the proliferation of data, but it's also bringing artificial intelligence, making networks much more smart, you know, really infusing intelligence into everything we do. And the third is the concept of being invisible because our clients are expecting infrastructure to just be there all the time. >>They don't really have to understand how it works, but it has to be there. It's just like going to into room and turning on a switch and you expect electricity to be there. So infrastructure has to be very much like, because it has to be ubiquitous, it has to be just available all the time. So those are the things that we are trying to bring to our clients to make it very specific for and very industry specific for for our clients. And this goes into areas like cloud computing. It goes into 5g edge is going to be a big part of what is going to happen in various industries. And as Larry talked about, IOT devices are going to be just proliferating. It's going to be billions of IOT devices. There's trillions of dollars being spent. In fact, I think the spend on IOT is probably bigger than any other area that I have seen probably in my working lifetime. So it's going to be an exciting time to come for us. >>I mean, we tend to think about artificial intelligence as this futuristic Jetsons kind of thing, but really it's, it's here. And now, Larry, can you talk a little bit about how companies are using AI and having an impact already on their businesses? I mean obviously you see a lot of AI being used for different use cases. We saw some great examples today in Jesse's keynote and we're seeing a use for video analytics for example. And AI to try to figure out predictive maintenance type activity. So there's obviously a lot of business use cases. I think what's interesting from our perspective as well is a lot of the operational use cases. So if you take a look at it with all these new innovations, the rapid pace of change that we're seeing with cloud infrastructure, that application landscape, we've started to rely pretty heavily first on analytics to how do we, how do we figure out what's going on, how do we operate efficiently, how do we make sure we don't put the businesses grist, you know, really pivoting from reactive to proactive and predictive operations. >>We've obviously automated everything as much as we can. I've see AI actually playing a very interesting role in how we optimize these environments over time. So as you get a much more complex environment, much more dynamic, and with containers, Coobernetti's, serverless compute dynamic networks that Prisaad was talking about with software defined networking, AI is going to be the only way we can tune and optimize that over time. So you've obviously got all the business use cases that we see in healthcare that we see in mining, predictive operations and stuff like that. But how we actually use AI internally is going to be critical to how we actually be able to manage cloud and infrastructure and really optimize it over time. >>W what is the client? What's, what's on your minds of your customers right now? We know that only 20% of companies out there have really adopted the cloud. Two thirds have really yet to capture the benefits of the cloud. What are you hearing from them? What are they saying to you? What are their pain points? >>So I think, you know, all of our clients realize that ultimately the cloud is going to be where they will be at. You know, data centers are existing today, but at some point, you know, everybody's going to move to the cloud. Most of our clients have taken the easier workloads and you know, the easy part has already been done. That's the first 20% but 80% of the work still remains. And that's the more complicated work that has to come. So they're looking to us to give them the right solutions. And then there's a variety of other factors to be considered. For example, they have to look at security issues. They have to understand that, you know, there are data privacy aspects to be considered. So really it's a question of matching the right private and public options. And as Larry also mentioned, probably only 30 40% of the data will actually sit in the central cloud. Most of the other data is actually gonna move out to the edge with IOT devices and so on. So data gravity, where does your dataset, where does your compute sit? And Andy talked about it as well today in his keynote address. These are all things that are going to keep evolving and I think that's going to really change the landscape. >>I think they, I think they all see the power of cloud. I mean, which in my mind it's really around the innovation cycles. You know, what you look at the pace that they're innovating with with RDS and Redshift. So they all see that power. I think the biggest thing, they struggle with our skills. And culture because how do you upskill, retrain the organization, everything from the new technologies, how to architect in the new world where it's very ephemeral, dynamic, a serverless world. How do you start to adopt those technologies? How do you operationalize it? How do you go beyond just agile and really do true dev sec ops where you're integrating security and operations built in from the ground floor. And a lot of times he's a cultural change is one of the things we see in cloud and infrastructure operations for example, is how do you take develop operators who used to be eyes on glass, looking at console's turn them into developers where they, you know, they're writing the next analytic algorithms to get to predictive there they're automating automation scripts to improve operations and ultimately tuning the AI engines that optimize it. >>And I think that skills and culture barrier is probably the hardest thing for them to overcome. And how do you just, you can't just go to the cloud, you've got to behave differently. It really have to transform how you use it, how you operate and really transform the organization and culture. >>So these change management challenges, where do you even start? Because as you said, the adopting the technology is almost the easy part, or at least the most straightforward, but really getting everyone on board and really changing people's mindsets and mentalities and dispositions and the way that they collaborate