(gentle music) >> Okay, welcome back to Supercloud 2, live here in Palo Alto, California for our live stage performance. Supercloud 2 is our second Supercloud event. We're going to get these out as fast as we can every couple months. It's our second one, you'll see two and three this year. I'm John Furrier, my co-host, Dave Vellante. A panel here to break down the Supercloud momentum, the wave, and the developer impact that we bringing back Vittorio Viarengo, who's a VP for Cross-Cloud Services at VMware. Sarbjeet Johal, industry influencer and Analyst at StackPayne, his company, Cube alumni and Influencer. Sarbjeet, great to see you. Vittorio, thanks for coming back. >> Nice to be here. >> My pleasure. >> Vittorio, you just gave a keynote where we unpacked the cross-cloud services, what VMware is doing, how you guys see it, not just from VMware's perspective, but VMware looking out broadly at the industry and developers came up and you were like, "Developers, developer, developers", kind of a goof on the Steve Ballmer famous meme that everyone's seen. This is a huge star, sorry, I mean a big piece of it. The developers are the canary in the coal mines. They're the ones who are being asked to code the digital transformation, which is fully business transformation and with the market the way it is right now in terms of the accelerated technology, every enterprise grade business model's changing. The technology is evolving, the builders are kind of, they want go faster. I'm saying they're stuck in a way, but that's my opinion, but there's a lot of growth. >> Yeah. >> The impact, they got to get released up and let it go. Those developers need to accelerate faster. It's been a big part of productivity, and the conversations we've had. So developer impact is huge in Supercloud. What's your, what do you guys think about this? We'll start with you, Sarbjeet. >> Yeah, actually, developers are the masons of the digital empires I call 'em, right? They lay every brick and build all these big empires. On the left side of the SDLC, or the, you know, when you look at the system operations, developer is number one cost from economic side of things, and from technology side of things, they are tech hungry people. They are developers for that reason because developer nights are long, hours are long, they forget about when to eat, you know, like, I've been a developer, I still code. So you want to keep them happy, you want to hug your developers. We always say that, right? Vittorio said that right earlier. The key is to, in this context, in the Supercloud context, is that developers don't mind mucking around with platforms or APIs or new languages, but they hate the infrastructure part. That's a fact. They don't want to muck around with servers. It's friction for them, it is like they don't want to muck around even with the VMs. So they want the programmability to the nth degree. They want to automate everything, so that's how they think and cloud is the programmable infrastructure, industrialization of infrastructure in many ways. So they are happy with where we are going, and we need more abstraction layers for some developers. By the way, I have this sort of thinking frame for last year or so, not all developers are same, right? So if you are a developer at an ISV, you behave differently. If you are a developer at a typical enterprise, you behave differently or you are forced to behave differently because you're not writing software.- >> Well, developers, developers have changed, I mean, Vittorio, you and I were talking earlier on the keynote, and this is kind of the key point is what is a developer these days? If everything is software enabled, I mean, even hardware interviews we do with Nvidia, and Amazon and other people building silicon, they all say the same thing, "It's software on a chip." So you're seeing the role of software up and down the stack and the role of the stack is changing. The old days of full stack developer, what does that even mean? I mean, the cloud is a half a stack kind of right there. So, you know, developers are certainly more agile, but cloud native, I mean VMware is epitome of operations, IT operations, and the Tan Zoo initiative, you guys started, you went after the developers to look at them, and ask them questions, "What do you need?", "How do you transform the Ops from virtualization?" Again, back to your point, so this hardware abstraction, what is software, what is cloud native? It's kind of messy equation these days. How do you guys grokel with that? >> I would argue that developers don't want the Supercloud. I dropped that up there, so, >> Dave: Why not? >> Because developers, they, once they get comfortable in AWS or Google, because they're doing some AI stuff, which is, you know, very trendy right now, or they are in IBM, any of the IPA scaler, professional developers, system developers, they love that stuff, right? Yeah, they don't, the infrastructure gets in the way, but they're just, the problem is, and I think the Supercloud should be driven by the operators because as we discussed, the operators have been left behind because they're busy with day-to-day jobs, and in most cases IT is centralized, developers are in the business units. >> John: Yeah. >> Right? So they get the mandate from the top, say, "Our bank, they're competing against". They gave teenagers or like young people the ability to do all these new things online, and Venmo and all this integration, where are we? "Oh yeah, we can do it", and then build it, and then deploy it, "Okay, we caught up." but now the operators are back in the private cloud trying to keep the backend system running and so I think the Supercloud is needed for the primarily, initially, for the operators to get in front of the developers, fit in the workflow, but lay the foundation so it is secure.- >> So, so I love this thinking because I love the rift, because the rift points to what is the target audience for the value proposition and if you're a developer, Supercloud enables you so you shouldn't have to deal with Supercloud. >> Exactly. >> What you're saying is get the operating environment or operating system done properly, whether it's architecture, building the platform, this comes back to architecture platform conversations. What is the future platform? Is it a vendor supplied or is it customer created platform? >> Dave: So developers want best to breed, is what you just said. >> Vittorio: Yeah. >> Right and operators, they, 'cause developers don't want to deal with governance, they don't want to deal with security, >> No. >> They don't want to deal with spinning up infrastructure. That's the role of the operator, but that's where Supercloud enables, to John's point, the developer, so to your question, is it a platform where the platform vendor is responsible for the architecture, or there is it an architectural standard that spans multiple clouds that has to emerge? Based on what you just presented earlier, Vittorio, you are the determinant of the architecture. It's got to be open, but you guys determine that, whereas the nirvana is, "Oh no, it's all open, and it just kind of works." >> Yeah, so first of all, let's all level set on one thing. You cannot tell developers what to do. >> Dave: Right, great >> At least great developers, right? Cannot tell them what to do. >> Dave: So that's what, that's the way I want to sort of, >> You can tell 'em what's possible. >> There's a bottle on that >> If you tell 'em what's possible, they'll test it, they'll look at it, but if you try to jam it down their throat, >> Yeah. >> Dave: You can't tell 'em how to do it, just like your point >> Let me answer your answer the question. >> Yeah, yeah. >> So I think we need to build an architect, help them build an architecture, but it cannot be proprietary, has to be built on what works in the cloud and so what works in the cloud today is Kubernetes, is you know, number of different open source project that you need to enable and then provide, use this, but when I first got exposed to Kubernetes, I said, "Hallelujah!" We had a runtime that works the same everywhere only to realize there are 12 different distributions. So that's where we come in, right? And other vendors come in to say, "Hey, no, we can make them all look the same. So you still use Kubernetes, but we give you a place to build, to set those operation policy once so that you don't create friction for the developers because that's the last thing you want to do." >> Yeah, actually, coming back to the same point, not all developers are same, right? So if you're ISV developer, you want to go to the lowest sort of level of the infrastructure and you want to shave off the milliseconds from to get that performance, right? If you're working at AWS, you are doing that. If you're working at scale at Facebook, you're doing that. At Twitter, you're doing that, but when you go to DMV and Kansas City, you're not doing that, right? So your developers are different in nature. They are given certain parameters to work with, certain sort of constraints on the budget side. They are educated at a different level as well. Like they don't go to that end of the degree of sort of automation, if you will. So you cannot have the broad stroking of developers. We are talking about a citizen developer these days. That's a extreme low, >> You mean Low-Code. >> Yeah, Low-Code, No-code, yeah, on the extreme side. On one side, that's citizen developers. On the left side is the professional developers, when you say developers, your mind goes to the professional developers, like the hardcore developers, they love the flexibility, you know, >> John: Well app, developers too, I mean. >> App developers, yeah. >> You're right a lot of, >> Sarbjeet: Infrastructure platform developers, app developers, yes. >> But there are a lot of customers, its a spectrum, you're saying. >> Yes, it's a spectrum >> There's a lot of customers don't want deal with that muck. >> Yeah. >> You know, like you said, AWS, Twitter, the sophisticated developers do, but there's a whole suite of developers out there >> Yeah >> That just want tools that are abstracted. >> Within a company, within a company. Like how I see the Supercloud is there shouldn't be anything which blocks the developers, like their view of the world, of the future. Like if you're blocked as a developer, like something comes in front of you, you are not developer anymore, believe me, (John laughing) so you'll go somewhere else >> John: First of all, I'm, >> You'll leave the company by the way. >> Dave: Yeah, you got to quit >> Yeah, you will quit, you will go where the action is, where there's no sort of blockage there. So like if you put in front of them like a huge amount of a distraction, they don't like it, so they don't, >> Well, the idea of a developer, >> Coming back to that >> Let's get into 'cause you mentioned platform. Get