>>we'll go back to the cubes. Coverage of the age of US Executive Summit at Davis. Reinvent made possible by Accenture My name is Dave Volunteer. We're gonna talk about the arm nation advantage, embraced the future of productivity, improve speed quality and customer experience through artificial intelligence. And we herewith Bhaskar goes, Who's the chief strategy Officer X censure in Rajendra RP Prasad is the senior managing director in Global Automation. The Accenture guys walk into the Cube. Get to seal. >>Thank you. >>Hey, congratulations on the new book. I know it's like giving birth, but it's a mini version. If the well, the automation advantage embraced a future of productivity, improve speed, quality and customer experience to artificial intelligence. What inspired you to write this book? Can you tell us a little bit more about it and how businesses are going to be able to take advantage of the information that's in there? Maybe you could start, >>so I think you know, if we say that what inspired as primarily the two things really style, you know, over inspired have to start this project in first of all is the technology change step change in the technology. Second is the mile maturity of the buyer maturity of the market when it's a little more, you know, when I talk about the technology change, automation is nothing new in the industry. In the starting from the Industrial Revolution, always, industry adopted the automation. But last few years would happen. That there is a significant change in the technology in terms of not of new technologies are coming together like cloud data, artificial intelligence, machine learning and they are gearing match you, and that created a huge opportunity in the industry. So that is number one second if fighting the maturity of the buyer. So buyers are always buying automation, adopting the automation. So when I talked to this different by a different industrial wire, suddenly we realise they're not asking about workings automation, how that will help. But primarily they're talking about how they can scaling. They have all have done the pilot, the prototype, how they can take the full advantage in their enterprise through scheme and talking to few client few of our clients, and he realised that it's best to write this boat and film all our clients to take advantage of this new technologies to skill up their business. If I give a little more than inside that one, exactly we are trying to do in this boat primarily, we dealt with three things. One is the individual automation which deals with the human efficiency. Second is the industrial automation who visited a group efficiency. And third is the intelligent automation. We deal city business, official efficiency while business value. So we believe that this is what will really change their business and help our client help the automation. It users to really make clear an impact in their business. >>Yeah, And so you talked about that? The maturity of the customer. And and I like the way you should describe that spectrum ending with intelligent automation. So the point is you not just paving the cow path, if you will, automating processes that maybe were invented decades ago. You're really trying to rethink the best approach. And that's where you going to get the most business value, our peace In thinking about the maturity, I think the a pre pandemic people were maybe a little reluctant s Bhaskar was saying maybe needed some education. But But how? If things change me, obviously the penned Emmick has had a huge impact. It's accelerated things, but but what's changed in the business environment? In terms of the need to implement automation? R. P >>thank you Well, that is an excellent question. As even through the pandemic, most of the enterprises accelerated what I call as the digital transformation, technology transformation and the war all time that it takes to do. The transformation is compressed in our most land prices. Now do compress transformation. The core of it is innovation and innovation, led technology and technology based solutions. To drive this transformation automation. Artificial intelligence becomes hot of what we do while we are implementing this accelerators. Innovation enablers within the enterprises, most of the enterprises prior to the pandemic we're looking automation and I as a solution for cost efficiency. Saving cost in DePina deriving capacity efficiency does if they do the transformation when we press the fast forward but draw the transformation journey liberating automation. What happens is most of the enterprises which the focus from cost efficiency to speed to market application availability and system resiliency at the core. When I speaking to most of the sea woes Corrine Wall in the tech transformation they have now embrace automation and air as a Conan able to bribe this journeys towards, you know, growth, innovation, lead application, availability and transformation and sustainability of the applications through the are A book addresses all of these aspects, including the most important element of which is compute storeys and the enablement that it can accomplish through cloud transformation, cloud computing services and how I I and Michelle learning take log technologies can in a benefit from transformation to the block. In addition, we also heard person talk about automation in the cloud zero automation taking journey towards the cloud on automation Once