>>From the cube studios in Palo Alto in Boston. It's the cube covering, empowering the autonomous enterprise brought to you by Oracle consulting. >>Welcome back everybody to this special presentation of the cube where we're covering the rebirth of Oracle consulting is a digital event where we're going out, we're extracting the signal from the noise. We happen today to be in Chicago, which is obviously the center of the country. A lot of big customers here, a lot of consultants and consulting organizations here. A lot of expertise. Mike Owens is here as a group VP for cloud advisory and the general manager of Oracle elevate. Mike, thanks for coming on the queue. Appreciate it. I'm glad to be here. So I can ask you elevate in your title, what is Oracle elevate? Yeah. Oracle elevate was actually announced Oracle OpenWorld last year and it's the partnership that we really had to actually take our scale to the next level. So we actually did it with a Deloitte consulting, so the goal is to actually take the capabilities of both organizations. >>Deloitte really has functional capabilities and expertise with an Oracle practice and obviously Oracle has Oracle technical expertise. The combination of the two really allows us to scale, provide sort of, I call the one plus one equals three effort for customers. Now you've got a decent timeline or observation over the past several years. I joined three years ago. Um, you were at some brand name companies. First of all, what attracted you to come to Oracle consulting? Yeah, absolutely. So Oracle was in the point where they were doing a lot of stuff around on-prem on premise software, right? The old ERP type stuff. They were doing cloud, they sort of had to have this sort of transformational moment. Um, I was asked to come in and Oracle consulting in the early days and say, Hey look, we're trying to transform the organization from on prem consulting over to cloud consulting. >>Come in and help us with this stuff that you've worked from your prior to cloud companies and help us really move the organization forward and look at things differently. So it's definitely been a journey over the last three years of taking it from really 85% of the 90% of our revenue around on-prem type of engagements to now actually splitting the organization being dedicated a hundred percent on cloud, which is just a huge transformation the last three years. What really, what's the underpinning of gen two cloud? Can you give us sort of the bumper sticker on that? Yeah, all of the underpinning the gen two cloud is really, if you look at the gen one, cloud was purely just an infrastructure layer. Gen two was really based on a segmenting security, which is a huge problem out in the marketplace, right? So we actually have a sort of a worldclass way that we take a segment security outside of the actual environment itself. >>It's completely segmented, which is awesome, right? But then the also when you actually move it forward, the capability of the entire thing is built on sort of the autonomous enterprise autonomous capabilities. Everything is sort of self healing, self funding or not, sorry, self healing and self-aware that continually moves it forward. So the goal with that is, is if you have something that takes mundane tasks back to that, you have people that are no longer doing those capabilities today. So the underpinning of that and what that allows you to do is actually take that business case and you reduce that because you're no longer having a bunch of people do things that are no value add. Those people can actually move on to do back to the innovation and doing those higher level components. So the, >>so the business case is really about, uh, I mean primarily I would imagine about labor costs, right? It labor costs were very labor intensive. We're doing stuff that doesn't necessarily add differentiation and value to the business. You're shifting that to other tasks, right? Yeah. And so the >>patients are really the overall cost of the infrastructure, what it takes to maintain the infrastructure. And that's broken up into kind of two components. One of it is typical power, physical location, a building, all those kinds of things. And then the people that do the automations that take care of that right at the lower level. The third level is as you continue to get, um, sort of, uh, process in automation going forward, the people capability that actually maintains the applications becomes easier because you can actually extend those capabilities out into the application. Then you require fewer people to actually do the typical day to day things, whether it's DBS, et cetera like that. So it kind of becomes a continuous stream. There's various elements of the business case. You could sort of start with just the pure infrastructure cost and then get some of the, um, process and automations going forward and then actually go that even further. >>Right? And then as organizations, as a CIO, one of the questions I always have is where do you want to end on this? And they say, well, what are you talking about? Right? It's really, you're, you're on it, you're on a journey, you're on a transformation. I go, this is the big boy, big girl conversation, right? Do you want to have an organization that actually, uh, is, stays the same from the head count standpoint? Are you trying to look to a partner to do the, where are you trying to get in your operating model? What is your company trying to get you to look at? Right? Because all those inflection points, it takes a different step in the cloud journey. So as an advisor, right, as a trusted advisor, I asked those herbs are half a dozen or so questions I would kind of walk your organization through on sort of a cloud strategy and I'll pick the path that kind of works with them. And if they want to go to a managed service provider at the end, we would actually prepare someone, either bring the partner in or have an associate department. We've heard it off too, but we put the right pieces in place to make sure that that business cake works >>well. That's interesting. That's a really important point because a lot of customers would say, I don't want to reduce head count. I want to, I'm starving for people. I want to retrain people. You know, some companies may want to say, Hey, okay, I got to reduce head count. It's a mandate. But, but most, at least in these boom times are saying, I want to shift. So by point to the business cases, if you're not going to cut people, then you have to have those people be more productive. And so the, the example that you gave in terms of making the application developers more productive as is relevant, and I want to explain this is that, for example, very simple example. You're, you're, I'm inferring you're going to be able to compress the time to value. You're gonna reduce your, lower your break even, you know, accelerate the time to positive cash flow if you will. That's an example of a value component to the business and part of the business case. The people look at that and is that absolutely, absolutely. >>That's what it is. Definitely the business case and when he call it the, you know, when you get your rate of return, right. Um, the more that we can compress that. And I would say back to the conversation