year in the term platform engineering now. >> Yeah. >> Platform developer. You know, I remember back in, and I think there's still a term used today, but when I graduated my computer science degree, we were called "Software engineers," right? Do people use that term "Software engineering", or is it "Software development", or they the same, are they different? >> Well, >> I think there's a, >> So, who's engineering what? Are they engineering or are they developing? Or both? Well, I think it the, you made a great point. There is a factor of, I had the, I was blessed to work with Adam Bosworth, that is the guy that created some of the abstraction layer, like Visual Basic and Microsoft Access and he had so, he made his whole career thinking about this layer, and he always talk about the professional developers, the developers that, you know, give him a user manual, maybe just go at the APIs, he'll build anything, right, from system engine, go down there, and then through obstruction, you get the more the procedural logic type of engineers, the people that used to be able to write procedural logic and visual basic and so on and so forth. I think those developers right now are a little cut out of the picture. There's some No-code, Low-Code environment that are maybe gain some traction, I caught up with Adam Bosworth two weeks ago in New York and I asked him "What's happening to this higher level developers?" and you know what he is told me, and he is always a little bit out there, so I'm going to use his thought process here. He says, "ChapGPT", I mean, they will get to a point where this high level procedural logic will be written by, >> John: Computers. >> Computers, and so we may not need as many at the high level, but we still need the engineers down there. The point is the operation needs to get in front of them >> But, wait, wait, you seen the ChatGPT meme, I dunno if it's a Dilbert thing where it's like, "Time to tic" >> Yeah, yeah, yeah, I did that >> "Time to develop the code >> Five minutes, time to decode", you know, to debug the codes like five hours. So you know, the whole equation >> Well, this ChatGPT is a hot wave, everyone's been talking about it because I think it illustrates something that's NextGen, feels NextGen, and it's just getting started so it's going to get better. I mean people are throwing stones at it, but I think it's amazing. It's the equivalent of me seeing the browser for the first time, you know, like, "Wow, this is really compelling." This is game-changing, it's not just keyword chat bots. It's like this is real, this is next level, and I think the Supercloud wave that people are getting behind points to that and I think the question of Ops and Dev comes up because I think if you limit the infrastructure opportunity for a developer, I think they're going to be handicapped. I mean that's a general, my opinion, the thesis is you give more aperture to developers, more choice, more capabilities, more good things could happen, policy, and that's why you're seeing the convergence of networking people, virtualization talent, operational talent, get into the conversation because I think it's an infrastructure engineering opportunity. I think this is a seminal moment in a new stack that's emerging from an infrastructure, software virtualization, low-code, no-code layer that will be completely programmable by things like the next Chat GPT or something different, but yet still the mechanics and the plumbing will still need engineering. >> Sarbjeet: Oh yeah. >> So there's still going to be more stuff coming on. >> Yeah, we have, with the cloud, we have made the infrastructure programmable and you give the programmability to the programmer, they will be very creative with that and so we are being very creative with our infrastructure now and on top of that, we are being very creative with the silicone now, right? So we talk about that. That's part of it, by the way. So you write the code to the particle's silicone now, and on the flip side, the silicone is built for certain use cases for AI Inference and all that. >> You saw this at CES? >> Yeah, I saw at CES, the scenario is this, the Bosch, I spoke to Bosch, I spoke to John Deere, I spoke to AWS guys, >> Yeah. >> They were showcasing their technology there and I was spoke to Azure guys as well. So the Bosch is a good example. So they are building, they are right now using AWS. I have that interview on camera, I will put it some sometime later on there online. So they're using AWS on the back end now, but Bosch is the number one, number one or number two depending on what day it is of the year, supplier of the componentry to the auto industry, and they are creating a platform for our auto industry, so is Qualcomm actually by the way, with the Snapdragon. So they told me that customers, their customers, BMW, Audi, all the manufacturers, they demand the diversity of the backend. Like they don't want all, they, all of them don't want to go to AWS. So they want the choice on the backend. So whatever they cook in the middle has to work, they have to sprinkle the data for the data sovereign side because they have Chinese car makers as well, and for, you know, for other reasons, competitive reasons and like use. >> People don't go to, aw, people don't go to AWS either for political reasons or like competitive reasons or specific use cases, but for the most part, generally, I haven't met anyone who hasn't gone first choice with either, but that's me personally. >> No, but they're building. >> Point is the developer wants choice at the back end is what I'm hearing, but then finish that thought. >> Their developers want the choice, they want the choice on the back end, number one, because the customers are asking for, in this case, the customers are asking for it, right? But the customers requirements actually drive, their economics drives that decision making, right? So in the middle they have to, they're forced to cook up some solution which is vendor neutral on the backend or multicloud in nature. So >> Yeah, >> Every >> I mean I think that's nirvana. I don't think, I personally don't see that happening right now. I mean, I don't see the parody with clouds. So I think that's a challenge. I mean, >> Yeah, true. >> I mean the fact of the matter is if the development teams get fragmented, we had this chat with Kit Colbert last time, I think he's going to come on and I think he's going to talk about his keynote in a few, in an hour or so, development teams is this, the cloud is heterogenous, which is great. It's complex, which is challenging. You need skilled engineering to manage these clouds. So if you're a CIO and you go all in on AWS, it's hard. Then to then go out and say, "I want to be completely multi-vendor neutral" that's a tall order on many levels and this is the multicloud challenge, right? So, the question is, what's the strategy for me, the CIO or CISO, what do I do? I mean, to me, I would go all in on one and start getting hedges and start playing and then look at some >> Crystal clear. Crystal clear to me. >> Go ahead. >> If you're a CIO today, you have to build a platform engineering team, no question. 'Cause if we agree that we cannot tell the great developers what to do, we have to create a platform engineering team that using pieces of the Supercloud can build, and let's make this very pragmatic and give examples. First you need to be able to lay down the run time, okay? So you need a way to deploy multiple different Kubernetes environment in depending on the cloud. Okay, now we got that. The second part >> That's like table stakes. >> That are table stake, right? But now what is the advantage of having a Supercloud service to do that is that now you can put a policy in one place and it gets distributed everywhere consistently. So for example, you want to say, "If anybody in this organization across all these different buildings, all these developers don't even know, build a PCI compliant microservice, They can only talk to PCI compliant microservice." Now, I sleep tight. The developers still do that. Of course they're going to get their hands slapped if they don't encrypt some messages and say, "Oh, that should have been encrypted." So number one. The second thing I want to be able to say, "This service that this developer built over there better satisfy this SLA." So if the SLA is not satisfied, boom, I automatically spin up multiple instances to certify the SLA. Developers unencumbered, they don't even know. So this for me is like, CIO build a platform engineering team using one of the many Supercloud services that allow you to do that and lay down. >> And part of that is that the vendor behavior is such, 'cause the incentive is that they don't necessarily always work together. (John chuckling) I'll give you an example, we're going to hear today from Western Union. They're AWS shop, but they want to go to Google, they want to use some of Google's AI tools 'cause they're good and maybe they're even arguably better, but they're also a Snowflake customer and what you'll hear from them is Amazon and Snowflake are working together so that SageMaker can be integrated with Snowflake but Google said, "No, you want to use our AI tools, you got to use BigQuery." >> Yeah. >> Okay. So they say, "Ah, forget it." So if you have a platform engineering team, you can maybe solve some of that vendor friction and get competitive advantage. >> I think that the future proximity concept that I talk about is like, when you're doing one thing, you want to do another thing. Where do you go to get that thing, right? So that is very important. Like your question, John, is that your point is that AWS is ahead of the pack, which is true, right? They have the >> breadth of >> Infrastructure by a lot >> infrastructure service, right? They breadth of services, right? So, how do you, When do you bring in other cloud providers, right? So I believe that you should standardize on one cloud provider, like that's your primary, and for others, bring them in on as needed basis, in the subsection or sub portfolio of your applications or your platforms, what ever you can. >> So yeah, the Google AI example >> Yeah, I mean, >> Or the Microsoft collaboration software example. I mean there's always or the M and A. >> Yeah, but- >> You're going to get to run Windows, you can run Windows on Amazon, so. >> By the way, Supercloud doesn't mean that you cannot do that. So the perfect example is say that you're using Azure because you have a SQL server intensive workload. >> Yep >> And you're using Google for ML, great. If you are using some differentiated feature of this cloud, you'll have to go somewhere and configure this widget, but what you can abstract with the Supercloud is the lifecycle manage of the service that runs on top, right? So how does the service get deployed, right? How do you monitor performance? How