you're in the clouds, water the philosophy and principles he should be following to drive the motivation. We also provide holy holistic approach to dry automation by focusing process technology that includes talent and change management and also addressing automation culture for the organisations in the way they work as they go forward. >>You mentioned a couple things computing, storage and when we look at our surveys, guys is it is interesting to see em, especially since the pandemic, four items have popped up where all the spending momentum is cloud province reasons scale and in resource and, you know, be able the report to remotely containers because a lot of people have work loads on Prem that they just can automatically move in the company, want to do development in the cloud and maybe connect to some of those on from work clothes. R P A. Which is underscores automation in, of course, and R. P. You mentioned a computing storage and, of course, the other pieces. Data's We have always data, but so my question is, how has the cloud and eight of us specifically influenced changes in automation? In a >>brilliant question and brilliant point, I say no winner. I talked to my clients. One of the things that I always says, Yeah, I I is nothing but y for the data that is the of the data. So that date of place underlying a very critical part of applying intelligence, artificial intelligence and I in the organization's right as the organisation move along their automation journey. Like you said, promoting process automation to contain a realisation to establishing data, building the data cubes and managing the massive data leveraging cloud and how Yebda please can help in a significant way to help the data stratification Dana Enablement data analysis and not data clustering classification All aspects of the what we need to do within the between the data space that helps for the Lord scale automation effort, the cloud and and ablest place a significant role to help accelerate and enable the data part. Once you do that, building mission learning models on the top of it liberating containers clusters develops techniques to drive, you know the principles on the top of it is very makes it easier to drive that on foster enablement advancement through cloud technologists. Alternatively, using automation itself to come enable the cloud transformation data transformation data migration aspects to manage the complexity, speed and scale is very important. The book stresses the very importance of fuelling the motion of the entire organisation to agility, embracing new development methods like automation in the cloud develops Davis a cop's and the importance of oral cloud adoptions that bills the foundational elements of, you know, making sure you're automation and air capabilities are established in a way that it is scalable and sustainable within the organisations as they move forward, >>Right? Thank you for that r p vast crime want to come back to this notion of maturity and and just quite automation. So Andy Jossy made the phrase undifferentiated, heavy lifting popular. But that was largely last decade. Apply to it. And now we're talking about deeper business integration. And so you know, automation certainly is solves the problem of Okay, I can take Monday and cast like provisioning storage in compute and automate that great. But what is some of the business problems, that deeper business integration that we're solving through things? And I want to use the phrase they used earlier intelligent automation? What is that? Can you give an example? >>Let's a very good question as we said, that the automation is a journey, you know, if we talk to any blind, so everybody wants to use data and artificial intelligence to transform their business, so that is very simple. But the point is that you cannot reach their anti unless you follow the steps. So in our book, we have explained that the process that means you know, we defined in a five steps. We said that everybody has to follow the foundation, which is primarily tools driven optimise, which is process drivel. An official see improvement, which is primarily are driven. Then comes predictive capability, the organisation, which is data driven, and then intelligence, which is primarily artificial intelligence driven. Now, when I talked about the use of artificial intelligence and this new intelligent in the business, what the what I mean is basically improved decision making in every level in the organisation and give the example. We have given multiple example in this, both in a very simple example, if I take suppose, a financial secretary organisation, they're selling wealth management product to the client, so they have a number of management product, and they have number of their number of clients a different profile. But now what is happening? This artificial intelligence is helping their agents to target the night product for the night customers. So then, at the success rate is very high. So that is a change that is a change in the way they do business. Now some of the platform companies like Amazon on Netflix. He will see that this this killed is a very native skill for them. They used the artificial intelligence try to use everywhere, but there a lot of other companies who are trying to adopt this killed today. Their fundamental problem is they do not have the right data. They do not have the capability. They do not have all the processes so