we had earlier about elevate and some of the partnerships we have Deloitte around that, a lot of that is to actually come up with enough capabilities that we can actually take the business case and actually reduce that and have special other things we can do for our customers. We're on financing and things like that to make it easier for them. Right. We have options to make customers and actually help that business case. Some of the business cases we've seen our entire it organization saving 30 plus percent or if you multiply that on a, you know, a large fortune 100 that may have a billion dollar budget, that's real money. >>Yeah. And okay, yes, no doubt. But then when you translate that into the business impact, like you talked about the it impact, but if you look at the business impact now it becomes telephone numbers. And actually CFOs oftentimes just don't even believe it. But it's true because if you can make the entire organization just, you know, a half a percentage point more productive and you got a hundred thousand employees, I mean that is, that overwhelms actually the it business case. >>Yeah. And that's where that back to the sort of the steps in the business case is on the business and application side is making those folks actually more productive in the business case and saving them and adding, you know, whether it's a financial services and you're getting, um, an application out to market that actually generates revenue. Right. So that's, it's sort of the trickle effect. So when I look at it, I definitely look at it from a, it all the way through business. I am a technically a business architect that does it pretty damn good. >>Yeah. And it enables that sort of business transformation. How do you, let's talk about this notion of continuous improvement. How are people thinking about that? Um, cause you're talking a lot about just sort of self-funding, um, and, and, and self progressing in a sort of an organic entity that you're describing. How are people I >>think about that? Yeah. And I would say they're kind of a little bit older map. Right. Um, but I would say that the goal is what we're trying to embed back to the operating model we want to really embed is, you know, sort of the concept of the cloud center of excellence in as part of that at the end you have to have a set of functionality to have folks that's constantly looking at the applications and or services of the different cloud providers. A capability you have across the board. Everyone's got a multicloud environment, right? How do they take those services they're probably already paying for anyways. And as the components get released, how can you continually put little pieces in there and do little micro releases. Quarterly are, sorry, weekly, you know, every month versus a big bang twice a year. Right? Those little automation pieces continually add innovation in smaller chunks. >>And that's really the goal of cloud computing. And you know, as you can actually break it up, it's no longer the big bang theory. Right. And I love that concept, embedding that, whether you actually have a partner with some of the stuff that we're doing that actually we embed what we call like a day two services that that's what it is to support them. But Austin constantly look for different ways to include capabilities that were just released to add value on an ongoing basis. You don't have to go, Hey, great, that capability came out. It will be on next year's release. No, it could be next week. It could be next month. Right. >>Well, so the outcomes should be you be dramatically lowering costs, really accelerating your time to value. It really is what you're describing and we've been talking about in terms of the autonomous, you know, enterprise. It's really a prerequisite for scale, isn't it? >>It is. Absolutely right, and so when we use the term autonomous enterprise too, I love that because that's actually the term I've been using for a few years. Even before Larry started talking about the autonomous database, I talk about that environment of constantly look at an a cloud capability and everything that you can put from a machine earlier into AI under basically basically a bit let it run itself. The more that you can do that, the higher the value can you put those people off in a higher level tasks, right? That's been going on every provider for awhile. Oracle just has the capability now within the database that takes it to the next level, right? So we still are the only organization with that put that on top of our gen two cloud where all that is built in. Um, as part of it going forward, that's where we have the upper level really at the enterprise computing level, right? We can, we can work at all types of workload, but where we are niches is really those big enterprise workloads. Cause that's where we started from data enterprise. >>I didn't want to make it a technology discussion. But you said the only, only organization, you mean the only technology company with that autonomous database capabilities, is that correct, sir? Yes. Okay. So I know others sort of talk about it, but you know, Oracle I think talks about it more forcefully. We'll dig into that and uh, and report back. Mike, thanks so much for coming on the cube. Really appreciate it. Good stuff. Thank you very much. All right, and thank you for watching. We're right back with our next guest. You watching the cube. We're here in Chicago covering the rebirth of Oracle consulting. I'm Dave Volante. We'll be right back.

>> (Announcer) From the Bellagio hotel in Las Vegas. It's theCube covering UiPath FORWARD IV, brought to you by UiPath. >> Good afternoon. Welcome back to theCube's live coverage of UiPath FORWARD IV. Lisa Martin here with Dave Vellante. We're on day two of our coverage. We've been talking a lot about automation, all of the opportunities that it's uncovering across industries. We're now going to be talking about a big company undergoing its own automation-led digital transformation. Joining us next, Mariesa Coughanour, head of Automation Advisory Services at Cognizant. Mariesa, welcome to the program. >> Thank you for having me. I'm excited to be here today. >> So let's talk. So Cognizant is a part, both a partner and a customer of UiPath. >> Yes. >> We're going to talk about you in the customer realm today. Cognizant is undergoing its own automation-led digital transformation. Let's talk about that. Talk to me about some of the business outcomes that are, that you're expecting, how it's going to transform the employee experience, the customer experience. >> (Mariesa) Sure, absolutely. We actually started working with automation ourselves back in 2018, where we just put in a CoE, we said we want to drive it into our business operations. But about a year ago, we said, let's go further. I really wanted to play with all of our employees. We wanted to empower them. We talk about citizen development, of robot for every person. And we know that that's really the future. That's where we're going. We're digitally transforming our organizations. And so what we did is we sat down and we worked really closely with UiPath on how do we do this? What kind of training do we need? We're going to need some process, some governance in there. And so we put that in place and, you