do you lifecycle it? How you secure it that you can abstract and that's the value and eventually value will win. So the customers will find what is the values, obstructing in making it uniform or going deeper? >> How about identity? Like take identity for instance, you know, that's an opportunity to abstract. Whether I use Microsoft Identity or Okta, and I can abstract that. >> Yeah, and then we have APIs and standards that we can use so eventually I think where there is enough pain, the right open source will emerge to solve that problem. >> Dave: Yeah, I can use abstract things like object store, right? That's pretty simple. >> But back to the engineering question though, is that developers, developers, developers, one thing about developers psychology is if something's not right, they say, "Go get fixing. I'm not touching it until you fix it." They're very sticky about, if something's not working, they're not going to do it again, right? So you got to get it right for developers. I mean, they'll maybe tolerate something new, but is the "juice worth the squeeze" as they say, right? So you can't go to direct say, "Hey, it's, what's a work in progress? We're going to get our infrastructure together and the world's going to be great for you, but just hang tight." They're going to be like, "Get your shit together then talk to me." So I think that to me is the question. It's an Ops question, but where's that value for the developer in Supercloud where the capabilities are there, there's less friction, it's simpler, it solves the complexity problem. I don't need these high skilled labor to manage Amazon. I got services exposed. >> That's what we talked about earlier. It's like the Walmart example. They basically, they took away from the developer the need to spin up infrastructure and worry about all the governance. I mean, it's not completely there yet. So the developer could focus on what he or she wanted to do. >> But there's a big, like in our industry, there's a big sort of flaw or the contention between developers and operators. Developers want to be on the cutting edge, right? And operators want to be on the stability, you know, like we want governance. >> Yeah, totally. >> Right, so they want to control, developers are like these little bratty kids, right? And they want Legos, like they want toys, right? Some of them want toys by way. They want Legos, they want to build there and they want make a mess out of it. So you got to make sure. My number one advice in this context is that do it up your application portfolio and, or your platform portfolio if you are an ISV, right? So if you are ISV you most probably, you're building a platform these days, do it up in a way that you can say this portion of our applications and our platform will adhere to what you are saying, standardization, you know, like Kubernetes, like slam dunk, you know, it works across clouds and in your data center hybrid, you know, whole nine yards, but there is some subset on the next door systems of innovation. Everybody has, it doesn't matter if you're DMV of Kansas or you are, you know, metaverse, right? Or Meta company, right, which is Facebook, they have it, they are building something new. For that, give them some freedom to choose different things like play with non-standard things. So that is the mantra for moving forward, for any enterprise. >> Do you think developers are happy with the infrastructure now or are they wanting people to get their act together? I mean, what's your reaction, or you think. >> Developers are happy as long as they can do their stuff, which is running code. They want to write code and innovate. So to me, when Ballmer said, "Developer, develop, Developer, what he meant was, all you other people get your act together so these developers can do their thing, and to me the Supercloud is the way for IT to get there and let developer be creative and go fast. Why not, without getting in trouble. >> Okay, let's wrap up this segment with a super clip. Okay, we're going to do a sound bite that we're going to make into a short video for each of you >> All right >> On you guys summarizing why Supercloud's important, why this next wave is relevant for the practitioners, for the industry and we'll turn this into an Instagram reel, YouTube short. So we'll call it a "Super clip. >> Alright, >> Sarbjeet, you want, you want some time to think about it? You want to go first? Vittorio, you want. >> I just didn't mind. (all laughing) >> No, okay, okay. >> I'll do it again. >> Go back. No, we got a fresh one. We'll going to already got that one in the can. >> I'll go. >> Sarbjeet, you go first. >> I'll go >> What's your super clip? >> In software systems, abstraction is your friend. I always say that. Abstraction is your friend, even if you're super professional developer, abstraction is your friend. We saw from the MFC library from C++ days till today. Abstract, use abstraction. Do not try to reinvent what's already being invented. Leverage cloud, leverage the platform side of the cloud. Not just infrastructure service, but platform as a service side of the cloud as well, and Supercloud is a meta platform built on top of these infrastructure services from three or four or five cloud providers. So use that and embrace the programmability, embrace the abstraction layer. That's the key actually, and developers who are true developers or professional developers as you said, they know that. >> Awesome. Great super clip. Vittorio, another shot at the plate here for super clip. Go. >> Multicloud is awesome. There's a reason why multicloud happened, is because gave our developers the ability to innovate fast and ever before. So if you are embarking on a digital transformation journey, which I call a survival journey, if you're not innovating and transforming, you're not going to be around in business three, five years from now. You have to adopt the Supercloud so the developer can be developer and keep building great, innovating digital experiences for your customers and IT can get in front of it and not get in trouble together. >> Building those super apps with Supercloud. That was a great super clip. Vittorio, thank you for sharing. >> Thanks guys. >> Sarbjeet, thanks for coming on talking about the developer impact Supercloud 2. On our next segment, coming up right now, we're going to hear from Walmart enterprise architect, how they are building and they are continuing to innovate, to build their own Supercloud. Really informative, instructive from a practitioner doing it in real time. Be right back with Walmart here in Palo Alto. Thanks for watching. (gentle music)

>>The Cube presents UI Path Forward five. Brought to you by UI Path. >>Welcome back to The Cube's, continuous coverage with day two of UI Path forward. Five. My name is Dave Ante. I'm here with my co-host Dave Nicholson. And you are watching The Cube. It's all about the robots, the automations, the transformations and beyond. Audi Gana is here. She's group executive at Vodacom and Niva is back. She's senior director of telecommunications industry for UiPath. Ladies, welcome to the Cube. >>I thank you very much. >>So Vodacom a leading telco in in Africa across the continent. Tell us more about the company. >>The company is a traditionally telecommunications company, but our vision 2025 is first to transition from being a telco to a technology company. So you'll find that a lot of the use cases that we've actually started embarking on, combined the combination of telco and FinTech. And we've got a lot of RPA bot also supporting the FinTech platform, which is quite a major step in our strategy. >>So, you know, it's interesting Mark Andreessen's famous comment, Every company's a software company. I like to think every company's a technology company, technology driven. So what does that actually mean for you? Is it like a split brain between FinTech? Cuz it's pretty clear that FinTech is always a highly, you know, technology oriented and telecom. Are they sort of together driving a, a technology business? How does that >>Work? It's, it's a, it's a converge use of the technology to add value to the customer. So what we wanna do is to get to the point where we have converged services where the Telecommunicate, cuz at the end of the day in the African market, you'll find that there's a lot of markets that are unbanked. So you find that a cell phone is a means of communication and a a mobile platform for the users. So it's a natural progression for our company to actually play in both spaces. And I think one of the things I find quite interesting is the levels of trust that a lot of citizens have in our financial platform. In that even some of the governments are paying social grants using the platform. And so it almost becomes, without the phones a lot of people cannot function type of scenario. >>Nevas is your role a global role? >>Yes, it is a global role. >>Okay. So it's interesting cause you're I think based down under, right? I am. Is that true? Okay. Obviously spent some time in, in, in the African continent. How are you, what are you seeing in terms of the, the trends in, in telecommunications that, and are you noticing there's gotta be differences across different regions? You know, a lot of times you hear, oh no, there's really kind of a global world out and I know it is, but telco seems to be one of the industries that has some uniqueness within the different breaches. What are you seeing? >>Look, we are privileged to work with more than 200 telecoms around the world. But clearly from a technology perspective, there are some regions that have embraced technology sooner than the others, particularly when it comes to automation. Now we do have use cases with all of them that we are, you know, the 200 we are working with. But the extent to which they become strategic partners, Varie is, you know, what I find is in, in the US we are doing a lot in the customer experience space with the telecoms in aj it's more back of house. And with telecoms like Vodacom, it's really strategic. You know, automation is being applied practically in every facet of work. And you know, sometimes that could be because the demand is just so great for connectivity, you know, at times there's a skills gap, but it does vary. But what's reassuring is that there is a journey and you know, at this event what I have seen is telecoms wanting to learn from other telecoms. And I must say Artie has been in huge demand. We did about 22 meetings yesterday with others wanting to know, which again is that strategic trend. >>Artie, my understanding is you've been at this for a while, this automation journey for quite some time and p i pass. Interesting. I mean it's a company that's founded in 2005 and kind of did sort of its own thing for a long time and then realized it had lightning in a bottle Yeah. For a mid last decade. But my understanding