with each other and collaborate cross-functionally. So what have you learned within ICI to, to help companies? And what's your advice? >>I think, I think there are three aspects that you have to get right. In fact, I was talking to one of the CEOs of a very large client of ours, and I think you have to get three things right and you've got to get them aligned and moving at the same time. The first obviously is the technology. So you have to understand what makes sense for you, for your industry. Make the right bets because if you make a wrong decision, then you know you're going to set yourself back. So getting the technology right obviously is important. The second is operating model, making sure that you get that the right operating model in place and kicked off right, right upfront. And the third, like Larry said, is transforming your workforce. So making sure that people are, you know, have all the right skill sets when you actually have the operating model and the technology ready. So it's very important to bring all those three aspects together and a company like Accenture, with our background around consulting, around change management, around technology, we're uniquely positioned understanding our client's industries and really bringing all of those three aspects together so that we're able to position our clients to take that journey forward. >>Larry, in terms of next year's Excenture executive summit, look into your crystal ball. You've already talked about a lot of emerging technologies, IOT, edge computing have talked a lot about AI. Of course. What do you think are going to be the hot topics? Looking ahead this this year in ice with an ICI, you >>touched on earlier, I think everyone's going to be talking about data gravity. As you get these bigger and bigger data sets, it becomes, you know, the network's always going to be the bottleneck. So even with Moore's law, stretching from 18 months to 24 the amount of data we produce, particularly with IOT and edge, is really going to transform things. And even though we've got massive network upgrades like 5g coming along, it will never be enough. I mean, that comes along every 12 years. We're seeing a doubling of price performance who competed? I think data gravity, you can start to see a very different landscape where it used to be public and private and now edge is really going to be obliterated to much more seamless architecture. Then there was a lot of the keynote today, and if you start to take a look at local zones and some of the announcements today, they were ready. Amazon was heading there with green Greengrass so you can have much more seamlessness. And how do I get compute closer to the processing? You're gonna be talking a lot about clustering, clustering, compute around datasets versus the other way around. So I think we're gonna see, and I think that's going to happen pretty fast. Usually a lot of this stuff we've been talking about IOT for years. I do think we're on the tipping point. I think we're about to see exponential growth just as price performance >>comes together. Some of the technologies had gotten gotten there, but, but I think that the whole focus on data and data gravity is what you're going to hear a lot about next year. I can't wait to hear the AWS reinvent band. Do a little pink Floyd or something like that for data gravity. We'll Larry and Prisaad. Thank you so much for coming on the cube. It was a pleasure having you on. Thanks for Brooke. I'm Rebecca night's stay tuned for more of the cubes live coverage of the Accenture executive summit.

>>live from Las Vegas. It's the two covering AWS executive. Something brought to you by extension, >>everyone to the cubes. Live coverage of the ex Censure Executive Summit here at AWS. Reinvent I'm your host, Rebecca Knight, and we're kicking off two days off Walter Wall coverage here at the Accenture Executive Summit. Joining me today is Key Shore, Dirk. He is the global lead growth and strategy and Cloud Attic Center. Thank you so much for coming on the Q. Thank >>you. Thanks. Very nice to be here. I'm absolutely excited to be here on dhe love to talk to you about our new platform. >>Exactly. So the thing about Cloud and then this is this is really the topic of the day is that it presents this opportunity to drive innovation and power, business agility and to reduce costs and to streamline operations. But with that tremendous opportunity, there comes this really over abundance of choice. How? Let's before we start talking about your new platform, talk about how you think companies ought to start to think through these multiple decisions that they have to make when trying to decide the right cloud solution. >>If you know, we actually talked to our Lord for clients we work with. And when we actually looked at, you know, the cloud adoption among enterprise is only 20% of actually adopted cloud. 80% of the enterprises are looking to see how to leverage it. Now, when we talk to our own clients and then we figured out, you know that you know, what is it that is challenging them to get the cloud? And we also had, uh, data points, which existed A 2/3 of them are not seeing the full value off what they need to expect from the cloud. So these challenges were in front of us, and we really wanted to help our clients. And if you really look at the complexity that is that is there today in terms of choices, there are multiple options. Do I go public private hybrid and our clients a challenge. A paralyzed with all these choices. And how do I How do I build my enterprise? You know, earlier it was all about just infrastructure. They're not the enterprise applications went to cloud. Now they want to run their business in the cloud. If you're betting your business in the cloud. You really need to be sure it's not just a business, Lee deciding. I want to be in the cloud for this application. So when you have that strategic choice, you really need good advice and they're looking at us like, you know, Hey, sure, Help me, help me decide. Help me figure out the business case helped me plan. I need to see what are the options and what is the right choice for me. That's a plank. So that's where we're willing to help. And that's the context. And that's the genesis off. Why we thought about a platform