know, we said, let's get this going this year. So we went out, we did, our first Hackathon, went really well. It was Bring Your Own Bots. So BYOB, so, fun themes. And we got some good savings. We actually drove over 10,000, close to 20,000 hours back into the organization. And we said after that, let's go a bit bigger though. And we did what's called Game of Bots. So obviously we know where that came from, right? And we said, we're going to go a little bit longer and we want to go bigger. So we went and had 2,500 people participate over eight weeks. We built over a thousand bots. And guess what? We drove over 200,000 hours back into the organization in just eight weeks. So super big success story. People loved it. Our teams were excited. We recognized over 200 people out of that with team awards, who submitted the most ideas. And even our top leadership said, let's do a presentation. So the guys and gals who had the top, biggest impact automations got to meet with our top senior leaders and present out to them. It's been awesome. And now we're starting to move that force. We're scaling bigger. We're actually going pretty big in Cognizant. We have some big goals right now. >> That's a gob of hours. Game of Bots, get it? GOB. >> (laughs) >> Come on, with me. >> It is a gob of hours. >> How do you measure the hours? Is it a back of napkin kind of thing? We ask people, Hey, how much, how what, how do you actually measure it? >> No, we actually track it. We could see how many hours people were doing a certain tasks and things that they do every day, whether they're running reports, submitting claims for a customer. And so we're able to see that that time is actually going down. We're faster. We get better quality. People were also able to get hours back in their day so they could do more value added work in the organization. So we actually do track it. And we're able to really measure those tangible outcomes for the teams. >> Sounds like you guys have been moving pretty quickly on this. >> We are. >> So the appetite at Cognizant was there, the culture was there to embrace it. Those are probably, I imagine, two big facilitators of being able to move at the speed and the scale, >> Yeah >> that, with what you're doing. >> Culture was there. We're really digitally savvy. I would say we're digital at heart in Cognizant. We are, we're really a tech company and we really focus on how to be at the forefront of all things when it comes to technology. But we said, we also want to transform how we work. So starting to shift the conversation from, you know, do you want to automate, to why not? How do we actually start talking about, you know, I have this to do list, but you know what, actually, we can improve if we did some of this other stuff instead. So let's free up that time, but use automation there and we can actually grow things. We can add more value. We do all that stuff on your to-do list that I think everybody has and they want to get to, but you get caught up in your day-to-day job all the time. So we're actually getting people to be more excited about and have a real voice. And I actually think that's important. Is that, it's not just about giving people the tool, it's about shifting our culture to really embrace digital, embrace this technology, because we're trying to transform how we all work. And we want to lead by example. >> So we talk about BPO. Business Process Optimization, right? It was kind of the buzz word of the '90s and early 2000s. A lot of times it meant putting in SAP. (chuckles) >> (Mariesa) (laughs) Yeah. >> So that's evolved. And there's some companies that would say, "Hey, we specialize in that," technology companies, obviously, >> (Mariesa) Yep. >> you know, SI's as well. How do you think about the difference between end-to-end enterprise automation and, and sort of traditional BPO? >> I think it has to come together a bit, is one thing. So when you do the BPO, or you do shared services, or you outsource some of the work. We actually put into those contracts, because we do a lot of that for our customers. And we put in automation. The step we took further was we actually started to empower people to actually build the automations themselves, which meant we actually had to work with customers too. So they knew we were doing this. We wanted to make sure they understood, they were comfortable. We put any controls in place that they also needed, to make sure that, you know, we didn't impact any of their services. We want to make it better. We want them to feel nothing but bigger, better results in outcomes. And then as you think about the enterprise side, we have to compliment, because a lot of those processes do feed back into how you run a business. And so we focus on how do you bring both of those stories together so that you're driving synergies across the board. And actually some good lessons learned along the way because some of this stuff becomes reusable. You have best practices you could share across the board. And we want to make sure that we are connecting the dots from the shared services BPO work, back into the enterprise because really a process is end to end, an organization. And we want to help people think that way and also get the results that way too. >> Is that end to end automation, at enterprise automation, more tech heavy, or, or maybe it's tech light in a way, whereas BPO is maybe a lot more, sort of, lean thinking, a lot more chalkboard. Are we deep into the, so I, sometimes, you're saying they have to come together. >> They do yeah. >> But from, from where I guess is, is what I'm trying to better understand. >> So I would think about it this way. When you think about a process, right, from when you even placed an order, the whole way through when you fulfill it for a customer. There's work that we, we do outsource all the time, right? So maybe it's the, the PO process, some of the order transactions from the payment, but you also have the pieces is actually touching the customer, too. You have the pieces that are fulfilling the order. So we say end to end, that is really thinking about that beginning, from a conversation with the customer, the whole way to when we're delivering. And I do think there's a lot of technology. That is something I think everyone gravitates to because there is a lot. Especially if you're going to go end to end, you have to be able to take in documents. You have automation. You're not going to know all the rules, no matter how many times you ask, you're going to need machine learning to be able to help figure it out and get smarter as what, as you go along the way. But as you're putting this into place, what's important is: as you're thinking about, kind of, transforming that business so that they're feeling the results the whole way through, because if you just focus on one, you might create a bottleneck, right? You might've got super fast, but the guy who's going to get the work from you, they're going to feel like, oh my goodness, there's all this work on my plate. So we really want to make sure that we create that seamless experience for everyone across the board, as we put it in. >> And how does UiPath, help facilitate that? >> Across the board, I mean, we were sitting down, we were laying out our program. 