is you've seen it all. You've seen the, the legacy platforms. And so tell me about your personal journey with automation and then the companies. >>Okay, so there's the automation pre rpa, which was strangely enough, I come from banking, got a finance degree, did automated ations in one of the bigger banks. And somehow I transitioned. And I mean from a history perspective, the one of the previous platforms, which was the biggest one at the time, that's where I got to learn about rpa. And then there's another vendor that we then use in another company. So this is almost my third vendor that I'm experiencing in the RPA space. Having joined RPA space in 2015, apparently I'm kind of a veteran, >>So, So what are you seeing is what's the difference between, I mean let's call UI path, that was sort of a modern focus on simple to deploy. That's really how they get started when I first found them. How do you compare what UiPath has? And there are others, there are other modern platforms to sort of the legacy platforms. What's the >>Difference? I think it's the diversity and the applicability of the technology across multiple industries is something that still amazes me up until today. Because the kind of customers I've been meeting today, I, I would not, I met a guy who owns an ice cream company and I'm like, where would automation come in here? But he's actually quite a big customer of, of UiPath, you know. So I think that's one thing I appreciate. I think the ease of use, it has actually allowed for a lot of people to be part of the digital transformation. I think in the his, in the past technology has been seen as something that was a bit elite and that you needed to have X amount of skills and level of education. Whereas the RPA industry has almost bridged that gap in actually bringing along as many people in the journey in terms of digital transformation. And the fourth industrial revolution is now starting to become more inclusive >>Horizontal across industries. >>Yeah. >>So Vodacom headquartered in South Africa. Okay. But presence throughout the continent. Yes. I imagine that various geographies have various twists and quirks to them and different needs. But as a general premise, the African continent has led the rest of the world in terms of embracing these little mobile devices for the most mission. Critical from a personal perspective things, right? Yeah. So if you, if you're already trusting all of your finances and even interaction with your government from a financial perspective. Yeah. When you say technology platform technology is moving forward, what's more critical from that? Or how do you, how do you, how do you branch off from that? What are some of the other things that you can share with us that you're looking towards in the future that may, that that may trickle over here eventually? >>So I think what one of the things we started playing around with quite well is actually the convergence of machine learning, AI and rpa. You would find that a lot of research will tell you that this is the future of the automation and for us, we are actually living the future in that we have civil use cases that are actually extracting a lot of business value. Where we've realized that RPA in of itself, and this is obviously oversimplifying the technology is almost the unlimited hands on keyboards that you could ever have, right? And then machine learning and AI almost the becomes the unlimited brains. So when you then combine the tool, you almost have this strong technology that can revolutionize how we operate and service our customers. >>Well how do, how does that translate? Can you translate that into a user experience at this point? So I mean, we're talking about people who they, they have a motor license, they don't have a desktop computer at home. Yeah. This is their portal into the world. >>So you find that if you're speaking pure telco, and I'm obviously over simplifying there some nowhere an engineer, right? But I think at, at a very simplified level, there's a lot of legacy technology that is used in the telco space and you'll find that because of that, there's a lot of lack of integration. And you'll find that the reasons why a lot of customers call corners is because there's poor integration in a lot of instances. And it's, it's, it's, it's ad hoc. So it's not as if the system is failed completely. So what we've now done is to try and see how do we use machine learning to pick up on those anomalies on the network, right? And because each time something breaks, right, it's almost a fixed way to fix it and therefore the machine learning picking up there normally almost the hands over to the RPA bot to fix the problem within the network element. But that means is that from a customer experience perspective, instead of you actually realizing there's a problem, we've fixed it before you even know that there's a problem. And therefore, and as you can imagine, it means that you then call the course into less because now you don't have the reason to complain because we've proactively identified the problem and we proactively use RPA then to fix it. So we almost have the almost like a self-healing element in within the, the, the RPA AI space. >>You know, I think of, we don't talk about the data, we haven't talked about the data much this week. I think in many respects this industry is, is data industry. Our automation is all about what you can do with the data. You said unlimited hands, unlimited brains. Cuz to me you have unlimited data and a lot of times you just can't handle it. Yeah. So what's the data angle on all this? >>So firstly, I know a lot of people will say data is the new oil. No, >>Right? So I would never >>Say that. I always though, I think I always ask people if I give you a bucket of brain crude oil, right? What are you gonna do with it? Right? Right. And similar to data, right? So I want to almost equate data to that crude oil element, but if you don't know how to refine it, process it, get it to be reliable, it's very useless in of its natural sense. So I think one of the things we've realized is that leveraging of the analogy of the, the machine learning in the brain, if you are in the sales space, you forever trying to push new sales, right? And then chances are when a customer leaves you, you are almost in a reactor state. So, and I imagine a world where you could proactively identify a customer with the propensity to leave your company because a lot of customers don't just, they are situations where they'll be walking down the street competitor calls them, they leave, not because they were unhappy, but a lot of customers actually had several engagements with us that were not pleasant, whatever the definition is. >>So we then saw there was almost five types of attributes that resulted in customers leaving us. So what then that said was imagine if you are an account manager, right? And you got told UiPath P two I limited has experienced 1, 2, 3, 4. Right? Actually, please go engage with them because something is happening. It means that as an account manager, you are then equipped to have a meaningful engagement with the customer because you're saying, hi UiPath, I see you've had X amount of job calls and you've had x amount of complaints in our call center. What is happening is it could be, could be your network, maybe the tower where you are, do you, And then the conversation becomes so meaningful. And I think even during covid what we found is lot of customers started using less of our data, not because they were unhappy, but it became an affordability thing, right? >>Because this is a thousands and thousands of, of data elements and pieces around Yeah. About customer transactions. There's no way one human would be able to go through all of the data and make me meaningful decisions out of it. So we then found that some customers were complaining about affordability. So we then built another model that says if an account manager is talking to a customer and they're struggling from an affordability perspective, what's the next best offer you can make to your customer while you're engaging? And then if in, if, if now your UiPath takes up that offer, then you'd find that the bot does the post engagement provisioning on the system. Because now if you then said, I've only, I can only afford 10 lines, but only pay 10 gigs, but not 10 lines and 20 gigs, that is at least better than us losing the customer. >>Yeah. Right? And we offering them almost a downward migration type of situation. Then the bot does that on the system. So you would find that we almost playing in the space of a human, human centered, intelligent automation where machine learning becomes the brain, the person is amplified in how they operate at the customer. And then the RPA bot becomes the hands that executes on that. And as the account manager you focusing on engagement and convincing, which is really what people are great and selling as opposed to going through all of the pro cause VOCA is a lot of products. So as opposed to having a person going through the products and trying to find the best product for you, you know, so we, we are using machine learning to assist the >>Humans. I I mean in every, every interaction is consistent in that case. I know I sometimes have to call three or four times to find a professional that knows enough that can help me. Yes. Such a frustrating thing as a consumer. So you are, are you, you're attacking churn with automation. So we haven't even talked about how you guys are working together, your journey and all that stuff, but, but how are you guys working here? What are you, what are you doing? You know, in addition to what you just described with with ui. iPad? >>So I think my portfolio's quite wide. So I am, my team is in every single vertical in the organization from customer care to the consumer enterprise business units to finance technology, network compliance. And we do all of this in about six countries, right? So one of the things we've actually realized is that if we are looking at customer service, we wanted to understand why do customers call us? And I think I came from a point of ignorance because I'm not from telco, so I actually realized that if we're talking billing and finance revenue assurance, customers call us because we build them arly. But technically speaking it's our systems that there's something that resulted in the customer calling us. So why do we not know about our own systems? Why are we waiting for the customers to call us? And literally those are the questions I was asking cuz I felt like why are we, why are we waiting for the customers to call us? >>So we then then found a way to try and see within the billing systems where do the breakages happen, right? So that we fix them before the customer has to call us again. So then again from a billing perspective, it means that cuz it the billing