like my name is about navigating this complex city. Life was simple earlier. Now >>it's a little bit >>complex, and we're helping you navigate that complex. >>So you've painted this picture of companies. As you said, only 20% have adopted the cloud. Many have yet to see value from it, and they are paralyzed by choice. So you've created my now tell us more about mine enough so one of our >>clients are all about I want to get this >>right the first time, >>so they have tried multiple times and and there's a reason why only 20% of their they've tried it multiple times. There had some challenges. Ah, lot off. Our clients want to get their data application aspect and strategy right for the cloud. They want to get the right solution there. Bean challenged with the right solution. What is it that is gonna be in the cloud, or is the architecture looked like? And they've not been able to visualize it until unless they put hundreds of people on the ground. You actually make it work if their performance challenges. So let me just step back a bit where, you know, you had your application running for 10 years, and suddenly you're taking to Cloud doesn't perform the same way in the cloud as it was performing in a data center. So these challenges are to be assimilated for our clients. So one of the aspects in supporting hundreds of people on the ground for 6 12 weeks, Why can't I do it in a day to figure out how to assimilate this and that is the power of minor were able to figure out the right architecture, the right solution, and simulate that for our clients to visualize, you know, think of it like you have a new home and you >>want to >>kind of figure out How does that new home look like? No. Does the kitchen look different? You want to visualize it? Would you go to a new home without a plan? Would you go to a new home without an architecture? And what if I can give you a three d simulation of how that whole plan looks like? My nap does that for you. My now helps you navigate through that architecture recommence the right solution. Then you can visualize. Oh, this is the right thing for me. Obviously, you have a lot of constraints. You gotta get your kitchen stuff, right? Bedroom stuff, right? How do you bundle things? Very similarly, Adi Bundle applications. How does it look there? And that's exactly what my numbers. >>I'm thinking about it in terms of the way that they trained pilots in this in the simulator atmosphere. So tell it, how does it work? So let me give >>you a gamut of things that we do. So a lot of clients asked me, Hey, you know, I'm talking about 80 person who are not in the cloud is their business case. So I had to give them a view off. Well, it all comes down to What is the financial financials off it? Is it the five year run? You know, Is it like, how much how much I'm going to say you're one? Is that your two year three? I was gonna back my bottom line. That's the first part. Then it comes down to who do I go? It, You know, what are the choices I have? Then it comes down to, you know, I'm taking my say enterprise application to cloud. What is the architecture looked like today? What is the architecture looked like in the cloud? And what is the architecture looked like two years down the line, which includes Arman increase customer base. I have tohave Ah, lot more users that are gonna be added to my enterprise application. I need to see what that architecture looks like. It's one click of a button. My now gives that to you. And a lot of my clients asked me how long is it gonna take? It's a very simple question, but then you gotta figure out how you bundled applications. How do you take the migration plan. Then you'll have some holidays where you don't want to do anything. You want to stop the business while they're doing your cloud migration. So we actually give you a migration plan coming out off. It is your what we call this bill of Materials. Essentially, this is exactly what you need for you to be in the cloud. That plan is what minor gives you. And then after that, you're gonna execute, and then we have ability to manage it through our management platforms. So minor helps you and therefore phases, which is discover, assess, architect and similar it and then you actually do the migration, and then you do the manage part. So the discover assets architects simulate, which is what I've been talking to you about today is what might have does. So it helps you discover the infrastructure aspect application aspect, date aspect it will assess based on your needs, what you need. Then it'll architect it for you, and it'll also assimilated for you. We have not had a platform that helps you simulate things in the cloud in applying conversations. So this is something that plane's value. I have a lot of planes across Jim, Japan, Spain, all over the world, reaching out saying, Hey, I really need help. This is exactly what I was looking for and that's that's how these time conversations are going for us. And they're like, I needed to be part off your core aspect, how you deliver these things. So that's how we do workshops with our clients. We can work with them and say, This is how we do this And once they get comfortable So the 80% of the people are waiting for some comfort level disk, Use them that comfortable that Yes, I know what I'm doing. These guys know what they're doing, and I feel I can go back and run my business there. >>So I mean, as you said, so many of them are paralyzed because they want to get it right the first time. So So my novice, really giving them the comfort level to make these decisions? Or are they then really, just understanding what they need and then how to think forward in terms of creating that plan. >>In Accenture, you have done 30,000 projects in the cloud. We know what is right. So based on our depository off projects that we have, we know which architectures work. So we >>have >>an artificial intelligence engine which actually sister these architectures and then recommends what is right for outlined. So essentially, the plants have, ah stronger affinity toe what works so essentially, when we recommend to them you're saying, Hey, you know, this is something that worked at this client E, which is what works a client. So we are reusing a depository off reliable, credible