'Cause we're actually trying to get to 60,000 strong. So we have 7,000 trained today. We're going to get to 60,000. That's our plan. So we're working very closely with UiPath on what does that training that you need to have in place? What's that model? How do we get people comfortable? Because one thing you'll find is not everyone's in the same spot. Some are going to jump in, dive right in, give me the tool. I want to build. I love this. Others might need a little bit more confidence boost. They might need more handholding. And I think that's really important. And it's probably the one thing I would add too, as you do talk a lot about the technologies, we put it in, but it's the people at the end of the day, it's how you help them adopt, feel comfortable with this technology and really embrace it. That's really going to be the difference on whether, how fast you get down that line for transformation. >> Is it a classic bell curve? You got your 10% early adopters, you got a big fat middle, and then you've got some laggards who come along. >> It kind of is. And I think what's important is that middle is all up in how you do it because 10% are always going to love it. You're always going to have a few people, they're a little extra nervous maybe. But in the middle, if you really think about it, and you're able to put in that culture, you're able to put in your leadership is engaged. You're putting us in gamification, make it fun. That's what we found is, if we got people really having fun up front with it, it gives people a reason to be a part of it. And also, why don't we let people partner up? We can give them the technology, but if someone's not as comfortable, let us do teams. Let's meet people where they're at and then move them along this journey. And let's try to accelerate the best we can. >> How did you gamify it? Crypto. No. (chuckles) >> (laughs) >> (laughs) No, no crypto. But I will say we have some really cool prizes and people were super excited to get to do the presentations because they got to show their, their bots live, their creations, to the team. And I think that was important. Not everyone always is able to capture all the results, but we wanted to actually talk about like, what were the ideas, share it across the board. Cause it also generated ideas. because what you'll find is, when you hear something like, you know what, that's kind of what I do. Wonder if I could do some automation too. At least submit an idea, and then, maybe they're moving down the line, they're getting their hands on the technology. And I think that's how we all push the needle forward and move this along faster. >> One of the most important things about automation is letting people be able to move away from the mundane, the repetitive tasks, that they probably don't enjoy. And being able to focus more on their core competencies or more strategic initiatives that really make them more relevant to themselves and to their company. And it sounds like you guys have achieved that pretty quickly and, and you have an aggressive plan >> (chuckles) We do. >> to go from 7,000 to 60,000. >> Yes. And that's really the power of automation, if you think about it. We all have things in our job we don't like to do. I don't know about you guys, but there's things that I'm like, oh man, like, can we please automate this? Expense reports, for example. All about automated expense reports. (laughs) But it's really about freeing people up. Think about it. These people went to school, they often have degrees and things, and they do get caught in a lot of the manual things, downloading reports, consolidating data, you know, submitting spreadsheets and forms. Imagine if we're able to make that easier for people, we give them what they need to do their job. So that all that stuff you would like to do, that you know would improve things. You know would make the company better. The culture better. Heck, maybe it's a new product that people know would be really awesome to go build, but everyone feels like they're so busy. They don't have the time to do it. I mean, that's one of the big values of automation. Is this value creation conversation that you get to have with people. And you get to start asking 'why not' a little bit more. >> You've mentioned a couple of times the IDC presentation this morning. And we were talking about earlier, and the pie chart of, of, of value benefits was cost savings, which was very large, new revenue, which was very large. And then I think 15% was quality improvements. And that, I think that's an underappreciated slice of the pie. Somebody, I think years ago, of the UiPath FORWARD said to me, I can very inexpensively apply Six Sigma to business process. >> (Mariesa) Yeah. >> And I could never afford to do that before RPA. And, and so I wonder if you could talk to the quality impacts that you're seeing. >> Absolutely. I actually spent a lot of time in Lean Six Sigma in my early career days. And one of the things about it too, is when you're doing automation, we actually asked that question upfront, can we just simplify, can we just stop doing this? Because you don't want to automate a bad process either. So you want to ask some of those questions. >> (Dave) Yeah. >> But you're spot on. There's a ton of quality benefits that you get from automation. And one of the things I've actually seen is if you focus on some of the quality upfront, process gets better. Get better impact, as when you get faster. If you have better quality, and get faster, you also get your cost out targets. And I, that really matters because quality also, beyond being able to drive the cost out, it also helps a lot with the experience that people face. Customers are frustrated if they have poor quality, something doesn't work the way it's supposed to, a site's not working the way it should. And also even employees, they go, how many times, if you try to do something and you try to follow a process and something's hung up or who knows what happened, right. It's frustrating. So if you're able to improve the quality in the process, not only do you get the cost savings, but you get these, it's softer tan, there's still tangible experiences that get better and actually motivates people to want to do more. >> And those motivated people are probably dealing with customers much, much better. >> Yes, yeah. >> I mean, it's, I always think the employee experience is so, is, is a critical component. >> It is. >> But the customer experience. So how has the customer experience improved at Cognizant as a result of building in automation and enabling all these people? >> Yeah, they're loving the results because we're giving them back efficiencies in their process immediately by putting this automation in. These are quick impacts they're feeling and we're able to do more for them as well. So we're actually having conversations now on how do we drive more efficiencies for you and also, you know, how can we do more? Is there more volume of work? Is there more we could be doing to add value back to your organization? And that's what you want to talk about with customers is we're able to give you this value. And by the way, we actually did X for you now as well, because we knew you needed it. And we have the capacity to do this for you. So it's a really positive