element can come in two ways where we are giving you a service and not charging you for it. We then have revenue leakage or we, you are consuming something and we are overcharging you. Then you call us and say, Whatcom is stealing my data. Yeah, you're right out there. I promise you nobody wakes up in the morning and wants to take one gig of your data. So it almost becomes a day integrity initiative that results in good customer service but then result in eradication of course. As opposed to us waiting for customers to tell us what the problem is and trying to help them fast. Cuz that's generally always been what I've picked up the energy around customer service. How do we help you fast? I'm saying why must you call us when our systems had fail that? So we almost trying to see how do we use the technology internally to give customers a better experience and then also have the financial benefits that we are now starting to see happening in the, >>What's the scope of, of your like how many automations, how many bots? Can you give us a sense >>Of this? So right now I think we over on with all of the four, five countries that we are in, we over 400 bots. Wow. Okay. So we started in 2004 years ago, this is my fourth year in Voca. We, and we are not using just one product with UiPath. It became a platform because as we became across more kinds of problems, I think what I've appreciated about part is how we've actually created a partnership. Instead of them trying to sell me products for the sake of consuming products, it became a, this is my problem, right? And then somehow they would whip out the product that solves my problem type of thing. So it became a ecosystem of solutions that >>You must love hanging out with Artie. >>I absolutely do and love, you know, I've spent a career in telecommunications myself and you know, the best days were when you could deliver an outstanding customer experience. And as you can see from what Artie has achieved when you were more proactive and predictive, you can serve your customers so much more effectively and that just lift the morale of the team because we all, you know, have this purpose in doing our jobs. But this is automation and AI built into every part of that customer journey. So end to end, you know, the customer's much happier. You know there's a problem before the customer knows you can solve the problem in most cases before they even know. And that's just what we are all in business to do to make things better. >>Great story. Thank you so much for sharing. Appreciate coming back >>In the queue. Thank you very much. Thank >>You. Thank you for watching. Keep it right there. Don't forget, go to silicon angle.com, all the news, go to the cube.net. You'll see me all these videos are available on demand as well as the other events that we do. Dave VTE for Dave Nicholson. Keep it right there. Right back at forward five UI.

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

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

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

>>Hello, everyone. And welcome back to our wall to wall coverage of the data Cloud Summit. This is Dave a lot. And we're seeing the emergence of a next generation workload in the cloud were more facile access and governed. Sharing of data is accelerating. Time to insights and action. All right, allow me to introduce our next guest. Amy Irwin is here. She's the vice president of strategy for experience. And Matt Glickman is VP customer product strategy it snowflake with an emphasis on financial services. Folks, welcome to the Cube. Thanks so much for coming on. >>Thanks for >>having us >>nice to be here. Hey, >>So, Amy, I mean, obviously 2020 has been pretty unique and crazy and challenging time for a lot of people. I don't know why I've been checking my credit score a lot more for some reason. On the app I love the app I got hacked. I had a lock it the other day I locked my credit. Somebody tried to dio on and it worked. I was so happy. So thank you for that. But so we know experience, but there's a ton of data behind what you do. I wonder if you could share kind of where you sit in the data space and how you've seen organizations leverage data up to this point. And really, if you could address maybe some of the changes that you're seeing as a result of the pandemic, that would be great. >>Sure, sure. Well, Azaz, you mentioned experience Eyes best known as a credit bureau. Uh, I work in our marketing services business unit, and what we do is we really help brands leverage the power of data and technology to make the right marketing decisions and better understand and connect with consumers. Eso We offer marketers products around data identity activation measurement. We have a consumer view data file that's based on offline P I and contains demographic interest, transaction data and other attributes on about 300 million people in the U. S. Uh, and on the identity side, we've always been known for our safe haven or privacy friendly matching that allows marketers to connect their first party data to experience or other third parties. Uh, but in today's world, with the growth and importance of digital advertising and consumer behavior shifting to digital, uh, experience also is working to connect that offline data to the digital world for a complete view of the customer you mentioned co vid, um, we actually, we start of many different verticals. And what we're seeing from our clients during co vid is that there's a bearing impact of the pandemic. The common theme is that those that have successfully pivoted their businesses to digital are doing much better. Uh, as we all know, Kobe accelerated very strong trends to digital both in the commerce and immediately eating habits. We work with a lot of retailers. Retail is a tale of two cities with big box and grocery growing and apparel retail really struggling. We've helped our clients leveraging our data to better understand the shifts in these consumer behaviors and better segment their customers during this really challenging time. Eso think about there's there's a group of customers that it's still staying home that is sheltered in place. There's a group of customers starting that significantly varied their consumer behavior, but it's starting to venture out a little. And then there's a group of customers that's doing largely what they did before in a somewhat modified fashion. So we're helping our clients segment those customers into groups to try and understand the right messaging and right offers for each of those groups. And we're also helping them with at risk. Audi's is S O. That's more on the financial side. Which of your customers are really struggling due to the pandemic. And how do you respond? >>So it's awesome. Thank you. You know it Zafon e I mean somebody. I saw Twitter poll today asking if we measure our screen time and I said, Oh my no eso Matt, let me ask you. You spend a ton of time and financial services. You really kind of cut your teeth there, and it's always been very data oriented. You've seen a lot of changes tell us about how your customers are bringing together data, the skills that people obviously a big part of the equation and applications to really put data at the center of their universe. What's new and different that these companies are getting out of the investments in data and skills. >>That's a great question. Um, the acceleration that Amy mentioned Israel, Um, we're seeing a particularly this year, but I think even in the past few years, the reluctance of customers to embrace. The cloud is behind us. And now there's this massive acceleration to be able to go faster on, and in some ways the new entrance into this category have an advantage versus, you know, the companies that have been in the space, whether it's financial services or beyond. Um, and in a lot of ways they are are seeing the cloud and services like snowflakes as a way toe not only catch up but leapfrog your competitors and really deliver a differentiated experience to your customers to your business, internally or externally. Um, and this past, you know, however long this crisis has been going on, has really only accelerated that, because now there's a new demand. Understand your customer better your your business better with with your traditional data sources and also new alternative data sources, Um, and also be able to take a pulse. One of things that we learned which was you know, I opening experience was as the crisis unfolded, one of our data partners decided to take the data sets about where the cases where were happening from the Johns Hopkins and World Health Organization and put that on our platform and it became a runaway hit. Where now, with thousands of our customers overnight, we're using this data to understand how their business was doing versus how the crisis was unfolding in real time. On this has been a game changer, and I think it's only it's only scratching the surface of what now the world will be able to do when data is really at their fingertips. You're not hindered by your legacy platforms. >>I wrote about that back in the early days of the pandemic when you guys did that and talked about some of the changes that you guys enabled. And you know you're right about Cloud. I mean, financial services. Cloud used to be an evil word, and now it's almost become a mandate. Amy, I >>wonder if you >>could tell us a little bit more about what? What you know your customers they're having to work through in order to achieve some of these outcomes. I mean, I'm interested in the starting point. I've been talking a lot and writing a lot on talking to practitioners about what I call the data lifecycle. Sometimes people call it the data pipeline. It's it's a complicated matter, but those customers and companies that can put data at the center and really treat that pipeline is, you know, the heart of their organization, if you will, Really succeeding. What are you seeing and what really is the starting point there? >>Yes, yes, that's a good question. And as you mentioned, first party, I mean, we start with first party data. Right? First party data is critical to understanding consumers on been in different verticals, different companies. Different brands have varying levels of first party data. So retailers gonna have a lot more first party data financial services company, then say an auto manufacturer. Uh, while many marketers have that first party data to really have a 3 60 view of the customer, they need third party data as well. And that's where experience comes in. We help brands connect those disparate data sets both 1st and 3rd party baked data to better understand consumers and create a single customer view, which has a number of applications. I think the last that I heard was that there's about eight devices on average per person. I always joke that we're gonna have these