that they can inject the decision making artificial intelligence capability in every decision making to empower their workforce. And that is what we have written in this book. To provide the guidance to this in this book. How they can use the better business decision improved the create, the more business value using artificial intelligence and intelligent automation. >>Interesting. Bhaskar are gonna stay with you, you know, in their book in the middle of last decade, Erik Brynjolfsson and Andy McAfee wrote the second Machine Age, and they made a point in the book that machines have always replaced humans in instead of various tasks. But for the first time ever, we're seeing machines replacing human in cognitive task that scares a lot of people so hardy you inspire employees to embrace the change that automation can bring. What what are you seeing is the best ways to do that? >>This is a very good question. The intelligent automation implementation is not, Iet Project is primarily change management. It's primarily change in the culture, the people in the organisation into embrace this change and how they will get empowered with the machine. It is not about the replacing people by machine, which has happened historically into the earlier stages of automation, which I explained. But in this intelligent automation, it is basically empowering people to do the better. Dwelled the example. That is the thing we have written in the book about about a newspaper, 100 years old newspaper in Italy. And you know, this industry has gone through multiple automation and changes black and white printing, printing to digital. Everything happened. And now what is happening? They're using artificial intelligence, so they're writers are using those technologies to write faster. So when they are writing immediately, they're getting supported with the later they're supporting with the related article they are supporting with this script, even they're supported to the heading of this article. So the question is that it is not replacing the news, you know, the content writer, but is basically empowering them so that they can produce the better quality of product they can, better writing in a faster time. So is very different approach and that is why is, um, needs a change management and it's a cultural change. >>Garden R P What's it for me? Why should we read the automation advantage? Maybe you can talk about some of the key takeaways and, you know, maybe the best places to start on an automation journey. >>Very will cut the fastest MP, Newer automation journey and Claude Adoption Journey is to start simple and start right if you know what's have free one of the process, Guru says, If you don't know where you are on a map, a map won't help you, so to start right, a company needs to know where they are on a map today, identify the right focus areas, create a clear roadmap and then move forward with the structured approach for successful our option. The other important element is if you automate an inefficient process, we are going to make your inefficiency run more efficiently. So it is very important to baseline, and then I established the baseline and know very or on the journey map. This is one of the key teams we discuss in the Automation Advantis book, with principles and tips and real world examples on how to approach each of these stages. We also stress the importance of building the right architecture is for intelligent automation, cloud enablement, security at the core of automation and the platform centric approach. Leading enterprises can fade out adopters and Iraq, whether they are in the early stages of the automation, journey or surrender advanced stage the formation journey. They can look at the automation advantage book and build and take the best practises and and what is provided as a practical tips within the book to drive there. Automation journey. This also includes importance of having right partners in the cloud space, like a loveliest who can accelerate automation, journey and making sure accompanies cloud migration. Strategy includes automation, automation, lead, yea and data as part of their journey. Management. >>That's great. Good advice there. Bring us home. Maybe you can wrap it up with the final final world. >>So, lefty, keep it very simple. This book will help you to create difference in your business with the power of automation and artificial intelligence. >>That's a simple message and will governor what industry you're in? There is a disruptions scenario for your industry and that disruption scenarios going to involve automation, so you better get ahead of editor game. They're The book is available, of course, at amazon dot com. You can get more information. X censure dot com slash automation advantage. Gosh, thanks so much for coming in the Cube. Really appreciate your time. >>Thank you. Thank >>you. >>Eh? Thank you for watching this episode of the eight of US Executive Summit of reinvent made possible by Accenture. Keep it right there for more discussions that educating spy inspire You're watching the queue.