conversation, but we did have to upfront talk to them about it, to make sure that we, everyone was on board. They're comfortable. And we're continuing to have those conversations because you know, sometimes you're in a regulated business and we did put a little extra control in. Absolutely okay. But we want to be able to drive these efficiencies back for them. So they feel it in their own operations internally too. And it hits their bottom line and oftentimes helps their employees too, because we interact with them. So those downstream benefits and sometimes even upstream get some nice returns there as well. >> We've heard from, well, we're going to have Daniel on soon. He's the CEO. We've of course heard from CFOs. We've, that's kind of one of the main springs of RPA in the early days. We've heard a lot more CIOs at this event and we have a CTO coming on later. Are these C suite executives totally aligned in their objectives? Do they have they have different agendas? What are you seeing in terms of serving the C suite? >> Yeah. They're all going to have a little bit different agendas, right? Cause that's, their roles have different objectives, but they all align back to the strategy, obviously, for their company. But they're going to have portions of it that they're trying to drive and deliver. What we do see is that there's still some merging that needs to happen between the operations, the more business focused side and the more technical side. But we do, we're starting to see that convergence happen. Because what happens is, is that, you have these technologists, who really are going to have to help move you forward. We're, you know, we're applying AI, ML. Very technical technologies, and we want to make sure we do it right, that we put the right governance in. And we think about the security that we have to have in place for this too. And but we also have the business outcomes and coming together is where you really see the results. If you look at all of those that have reached true maturity, it's where you see these agendas aligning a bit more because you also have to shift the culture too. And it's a collaboration point. You need to be able to have the tech savvy folks. It helps bring them along this journey, but you also have to have the business depth as because you're looking at a process and you're going really deep into it to apply the technology. So it's when people partner is when we really see the results become more exponential. >> So digital transformation, you know, we hear that term a lot. And automation-led digital transformation. >> Yep. >> I hear a lot of data led digital transformations are those parallel tracks, or they can talk a lot about convergence. >> Yeah. >> Are they? I mean, they're not competing. They're obviously very much related. How do you see the data agenda and the automation agenda coming together. >> They have to. Because you really need good quality data to be able to enable your automation at the end of the day. And, but they actually play nicely together. You can actually use automation to help go back and improve your master data management too, which is the core of your information because that's actually where a lot of the struggle sometimes comes, is in the quality of the data that everyone has to work with. So you see the data agenda working on, "How do I clean this? How do I get more insightful, predictful information?" And then from an automation standpoint, how do I then use that to go take action? So all we see is you bring it together, to be able to identify where do you need to get in the process? How do I get the right information? So the automation also is proven data behind it, that we drove the outcomes, because that's where you take it to the bank at the end of the day. Is that you see it in the data itself. But I think one of the things I've seen with automation that helps drive the digital transformation conversation is, the business and IT teams are coming together and having a joint conversation now. People are excited. They're understanding it. I think that's why people jumped on with RPA so quickly, was because they're like, I get this, this is rule-based, this is my business process. I just tell it what to do. I'll take that. I want to do that. And so people got excited about that. And then they said, let's do more. How do I make it more intelligent? How do I help it do things in my process that it's harder for me to explain because there's just so much information here. There's so many nuances. Well, we have the technology can help make it more intelligent, smarter, and learn, so that we're able to drive that back into the business itself to transform. >> You mentioned Master Data Management is, is the data agenda as it relates to automation, primarily reporting, is it moving? Is it transcending reporting into the building of data products, for example, data services that can be monetized either within Cognizant or in your customer base? >> So it's really evolving. I would say some start with reports. That's easy. That's where we'll start, but I'll just kind of give you maybe a little example. So we have a customer and we work with them. So they have customers where they need to, when they call in, the sales folks and the contact centers, they have to upsell. So they work with a lot of different restaurants and different, maybe, bars and, you know, different companies that have different type of like beverages and things like that. So we worked with them to show, how are they performing today with all their sales reps? And then we started to use some automation to be able to get them more helpful information the moment the customer's calling in. And we also did some semantic analysis on a voice, how people were, how were they sounding? How was their tone? Were they happy? Were they upset? Were they sad during the call? And we fed that information back to those teams, back to those managers, and went back even to their training programs. What they actually saw was a ton of top line growth. They saw all of their metrics starting to get better, and they also start to get more predictive on ways that they can use more data to drive the support for those teams and their customers. Like for example, if you know holidays are coming up or a certain time of year with weather, we're able to actually put that type of information in and helps those sales reps better serve their customers. >> Last question, some of the announcements that came out yesterday and some of the news today about UiPath, what excites you about the technology and how it's going to continue to enable you to, to foster this new culture that you've shifted? >> I think, so one thing about UiPath that we've always loved to be able to partner with them as we're still customer centric. And you see that in every announcement that they're doing, and also they're focused on this true process transformation, intelligent end to end thinking, because I think a lot of times when we've had conversations most get stuck in kind of point solutions. And that's just because people are trying to solve today's problems. But with where UiPath is moving and where we want to move to, is how do we help you to really transform how people work? We know automation is a part of our future. We know