enormous. I mean, that that number is growing we're gonna have these enormous charging stations in our house, and I think we're because all the different devices and way seamlessly move from device to device along our customer journey. And, um, if the brand doesn't understand who we are, it's much harder for the brand to connect with consumers and create a positive customer experience and way site that about 95% of companies are actually that they are looking to achieve that single customer view. They recognize, um, that they need that. And they've aligned various teams from e commerce to marketing to sales so at a minimum in just their first party data, and then connect that data to better understand, uh, consumers. So consumers can interact with the brand through website and mobile app in store visits, um, by the phone TV ad, etcetera. And a brand needs to use all of those touchpoints often collected by different parts of the organization and then adding that third party data to really understand the consumers in terms of specific use cases, Um, there's there's about three that come to mind. So there's first. There's relevant advertising and reaching the right customer. There's measurement s or being able to evaluate your advertising efforts. Uh, if you see an ad on if I see it out of my mobile and then I by by visiting a desktop website, understanding or I get a direct mail piece understanding that those connect those interactions are all connected to the same person is critical for measurement. And then there's, uh, there's personalization, um, which includes improved customer experience amongst your own, um, touch points with that consumer Parsons marketing communication and then, of course, um, analytics. So those are the use cases we're seeing? Great. >>Thank you, Amy. I'm at you Can't really talk about data without talking about, >>you know, >>governance and and and compliance. And I remember back in 2006 when the Federal Rules of Civil Procedure went in, it was easy. The lawyers just said, No, nobody can have access, but that's changed. One of things I like about what snowflakes doing with the data cloud is it's really about democratizing access, but doing so in a way that gives people confidence that they only have access to the right data. So maybe you could talk a little bit about how you're thinking about this topic what you're doing to help customers navigate, which has traditionally been such a really challenging problem. >>No, it's another great question. Um, this is where I think the major disruption is happening. Um, and what Amy described being able to join together 1st and 3rd party data sets. Um, being able to do this was always a challenge because data had to be moved around, had to ship my first party data to the other side. The third party data had to be shipped to me. And being able to join those data sets together, um was problematic at best. And now, with the focus on privacy and protecting P, I, um, this is this is something that has to change. And the good news is with the data cloud data does not have to move. Data can stay where it belongs experience and keep its data experience. Customers can hold on to their data. Yet the data can be joined together on this universal global platform that we call the data cloud. On top of that, and particularly with the regulations that are coming out that are going to prevent data from being collected on either a mobile device or in wet warn as cookies and Web browsers. New approaches and we're seeing this a lot in our space, both in financials and in media is to set up these data clean rooms where both sides can give access to one another but not have to reveal any P i i to do that joint. Um, this is gonna be huge right now. You actually can protect your your customers, private your consumers, private identities, but still accomplish that. Join that Amy mentioned to be able to thio, relate the cause and effect of these campaigns and really understand the signals that these data sets are trying to say about one another again without having to move data without having to reveal P. I We're seeing this happening now. This is this is the next big thing that we're gonna see explode over the next months and years to come. >>I totally agree massive changes coming in public policy in this area, and I wanted we only have a few minutes left. I wonder if for our audience members that you know, looking for some advice, what's the what's the one thing you'd recommend? They start doing differently or consider putting in place That's going to set them up for success over the next decade. >>Yeah, that's a good question. Um, you know, I think e always say, you know, first harness all of your first party data across all touchpoints. Get that first party data in one place and working together psychic back that data with trusted third parties and mats, just in some ways to do that and then third, always with the customer first speak their language, uh, where and when they want to be, uh, reached out thio on and use the information. You have to really create a better a better customer experience for your customers. >>Matt. What would you add to that? Bring us home if you would >>applications. Um, the idea that data can now be your data can now be pulled into your own business applications the same way that Netflix and Spotify are pulled into your consumer and lifestyle applications again without data moving these personalized applications experiences is what I encourage everyone to be thinking about from first principles. What would you do in your next app that you're going to build? If you had all of your consumers. Consumers had access to their data in the APP and not having to think about things, you know, from scratch. Leverage the data cloud leverage these, you know, service providers like experience and build the applications of tomorrow. >>I'm super excited when I talked to practitioners like yourselves about the future of data Guys. Thanks so much for coming on. The Cube was really a pleasure having you and hope we can continue this conversation in the future. >>Thank you. >>Anything. >>All right. Thank you for watching. Keep it right there. We've got great content. Tons of content coming at the Snowflake Data Cloud Summit. This is Dave Volonte for the Cube. Keep it right there.

>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with our leaders all around the world. This is theCUBE conversation. >> Welcome back everybody. Jeff Frick here with theCUBE we are in our Palo Alto studios today. We're still getting through COVID, thankfully media was a necessary industry, so we've been able to come in and keep a small COVID crew, but we can still reach out to the community and through the magic of the internet and camera's on laptops, we can reach out and touch base with our friends. So we're excited to have somebody who's talking about and working on kind of the next big edge, the next big cutting thing going on in technology. And that's the internet of things you've heard about it the industrial Internet of Things. There's a lot of different words for it. But the foundation of it is this company it's Intel. We're happy to have joined us Bill Pearson. He is the Vice President of Internet of Things often said IoT for Intel, Bill, great to see you. >> Same Jeff. Nice to be here. >> Yeah, absolutely. So I just was teasing getting ready for this interview, doing a little homework and I saw you talking about Internet of Things in a 2015 interview, actually referencing a 2014 interview. So you've been at this for a while. So before we jump into where we are today, I wonder if you can share, you know, kind of a little bit of a perspective of what's happened over the last five or six years. >> I mean, I think data has really grown at a tremendous pace, which has changed the perception of what IoT is going to do for us. And the other thing that's been really interesting is the rise of AI. And of course we need it to be able to make sense of all that data. So, you know, one thing that's different is today where we're really focused on how do we take that data that is being produced at this rapid rate and really make sense of it so that people can get better business outcomes from that. >> Right, right. But the thing that's so interesting on the things part of the Internet of Things and even though people are things too, is that the scale and the pace of data that's coming off, kind of machine generated activity versus people generated is orders of magnitude higher in terms of the frequency, the variety, and all kind of your classic big data meme. So that's a very different challenge then, you know, kind of the growth of data that we had before and the types of data, 'cause it's really gone kind of exponential across every single vector. >> Absolutely. It has, I mean, we've seen estimates that data is going to increase by about five times as much as it is today, over the next, just a couple years. So it's exponential as you said. >> Right. The other thing that's happened is Cloud. And so, you know, kind of breaking the mold of the old mold roar, all the compute was either in your mini computer or data center or mainframe or on your laptop. Now, you know, with Cloud and instant connectivity, you know, it opens up a lot of different opportunities. So now we're coming to the edge and Internet of Things. So when you look at kind of edge in Internet of Things, kind of now folding into this ecosystem, you know, what are some of the tremendous benefits that we can get by leveraging those things that we couldn't with kind of the old infrastructure and our old way kind of gathering and storing and acting on data? >> Yeah. So one of the things we're doing today with the edge is really bringing the compute much closer to where all the data is being generated. So these sensors and devices are generating tons and tons of data and for a variety of reasons, we can't send it somewhere else to get processed. You know, there may be latency requirements for that control loop that you're running in your factory or there's bandwidth constraints that you have, or there's just security or privacy reasons to keep it onsite. And so you've got to process a lot of this data onsite and maybe some estimates or maybe half of the data is going to remain onsite here. And when you look at that, you know, that's where you need compute. And so the edge is all about taking compute, bringing it to where the data is, and then being able to use the intelligence, the AI and analytics to make sense of that data and take actions in real time. >> Right, right. But it's a complicated situation, right? 