>> Announcer: From Boston Massachusetts it's theCUBE, covering Red Hat Summit 2017. Brought to you by Red Hat. (techno music theme) >> Welcome back to theCUBE's coverage of the Red Hat Summit. I'm Rebecca Knight, your host, with my co-host here, Stu Miniman. We are joined by Mike Ferris. He is Vice President Business Architecture at Red Hat. Thanks so much for joining us. >> You're welcome, glad to be here. >> I want to start out by talking about the Amazon announcement. We already had Jim Whitehurst on the program. He told us about the auspicious business meeting he had in Seattle, big breakfast meeting. >> Yep. >> You're a big player in how this is going to actually work in practice. Can you tell us a little bit more about it? >> Sure, so it's really exciting for us in that what we have done with Amazon is jointly delivered the power of the public cloud to hybrid and private clouds through OpenShift. A lot of what we've been talking with customers over the past several decades now, has actually been about, you know, how do you take enterprise software and make open source applicable to it? How do you really evolve your infrastructure and technologies in that context? With the emergence of the public cloud, specifically Amazon, starting in 2007, 2008, customers started taking the same technologies and using them on Amazon and we certainly grew into that model and really helped grow that evolution of customers to move to the public clouds. But what's been happening in the past couple of years, is customers have been asking, now that they're looking at things like Red Hat OpenStack, starting to look at alternative deployments and even emerging into the application platforms and container platforms, how can they take a lot of the power that specifically Amazon has been developing in the public cloud side and deliver it to those applications regardless of where they run? And so, between Jim's meeting, certainly with Andy Jassy, and then sitting down and talking about what types of evolution could we help grow, for application developers in the on-premise and hybrid environments, it really came out that the full suite of application services that Amazon has produced really provided a good stronghold for us to be able to say to the customers if we could provide those to you on-premise and give you the ability to scale and use innovative solutions from AWS, without having to worry about different interfaces, different relationships, and actually come to Red Hat and say OpenShift is the center for your application and container platforms. We thought it was an excellent example of saying we could take what Amazon's doing, deliver it inside OpenShift to those customers. >> This is a big, a really big revolutionary change. Can you just project out for us five years from now where will we be in terms of OpenShift and in terms of this partnership. >> A big piece of this is actually going back to the early promises of Java, and other polyglot platforms saying if you write an application it can run anywhere. Well now what's happening is that's starting to come true, in that with the emergence of hybrid and this concept of on and off premise. You did have the concept that you could take an application and move it. You could move it from one place to the other. Now, in having applications written to container platforms like OpenShift and having used services that may be local or may be remote, in a very consistent way, we are able to take those applications and use them everywhere. So we do see this in the next several years enabling customers and applications to be much more mobile. Leveraging resources where they're best run. It'd be able to take the platforms and have customers really grow the innovative solutions on-premise in the same way they've been able to do in the public clouds like AWS over the past several years. >> Mike, can you walk us through what the rollout of this is going to look like? When can customers get their hands on it? When is the training for all of your partners going to come? >> We're early in the phases now, with AWS, and you saw a demo today. We had an excellent demo with Amazon and Red Hat on stage showing the integration. You'll see early versions of it in the next couple of months and then customers will certainly be able to include that in their applications as we're deploying OpenShift. Likewise, in the fall or a little bit later than that. So, over the coming year you'll see this happen in the market. >> Andy Jossy in the video talked that there's, you know, thousands of Amazon services. How do we understand what's, you know, it's great to say great I can get Amazon in a small deployment but the devil's in the details and how's the networking work between my on-premises stuff and the public cloud. Can you help us unpack? And how do we look at this? >> The beauty of this is, you as a developer, maybe you've become familiar with AWS services, RDS, Route 53 et cetera. It's the same services delivered through OpenShift. So your experience and understanding, everything you've learned from Amazon, maybe doing some tests within the public cloud, or deploying other applications in the public cloud is going to look exactly the same on-premise and in the hybrid environment with OpenShift itself. So all the trainings and all the learnings that you've gone through will apply directly as well. As you start to deploy and build and deploy applications, the beauty of this, as I said, is you're going to be able to take them and use them on-premise or in the public cloud without any changes. And again, through that interface, where OpenShift will provide you the configuration, the ability to deploy and manage, for example, an RDS database, and have that be visible within your application in a very consistent way, even if you take it