it's going to be how we work in the future. And we love about UiPath is to really think about how do we integrate it? How do we make those connections? So we can drive the bigger results, we can make it easier for people to adopt and really embrace it because we need to bring the people along this journey and we need to be able to actually impact our processes too, so we can transform them. So I think that's one thing that's been really exciting is just watching them in general. Involved with the announcements the last couple of days, we really see them continue to push that needle. >> Excellent. Well, Mariesa, thanks for joining us. Talking to us about the automation-led digital transformation at Cognizant. Good luck raising your trained individuals from 7K to 60K. It sounds like the momentum is there. The culture's there. We can't wait to hear what happens next! >> Awesome. Thanks again for having me today. >> Our pleasure. >> Good to see you. >> Thank you. >> For Dave Vellante, I'm Lisa Martin live in Las Vegas at the Bellagio. UiPath FORWARD IV is the event we're covering. We'll be right back with our next guest. >> (bubbly outro music)

brought to you by Red Hat well welcome back everyone this two cubes exclusive coverage here in San Francisco California for Red Hat summit 20:18 I'm John Ferreira co-host of the cube with my analyst co-host this week John Troy year co-founder of The Reckoning advisory services and our next guest is Arvind Krishna who's the senior vice president of hybrid cloud at IBM Reese and director of IBM Research welcome back to the cube good to see you hey John and John Wade you guys just kick it confuse get to John's here great to have you on because you guys are doing some deals with Red Hat obviously the leader at open source you guys are one of them as well contributing to Linux it's well documented the IBM has three books on your role relationship to Linux so yeah check check but you guys are doing a lot of work with cloud in a way that you know frankly is very specific to IBM but also has a large industry impact not like the classic cloud so I want to get who tie the knot here and put that together so first I got to ask you take a minute to talk about why you're here with red hat what's the update with IBM with Red Hat yeah great John thanks and thanks for giving me the time I'm going to talk about it in two steps one I'm going to talk about a few common Tenace between IBM and Red Hat and then I'll go from there to the specific news so for the context we both believe in Linux I think that's easy to state we both believe in containers I think that's the next thing to state and we'll come back and talk about containers because this is a world containers are linked to Linux containers are linked to these technologies called kubernetes containers are linked to how you make workloads portable across many different environments both private and public then I go on from there to say and we both believe in hybrid hybrid meaning that people want the ability to run their workload wherever they want beat on a private cloud beat on a public cloud and do it without having to rewrite everything as you go across okay so let's just average those are the market needs so then you come back and say an IBM as a great portfolio of middleware names like WebSphere and db2 and I can go on and on and rather has a great footprint of Linux in the enterprise so now you say we got the market need of hybrid we got these two things which between them of tens of millions maybe hundreds of millions of endpoints how do you make that need get fulfilled by this and that's what we just announced here so we announced that IBM middleware will run containerized on RedHat containers on Red Hat Enterprise Linux in addition we said IBM cloud private which is the ability to bring all of the IBM middleware in a sort of a cloud friendly form right you click and you install it keeps itself up it doesn't go down it's elastic in a set of technologies we call IBM cloud private running in turn on Red Hat open shift container service on Red Hat Linux so now for the first time if you say I want private I want public I want to go here I want to go there you have a complete certified stack that is complete I think I can say we are unique in the industry and giving you this this and this is where this is kind of where the fruit comes on the tree off the tree for you guys you know we've been good following you guys for years you know every where's the cloud strategy and first well it's not like you don't have a cloud strategy you have cloud products right so you have to deliver the goods you've got the system replays the market need we all knows the hybrid cloud multi-cloud choice cetera et cetera right you take Red Hat's footprint your capabilities your combined install base is foundational right so and nothing needs to change there's no lifting shift there's no rip and replace you can it's out there it's foundational now on top of it is where the action is that's what we're that's what were you kind of getting at right that's correct so so we can go into somebody there running let's say a massive online banking application or the running a reservation system is using technologies from Asus using Linux underneath and today it's all a bunch of piece parts you have a huge complex stuff it's all hard wired and rigidly nailed down to the floor in a few places and I can say hey I'll take the application I don't have to rewrite the application I can containerize it I can put it here and that same app now begins to work but in a way that's a lot more fluid in elastic well by the way I want to do a bit more work I want to expose a bit of it up as micro-services I want search Samia you can go do that you want to fully make it microservices enable to be able to make it as little components and digestible you can do that so you can take it in sort of bite-sized chunks and go from one to the other at the pace that you want and that's game-changing yeah that's what I really like about this announcement it really brings the best of breed together right you did you know there's a lot of talk about containers and legacy and we you know we've been talking about what goes where and do you have to break everything up like you were just saying but the the announcement today you know WebSphere the this the you know a battle-tested huge enterprise scale component db2 those things containerized and also in a framework like with IBM we either with IBM Microsoft things or others right that's um that's a huge endorsement for open shipped as a platform absolutely it is and look we would be remiss if we didn't talk a little bit I mean we use the word containers and containers a lot yes you're right containers is a really really important technology but what containers enable is much more than prior attempts such as vm's and all have done containers really allow you to say hey I saw the security problem I solved the patching problem the restart problem all those problems that lie around the operations of a typical enterprise can get solved with containers VM sold a lot about isolating the infrastructure but they didn't solve as John was saying the top half of the stack and that's I think the huge power here yeah I want to just double click on