'Cause depending on where that edge is, what the device is, does it have power? Does it not have power? Does it have good connectivity? Does it not have good connectivity? Does it have even the ability to run those types of algorithms or does it have to send it to some interim step, even if it doesn't have, you know, kind of the ability to send it all the way back to the Cloud or all the way back to the data center for latency. So as you kind of slice and dice all these pieces of the chain, where do you see the great opportunity for Intel, where's a good kind of sweet spot where you can start to bring in some compute horsepower and you can start to bring in some algorithmic processing and actually do things between just the itty-bitty sensor at the itty-bitty end of the chain versus the data center that's way, way upstream and far, far away. >> Yeah. Our business is really high performance compute and it's this idea of taking all of these workloads and bringing them in to this high performance compute to be able to run multiple software defined workloads on single boxes, to be able to then process and analyze and store all that data that's being created at the edge, do it in a high performance way. And whether that's a retail smart shelf, for example, that we can do realtime inventory on that shelf, as things are coming and going, or whether it's a factory and somebody's doing, you know,real time defect detection of something moving across their textile line. So all of that comes down to being able to have the compute horsepower, to make sense of the data and do something with it. >> Right, right. So you wouldn't necessarily like in your shelf example that the compute might be done there at the local store or some aggregation point beyond just that actual, you know, kind of sensor that's underneath that one box of tide, if you will. >> Absolutely. Yeah, you could have that on-prem, a big box that does multiple shelves, for example. >> Okay, great. So there's a great example and you guys have the software development kit, you have a lot of resources for developers and in one of the case studies that I just wanted to highlight before we jump into the dev side was I think Audi was the customer. And it really illustrates a point that we talked about a lot in kind of the big data meme, which is, you know, people used to take action on a sample of data after the fact. And I think this case here we're talking about running 1,000 cars a day through this factory, they're doing so many welds, 5 million welds a day, and they would pull one at the end of the day, sample a couple welds and did we have a good day or not? Versus what they're doing now with your technology is actually testing each and every weld as it's being welded, based on data that's coming off the welding machine and they're inspecting every single weld. So I just love you've been at this for a long time. When you talk to customers about what is possible from a business point of view, when you go from after the fact with a sample of data, to in real time with all the data, how that completely changes your view and ability to react to your business. >> Yeah. I mean, it makes people be able to make better decisions in real time. You know, as you've got cameras on things like textile manufacturers or footwear manufacturers, or even these realtime inventory examples you mentioned, people are going to be able to make and can make decisions in real time about how to stock that shelf, what to order about what to pull off the line, am I getting a good product or not? And this has really changed, as you said, we don't have to go back and sample anymore. You can tell right now as that part is passing through your manufacturing line, or as that item is sitting on your shelf, what's happening to it. It's really incredible. >> So let's talk about developers. So you've got a lot of resources available for developers and everyone knows Intel obviously historically in PCs and data centers. And you would do what they call design wins back when I was there, many moons ago, right? You try to get a design win and then, you know, they're going to put your microprocessors and a bunch of other components in a device. When you're trying to work with, kind of Cutting Edge Developers in kind of new fields and new areas, this feels like a much more direct touch to the actual people building the applications than the people that are really just designing the systems of which Intel becomes a core part of. I wonder if you could talk about, you know, the role developers and really Intel's outreach to developers and how you're trying to help them, you know, kind of move forward in this new crazy world. >> Yeah, developers are essential to our business. They're essential to IoT. Developers, as you said, create the applications that are going to really make the business possible. And so we know the value of developers and want to make sure that they have the tools and resources that they need to use our products most effectively. We've done some things around OpenVINO toolkit as an example, to really try and simplify, democratize AI application so that more developers can take advantage of this and, you know, take the ambitions that they have to do something really interesting for their business, and then go put it into action. And the whole, you know, our whole purpose is making sure we can actually accomplish that. >> Right. So let's talk about OPenVINO. It's an interesting topic. So I actually found out what OpeVINO means, Open Visual Inference and Neural Optimization toolkit,. So it's a lot about computer vision. So I will, you know, and computer vision is an interesting early AI application that I think a lot of people are familiar with through Google photos or other things where, you know, suddenly they're putting together little or a highlight movies for you, or they're pulling together all the photos of a particular person or a particular place. So the computer vision is pretty interesting. Inference is a special subset of AI. So I wonder, you know, you guys are way behind OpenVINO. Where do you see the opportunities in visualization? What are some of the instances that you're seeing with the developers out there doing innovative things around computer vision? >> Yeah, there's a whole variety of used cases with computer vision. You know, one that we talked about earlier here was looking at defect detection. There's a company that we work with that has a 360 degree view. They use cameras all around their manufacturing line. And from there, they didn't know what a good part looks like and using inference and OpenVINO, they can tell when a bad part goes through or there's a defect in their line and they can go and pull that and make corrections as needed. We've also seen, you know, use cases like smart shopping, where there's a point of sale fraud detection. We call it, you know, is the item being scanned the same as the item that is actually going through the line. And so we can be much smarter about understanding retail. One example that I saw was a customer who was trying to detect if it was a vodka or potatoes that was being scanned in an automated checkout system. And again, using cameras and OpenVINO, they can tell the difference. >> We haven't talked about a computer testing yet. We're still sticking with computer vision and the natural language processing. I know one of the areas you're interested in and it's going to only increase in importance is education. Especially with what's going on, I keep waiting for someone to start rolling out some national, you know, best practice education courses for kindergartens and third graders and sixth graders. And you know, all these poor teachers that are learning to teach on the fly from home, you guys are doing a lot of work in education. I wonder if you can share, I think your work doing some work with Udacity. What are you doing? Where do you see the opportunity to apply some of this AI and IoT in education? >> Yeah, we launched the Nanodegree with Udacity, and it's all about OpenVINO and Edge AI and the idea is, again, get more developers educated on this technology, take a leader like your Udacity, partner with them to make the coursework available and get more developers understanding using and building things using Edge AI. And so we partnered with them as part of their million developer goal. We're trying to get as many developers as possible through that. >> Okay. And I would be remiss if we talked about IoT and I didn't throw 5G into the conversation. So 5G is a really big deal. I know Intel has put a ton of resources behind it and have been talking about it for a long, long time. You know, I think the huge value in 5G is a lot around IoT as opposed to my handset going faster, which is funny that they're actually releasing 5G handsets out there. But when you look at 5G combined with the other capabilities in IoT, again, how do you see 5G being this kind of step function in ability to do real time analysis and make real time business decisions? >> Well, I think it brings more connectivity certainly and bandwidth and reduces latency. But the cool thing about it is when you look at the applications of it, you know, we talked about factories. A lot of those factors may want to have a private 5G networks that are running inside that factory, running all the machines or robots or things in there. And so, you know, it brings capabilities that actually make a difference in the world of IoT and the things that developers are trying to build. >> That's great. So before I let you go, you've been at this for a while. You've been at Intel for a while. You've seen a lot of big sweeping changes, kind of come through the industry, you know, as you sit back with a little bit of perspective, and it's funny, even IoT, like you said, you've been talking about it for five years and 5G we've been been waiting for it, but the waves keep coming, right? That's kind of the fun of being in this business. As you sit there where you are today, you know, kind of looking forward the next couple of years, couple of four or five years, you know, what has just surprised you beyond compare and what are you still kind of surprised that's it's still a little bit lagging that you would have expected to see a little bit more progress at this point. >> You know, to me the incredible thing about the computing industry is just the insatiable demand that the world has for compute. It seems like we always come up with, our customers always come up with more and more uses for this compute power. You know, as we've talked about data and the exponential growth of data and now we need to process and analyze and store that data. It's impressive to see developers just constantly thinking about new ways to apply their craft and, you know, new ways to use all that available computing power. And, you know, I'm delighted 'cause I've been at this for a while, as you said, and I just see this continuing to go far as far as the eye can see. >> Yeah, yeah. I think you're right. There's no shortage of opportunity. I mean, the data explosion is kind of funny. The data has always been there, we just weren't keeping track of it before. And the other thing that as I look at Jira, Internet of Things, kind of toolkit, you guys have such a broad portfolio now where a lot of times people think of Intel pretty much as a CPU company, but as you mentioned, you got to FPGAs and VPUs and Vision Solutions, stretch applications Intel has really done a good job in terms of broadening the portfolio to go after, you know, kind of this disparate or kind of sharding, if you will, of all these different types of computer applications have very different demands in terms of power and bandwidth and crunching utilization to technical (indistinct). >> Yeah. Absolutely the various computer architectures really just to help our customers with the needs, whether it's high power or low performance, a mixture of both, being able to use all of those heterogeneous architectures with a tool like OpenVINO, so you can program once, right once and then run your application across any of those architectures, help simplify the life of our developers, but also gives them the compute performance, the way that they need it. >> Alright Bill, well keep at it. Thank you for all your hard work. And hopefully it won't be five years before we're checking in to see how far this IoT thing is going. >> Hopefully not, thanks Jeff. >> Alright Bill. Thanks a lot. He's bill, I'm Jeff. You're watching theCUBE. Thanks for watching, we'll see you next time. (upbeat music)