architecture that supports the current line needs from a depository of the existing what we call as working architectures that is out there and essentially this ability to kind of learn. Obviously we will work with the client. Things can still change, and then we can off make sure that the right thing goes into the depository, and the next time we come back and recommend toe the 3001st client, we know what works and that that's exactly the power off. It is the ability to learn ability to understand and ability to recommend. I'm just keeping it simple for our clients to understand so that they don't have toe get Swan with the complexity of cloud you just have to navigate this. >>I mean, it almost is the best practices machine in the sense that it really understands industry to industry, company to company, the right kinds of architecture. >>So, for example, in the business case, so we have reportedly off costs for all the different industries. So when my spin exceed, the benchmarking costs for airline industry is very different from the bench marking cost for utilities. So when I prepare a business case, I'm looking through the depository off my industry data that we are working with our clients based on that industry data actually build the business case. So it's not a business case just built on very much off a data center because the cost off employees the capital cost the operation was very different for different industries. So you lied to consider a 10 industry angle in terms of how you estimate the business case. Coming out of that, we have the ability to estimate so we also have aspects where a lot of clients don't have eight and weeks to decide. The board is asking them, Hey, what you gonna do? So we have the ability to have a business case for the strategy deals that we say, and we're able to very quickly revert back because we have a lot of repositories of data that we have with us. That helps in that conversation. >>So when time is of the essence, this is what matters. I read an article that you wrote recently for ex Center. I believe it was an ex center block where you talked about the hype around Cloud and how companies were so eager to get on board with Cut With Cloud because they wanted greater efficiency. They wanted to be able to innovate more quickly, and yet it wasn't happening right away. I'm I'm wondering, where is the mindset right now? Are our company's understanding now that it is going to take time to capture the benefits? Or how would you? How would you describe the client mindset? So I would say >>they're two different generations of planks, clients who are already there and clients for getting there. The planes are already there. We're looking at aspects of transformation elements. I want to do my eye. I want my data analytics in the cloud, so we're helping them. Its second generational elements of cloud It's not just about moving your application we're talking to them about, you know, how do you run your business in terms of recommendation engines that you have in the cloud? So what do you need for the evacuation? Cleansing off data elements off it, essentially taking your data to the cloud. Now there are first generation aspects who are almost around data center aspects. You know, they want to get rid of the data centers. They want to go into the cloud. So my now helps both of them. My never helps clients who are essentially navigating through the cloud for the first time gives the more confidence, and they have that kind of getting the help of our collective, which works. And for the first condition, clients were already there in terms of in the club. We're helping them transformative aspects in terms of future systems. What for your future systems looked like, and cloud is an enabler for it, whether it's boundary less adaptable are radically human element off what a new application would look like. A business would look like you need to have flowers, a foundation elements for those those clients are in the 20% You're telling them Hey, cloud, you're already in the foundational aspect of it. Now you need to build boundless applications. Now you need to build adaptable. Now you need to build radically human applications. So how do you build radical human applications? You gotta have the eye when you have to have a I you need to have data. How do you get data? You need to curate plans and basically capture the data that you need so that you can build a re engines on top. So those are different levels of conversation with different maturity off up lines. But we're happy to help them in either of the spectrum's, because a lot of our clients are looking at obviously vetting their business on the cloud now. So we are looking for strategic partners for reliable partners who understand that industry, and with 30,000 projects, we >>are we are >>helping our clients make those decisions. >>So beyond making sure that we're talking about the 80% that are not yet there but our but our curious cloud curious beyond getting mine off platform stat, What is your best advice for those companies right now? >>So what we tell her clients is that you need to look at the end to end aspect of cloud. Do not look at it as a single application going to cloud. So when we talk to our clients way, look at generation, they're doing a lot of the transformative elements is about future systems. We start our conversation around your future systems aspect off it, and then, obviously clouds and enabling element of foundation really meant to get you there. But then essentially, if you want to run your business in the cloud, least the things you need to do. So the transformative aspects is what our clients are willing to work with us. So we tell them, Don't just take it to the cloud just from a obviously cost perspective. Obviously, you will gain a lot from that. But you also need to look at what you want to do in the cloud. It's not just going through the cloud. What? What do you want to do in the cloud? >>Well, key. Sure. Those air. Great great words of advice. Thank you so much for coming on. The Cuba was a pleasure having you. >>Thank you very much. >>I'm Rebecca night. Stay tuned for more of the cubes. Live 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 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.