that because I think the containers thing is instrument because you know first of all being in the media and loving what we do we're kind of a new kind of media company but traditional media has been throwing IBM under the bus and saying oh you know old guard and all these things but here's the thing you don't have to change anything you could containers you can essentially wrap it up and then bring a micro-services architecture into it so you can actually leverage at cloud scale so what interests me is is that you can move instantly value proposition wise pre-existing market cloud if I if you will with operational capabilities and this is where I like the cloud private so I want to kind of go with the ever second if I have a need to take what I have an IBM when it's WebSphere now I got developers I got installed base I'd have to put a migration plan away I containerize it thank you very much I do some cloud native stuff but I want to make it private my use case is very specific maybe it's confidential maybe it's like a government region whatever I can create a cloud operations is that right I can cloud apply it and run it absolutely correct so when you look at about private to go down that path we said well private allows you to run on your private infrastructure but I want all these abilities you just described John I want to be able to do micro services I want to be able to scale up and down I want to be able to say operations happen automatically so it gives you all that but in the private without having to go all the way to the public so if you cared a lot about you're in a regulated industry because you went down government or confidential data or you say this data is so sensitive I don't really I'm not going to take the risk of it being anywhere else it absolutely gives you that ability to go do that and and that is what we brought to our private to the market for and then you combine it with open shift and now you get the powers of both together so you guys essentially have brought to the table the years of effort with bluemix all that good stuff going on you can bring any he'd actually run this in any industry vertical pretty much right absolutely so if you look at what what the past has been for the entire industry it has been a lot about constructing a public cloud not just to us but us and our competition and a public cloud has certain capabilities and it has certain elasticity it has a global footprint but it does not have a footprint that's in every zip code or in every town or in every city that song ought to happen to the public cloud so we say it's a hybrid world meaning that you're going to run some bulk loads on a public cloud and like to run some bulk loads on a private and I'd like to have the ability that I don't have to pre decide which is where and that is what the containers the micro services the open ship that combination all gives you to say you don't need to pre decide you fucker you rewrite the workload on to this and then you can decide where it runs well I was having this conversation with some folks at and recent Amazon Web Services conference to say well if you go to cloud operations then the on-prem is essentially the edge it's not necessary then the definition of on-premise really doesn't even exist so if you have cloud operations in a way what is the data center then it's just a connected tissue that's right it's the infrastructure which you set up and then at that point the software manages the data center as opposed to anything else and that's kind of being the goal that we are all being wanted it sounds like this is visibility into IBM's essentially execution plan from day one we've been seeing in connecting the dots having the ability to take either pre-existing resources foundational things like red hat or whatnot in the enterprise not throwing it away building on top of it and having a new operating model with software with elastic scale horizontally scalable synchronous all those good things enabling micro search with kubernetes and containers now for the first time I could roll out new software development life cycles in a cloud native environment without foregoing legacy infrastructure and investment absolutely and one more element and if you want to insert some public cloud services into the environment beat in private or in public you can go do that for example you want to insert a couple of AI services into your middle of your application you can go do that so the environment allows you to do what he described and these additions we're talking about people for a second though the the titles that we haven't mentioned CIO you know business leader business unit leaders how are they looking at the digital transformation and business transformation in your client base as you go out and talk to us so let's take a hypothetical back and every bank today is looking about at simple questions how do i improve my customer experience and everyone in this a customer experience really do mean digital customer experience to make it very tangible and what they mean by that is how I get my end customer engaged with me through an app the apps probably on a device like this some smartphone we won't say what it is and and so how do you do that and so they say well well you were to check your balance you obviously want to maybe look at your credit card you want to do all those things the same things we do today so that application exists there is not much point in rewriting it you might do the UI up but it's an app that exists then you say but I also want to give you information that's useful to you in the context of what you're doing I want to say you can get a 10 second not a not a 30-day load but a ten-second law I want to make it offer to you in the middle of you browsing credit cards all those are new customer this thinks are hot where do you construct those apps how do you mix and match it how do you use all the capabilities along with the data you got to go do that and what we are trying to now say here is a platform that you can go all that do all that on right to that complete lifecycle you mentioned the development lifecycle but I got to add to the the data lifecycle as well as here is the versioning here are my area models all those things built in into one platform and scales are huge the new competitive advantage you guys are enabling that so I got to ask you on the question on on multi cloud I'll see as people start building out the cloud on pram and with public cloud the things you're laying out I can see that going on for a while a lot of work being done there we seeing that wiki bond had a true private cloud before I thought was truly telling a lot of growth they're still not going away public cloud certainly has grown the numbers are clear however the word multi clouds being kicked around I think it's more of a future state obviously but people have multiple clouds will have relationships with multiple clouds no one's gonna have one Klaus not a winner-take-all game winner take most but you're gonna have multiple clouds what does multi-cloud mean to you guys in your architecture because is that moving workloads in real time based upon spot pricing indexes or is that just co-locating on clouds and saying I got this SAP on that cloud that app on that