from one instance of OpenShift and move it to another. You can take the application and move it up into Amazon itself on OpenShift and it will run exactly the same. >> How should customers think about how they're going to be paying for this kind of thing? I think they understand that one of the things that Red Hat has done a great job is I want to start doing containers. I want to start doing OpenShift. You guys have streamlined a lot of those, you know, how the financial interactions work. You guys are, you know, subscription model as to how you do things. How do I look at this, whether I'm doing it in the public cloud, I'm doing it on-premises. How am I going to be able to compare those two. >> So, we're not announcing anything different in that model today. One of my core responsibilities for Red Hat is business architecture which really means what are the models that customers are adopting in the market? How can Red Hat respond to those and start to grow what's happening? What we've started with, with AWS here, is really a technical integration, and a services integration. Such that we will be able to help customers when they come to us with a question on their OpenShift deployment. Let's say they are using RDS, and they want to understand am I deploying it properly, is it being integrated? We will have knowledge about that, but they're still going to go directly to Amazon for their financial transaction. So buy the services from who you're actually acquiring them from, but use them together wherever you deploy them. That's really the crux of this. As we evolve, certainly we're open to looking at alternative business models. If customers start to say, well I want to acquire this everything from Red Hat or everything from Amazon it certainly would be an option but we're not yet there. >> In thinking about business models this has been a recurring question, because Red Hat's success appears to be a one off in the open source world. Why is the open source business model so challenging? As you said selling free is hard, but you're a 17 year veteran of this company. What's your perspective? >> So, multiple areas, right. One of the core ones that I always speak to customers and partners alike about is that we are very very well, internally we understand very well the difference between a product and a project. So when we go into a technology we always make sure that it's open source, whether we're acquiring a company, whether starting a project, or joining, like we did with OpenStack, a significant existing project. But that is a technical investment, it's something that we want to make sure that we have significant, not just ownership of in the community, but individuals inside the company that are involved, invested and maintainers of projects. But then, likewise, when we look at how we're going to service customers we think about long term life cycles, we think about how can we maintain our support models, our financial models, everything across that and that's what really helps turn it into a product for them, and for us specifically, and so this differentiation in talking about technology versus the business is very important to us. It does mean that we have to make some very explicit promises to customers and stick to those. Things like saying to the market, we will support our products for 10 year life cycles. Means that we have to be very rigorous with the testing, very rigorous on the updates, making sure that over that 10 years we can service the customers the way that we started to, but all from that same open source project. So it's really the purity of giving back to the community, staying involved in the community, but then also focused on the customer needs and the value that our enterprise businesses want to pay us for. >> Mike, in the keynote one of the statistics that Red Hat shared was that 59% of your customers have a multi-cloud environment. Can you share with us how your team, how you're helping customers think about that architecture, be a little bit more strategic. Our viewpoint is most customers, you know, are a lot multi-cloud because they've been very tactical, and very much done in application by application where things fit. Haven't necessarily, like they have forever with IT, had a grand strategy that pulls it all together. It's kind of like, oh I need this and therefore that did, or pricing was good. How are you helping customers with both advice and with architecture. >> It's not something that we use a lot now, but in the early days of Red Hat the word 'choice' was really a core part of vocabulary. So giving back to the community let our customers be able to say, alright, I always know that what Red Hat's doing is in the open source community and I can always do it on my own if I choose. What choice means now is being able to say back to them, well, regardless of where you're running these technologies and, for ones that you are paying Red Hat for, that you're buying subscriptions from us, we will make sure that they perform efficiently, that they have the appropriate security mechanisms in place and they work the same way across all the platforms that you deploy, and that includes things such as pricing models and business models, because we certainly don't want to introduce arbitrage, make it confusing for customers to acquire >> Rebecca: Choice overload. >> Yeah, and so in the end what we're really trying to do is make sure that when a customer