cloud control plane did these are architectural questions it's the thing hell is multi cloud so these are today and then there is a tomorrow and then there is a long future state right so let's take today let's check IBM we're on Salesforce we're on service now we're on workday we're on SuccessFactors well all these are different clouds we run our own public cloud we run our own private cloud and we have traditional data center and we might have some of the other clouds also through apps that we bought that we don't even know okay so let's just toss I think every one of our clients is like this so multi cloud is here today I begin with that first simple statement and I need to connect the data and it comes connect when things go away the next step I think people nobody's gonna have only one even public cloud I think the big public clouds most people are gonna have to if not more that's today and tomorrow your channel partners have clouds by the way your global s lies all have clouds there's a cloud for crying out loud right so then you go into the aspirational state and that may be the one he said where people do spot pricing but even if I stay back from spot pricing and completely dynamic and of worrying about network and I'm worrying about video reach I just back up on to but I may decide it I have this app I run it on private well but I don't have all the infrastructures I want to bust it today and I've very robust it to I got to decide which public and how do I go there and that's a problem of today and we're doing that and that is why I think multi-cloud is here now not some pointed problem the problem statement there is latency managing you know service level agreements between clouds and so on and so forth governance where does my data go because there may be regulate regulate through reasons to decide where the data can flow and all the great point about the cloud I never thought about that way it's a good good illustration I would also say that I see the same argument of database world not everyone has db2 that everyone has Oracle number one has databases are everywhere you have databases part of IOT devices now so like no one makes a decision on the database similar was proud you're seeing a similar dynamic it's the glue layer that to me interest me as you how do you bring them together so holistically looking at the 20 mile stare in the future what is the integration strategy long term if you look at a distributed system or an operating system there has to be an architectural guiding principle for absolute integration you know well that's 30 years now in the making so we can say networking everybody had their own networking standards and the let's say the 80s though it probably goes back to the 70s right yeah an SN a tcp/ip you had NetBIOS TechNet deck that go on and on and in the end is tcp/ip that one out as the glue others by the way survived but in pockets and then tcp/ip was the glue then you can fast forward 15 years beyond that an HTTP became the glue we call that the internet then you can fast forward you can say now how to make applications portable and I would turn around and tell you that containers on linux with kubernetes as orchestration is that glue layer now in order to make it so just like in tcp/ip it wasn't enough to say tcp/ip you needed routing tables you needed DNS you needed name repositories you needed all those things similarly you need all those here I've called those catalogs and automation so that's the glue layer that makes all of this work this is important I love this conversation because I've been ranting on this in the queue for years you're nailed it a new stack is development DNS this is olden Internet infrastructure cloud infrastructure at the global scale is seeing things like Network effect okay we see blockchain in token economics like databases multiple database on structured data a new plethora of new things are happening that are building on top of say HTTP correct and this is the new opportunity this is the new the new platform which is emerging and it's going to enable businesses to operate you said at scale to be very digital to be very nimble application life cycles are not always going to be months they're gonna come down to days and this is what gets enabled so I want you to give your opinion personal or IBM or whatever perspective because I think you nailed the glue layer on cue and a stalker and these this new glue layer that and you made reference system things like HTTP and TCP which changed the industry landscape wealth creation new up new new brands emerged companies we've never heard of emerged out of this and we're all using them today we expect a new set of brands are gonna emerge new technologies and emerge in your expert opinion how gigantic is this swarm of new innovation gonna be just because you've seen many ways before in your view your mind's eye what are you expecting wouldn't share your your insight into how big of a shift and wave is this is going to be and add some color to that I think that if I take a take a shorter and then a longer term view in the short term I think that we said that this is on the order of 100 billion dollars that's not just our estimate I think even Gartner estimated about the same number that'll be the amount of opportunity for new technologies in what we've been describing and that is I think short term if I go longer term I think as much as 1/2 but at least 1/4 of the complete ID market is going to shift onto these technologies so then the winners are those that make the shift and then bye-bye clusion the losers of those who don't make this shift faster Afghan and stop the market moves that's that's he was interesting we used to like look at certain segments going back years oh this companies reap platform Ising we platforming they're their operative lift and shift and all this stuff what you're talking about here is so game-changing because the industries Reap lat forming that's a company that's it's an industry that's right any and I think the the the Internet era of 1995 to put that point it's perhaps the easiest analogy to what is happening not the not the emergence of cloud not the emergence of all that I think that was small steps what we're talking about now is back to the 1995 statement every vertical is upgrading their stack across the board from e-commerce to whatever that's right it's completely modernizing correct around cloud what we call digital transformation in a sense yes what not a big fan of the word but I lied I understand what you mean great insight our thanks for coming on the Kuban Sharon because we even get to some of the other good stuff but IBM and Red Hat doing some great stuff obviously foundational I mean Red Hat Tier one first-class citizen in every single enterprise and software environment you know now saw open source runs the world you guys you guys are no stranger to Linux being the first billion dollar investment going back so you guys have a heritage there so congratulations on the relationships that go around about ninety nine nine yeah and and I love the strategy hybrid cloud here at IBM and right at this the cube bring you all the action here in San Francisco I'm John for John Troy you're more live covers stay with us here in the cube Willie right back