goes out and deploys a technology from us they can use it wherever they want, that they can get support for what they want, and that their paying a fair price across all of those. And so when we talk about multi-cloud we're very careful about making sure that that technology works everywhere. So whether it's this integration with AWS on the services with OpenShift, or whether it's just Red Hat Enterprise Linux performing very efficiently and securely across every public cloud in the world, we're making sure that we have those hooks in place everywhere. >> When we're thinking about the cloud industry and the future and where it's going I know that you are a technology evangelist, you, yourself have 50 patents. What is, what do you see the future holding? What will we be talking about at the Red Hat Summit 2020 and 2025? >> One of my big motivations, and the company's motivations, is to continue to make technology easily consumable. You see this has already happened in the public clouds, with Amazon being able to give people credit card transactions, and start up a server literally in minutes where it used to take weeks or months for procurement. As people do this, as microservices start to emerge more, as security becomes a larger context for what they have to do in their environment to make sure that they're operating securely, our objective is to make sure that regardless of the platform we're producing, regardless of the underlying technology that we make it easy for them to be able to build and deploy and manage those environments everywhere. What that may turn into, and the hope certainly is that, you know, technology gets out of the way over time and customers, application developers can really focus on the innovation that ties back to their business, rather than which project are they using from the community or which proprietary product have they purchased. It really becomes about the businesses that they're in, rather than technology. >> You talked about security being number one in the minds of customers, also privacy. We also hear that US customers, just individuals, aren't as concerned about privacy and security as perhaps they should be. Do you see that following and just into the consumer group? Will the consumers take the lead of corporations? >> When we talk about our enterprise customers certainly security is a big piece of it, and if you look back when we started Red Hat Enterprise Linux a primary piece of that was making sure that we always had immediate response to security issues with our products in the market. That has continued as we've grown the portfolio to be the broad stack of solutions that we have today. What's happening now, and especially with this move toward containers, is all the value that we built into that security mechanism into Red Hat Enterprise Linux now starts to apply to the container environment. And I think we've said this a couple of times already, you know, containers are Linux and Linux is containers. You start to stretch that out some and that means that security is just as important, it's actually more important in an containerized application role than it was just in Linux. So this value of being able to say to a customer security's important, we've helped answer that question for Red Hat Enterprise Linux, and the other products that we've produced. Now we're able to answer that as you move into the microservices world, as you start to have applications you're developing, or other applications from ISDs that are containerized on Red Hat hosts and Red Hat containerized environments. Security's already part of that so it really becomes, you know, handed to the users for the end result. >> Mike, you've been with Red Hat for many years and we've heard culture at the core of what's doing, the question I have for you is we see just the rapid pace of change even more. How does a company like Red Hat keep up with this increasing pace. I think about what, how long it took Red Hat Enterprise Linux to get adoption and rollout and things like that versus, you know, OpenShift which was way more recent and is coming much faster and there's just that increased pace of change. What do you see that's changed, and what's the same at Red Hat for you? >> So, sameness really goes back to our commitments to community, commitments to value, and, you know, I've been here, again, 17 years and I will say that every individual in the company I trust. And that trust, the fact that the ethical nature of the way we operate, the executive leadership of the company, certainly helps me maintain that sameness across the, now approaching, decades that I've been in the company. How we keep up with the rapid pace of change, you know, that's always a challenge but everyone in the company continues to look forward to how do we help mature the value that Red Hat provides and how do we make sure we maintain our completeness and integration with the open source communities. So it's the community that's driving us, from a technology view, and the customers as well in that context but we want to make sure that we put back that and we continue to invest in the core DNA that really made Red Hat Linux, even before Red Hat Enterprise Linux successful when it started. >> Mike, thanks so much for joining us, we really appreciate it. >> Thank you. >> I'm Rebecca Knight, with Stu Miniman. We will return with more of theCube's coverage of the Red Hat Summit. (techno music theme)