>> Announcer: From around the globe, it's theCUBE, with coverage of SUSECON Digital, brought you by SUSE. (upbeat music) >> Welcome back. I'm Stu Miniman and this is theCUBE's coverage of SUSECON Digital. And really excited to welcome to the program a first time guest, and he's relatively fresh off the keynote, Alexander Kocher, who is the President and Managing Director of Elektrobit, talking about autonomous vehicles. Alex, thanks so much or joinin' us. >> Thank you, Stu, for inviting me. >> All right, so you know, definitely really interesting technologies, and a lot of talent. So many of the ways we talk about in the IT industry, to talk about cloud computing, edge impacting things, how AI fits into the world, and the balance between people and technology. Well, your company's living it. So why don't we start a little bit. Elektrobit, at least from the research I've done and from the keynote, you are a software company if I have it right. And autonomous vehicles is really what you're driving for. But give our audience a little bit of Elektrobit where you fit in the market today. >> Yeah, Elektrobit, so you can say we are software creatrs unlocking the future of mobility. We are pioneering software in the automotive industry since more than 30 years, empowering already now more than 1 billion devices, in hundreds of millions of cars, and serving since more than 30 years the automotive industry. So as software is becoming the second biggest enabler of the innovation in the car, we are driving this with our technologies. We are focusing on software infrastructure solutions, so coming from the deep, deep layers in the car, up to the HMI, up to the user interface, and providing there specific technologies for really building the basis, and able our customers to focus on their innovations. So this is car infrastructure software. This is software for autonomous driving, as you said. And this is application software mainly in the tooling to create fancy and good-looking user interfaces in modern vehicles. >> Yeah, wow, 30 years. You know most people don't think about software that long in the automotive industry. Of course anybody that owned a car understands that a lot of times it no longer, ya know, people going under the hood, but they're plugging something in and going on a computer, understand what that is. If you could, give us a little bit, what are the trends going on? We've been talking for the last couple a years, if you talk from an autonomous vehicle stand point. Probably people have seen the five stages model that's been put out there, everything from some driver-assist technologies, to a fully autonomous vehicle. But what are you seeing, your software, the companies you supply to and the users, what's happening there? >> So, I would class the trends at the moment in our industry in three blocks. There is electrification, where software is for sure playing a role, but is more used as a supporting technology. Here dominating innovation is coming from other technologies like battery, fuel cells, charging mechanisms, and so on. But then the second trend and the third trend, automated driving and connectivity, to really make the car part of the internet, these are two mega trends where software is dominating the scene, and really also dominating the value of the car as well. And I think these are the trends. We need for all of those to develop new car connectors, similar to server infrastructures already, so that you can seamlessly integrate applications, services from the cloud into the car. And I think these are the trends. And the partnership we are the moment working with SUSE is really coming into play as well to combine experiences from other industries, from other technologies, open source technologies with the embedded world. And create added value for our customer. >> Yeah so let's dig into that SUSE partnership a little bit. Obviously community is a big thing that's talked about there, at the show and from SUSE's customers. There's what can we learn, what is the role of open source, and how do we really enable innovation? So what's important about the partnership with SUSE? >> I think, let me give a little bit of a background. So when becoming an IT device, the amount of software, the complexity is increasing like hell. What he have at the moment, round about 10% created by software in the car, we will see 30% value created by software in 10 years from now. And this is done by a disruptive change in the development model. At the moment we stopped developing functions and features at the point when we introduce the car into the market. This will completely change. Just think about a mobile device like I have it here in my hand. During the whole life cycle of this device, which is of course much shorter than the life cycle of a car, you will innovate and update functions here. This will also be introduced in the next generation, which is under development at the moment, of cars. So that you can update applications, new services during the whole life cycle of the car. And this requires new platforms. It doesn't stop at the introduction of the car. It will continue over a real, real long period of time, years it takes, even. We have a long maintenance cycles. And therefore you need to have new partnership models, and also other technologies where this is already applied with other technologies in other industries. And here our partnership really comes into play, where we need to even get other talent pools. other pools of creativity, other pools of and forces of innovation, so that we really enable with existing methods, new methods, our customers to focus on their differentiating functions to compete against their competitor. And here exactly our partnership is targeting it. >> Okay so it sounds like we're talking specifically Linux means that there's a common underlying programming model, and that there's a skill set pool out there. Am I getting that right? >> Yes, correct. At the moment, so the automotive industry stands for reliable, high performance, high quality of cars and maintaining these features and essential functions over a long, long period of time. But when using embedded technologies, you are endangered always to re-implement it again and again and reuse is not necessarily that what is implemented here from one generation to the other, completely innovated sometimes, And here with other technologies, like you're doing with Linux for example, an open source, you open up a complete new field of innovation and creativity, and of course also access to talent pools, which is very much limited at the very moment in the embedded world as well. >> Alex, I'm curious how Elektrobit thinks about data. Number one, all the training data, how AI is done. Is there any industry sharing going on with that discussion? Let's start there and then maybe we'll talk a little bit about security when we get through the basic data points. >> (laughs) Yeah so, indeed, just think about cars. One of the most accurate sensor in our environment, with all the sensors you have, camera sensors, radio sensors, liter sensors, and so on and so forth, which create a hell lot amount of data, a terabyte by day. And of course this is something which needs to be shared, because the road infrastructure, we talked about this beforehand, is the same independent, whether it's a BMW car, whether it's a GM car, whether it's a Ford car, or a Daimler car, or a Toyota. So it's for all the cars the same car infrastructure. And of course there's a lot of discussion ongoing to share this data. Although now when making business out of that, the business model needs to, as you mentioned, for sure recognize and respect the privacy of the data in order to make business out of that. >> Excellent-- >> So then--Sorry >> Please, please continue. >> So yes, I think there is discussion ongoing. And already in, for example, in map data and traffic control, there is already ongoing the share of the data amongst the manufacturers as well. >> Excellent. And of course, security is paramount. When I look at Elektrobit, cyber security is prominent in the automotive discussion. How does that play in? What's the experience that you've had there from the security side. >> Yeah, so Elektrobit, so we built up our security, but really coming from inside the car. Now three years ago we acquired a company with out mother company together which is now integrated and consolidated within Elektrobit. It's called Argus Cyber Security from Tel Aviv in Israel. And with that we are now able to really provide solutions, end to end solutions from deep inside the car up to the cloud, so that the data stream is secure to the highest standards of security, of course. And this is, on the long side, really securing remote control, maintenance of the car, but also then privacy in terms when you download new services, when you provide information into the cloud where you are. For example we talked abut this data as new currency from the sensors existing in the car. So for that reason exactly we acquired this company with their technologies we are able to provide end to end solutions also for the existing software we are providing to our customers. >> Right, Alex, I'm curious just when you talk about autonomous vehicles, anything distinct about Europe? I think about the challenge and the opportunity. Number one, you're in Germany. You've got some of the best highways in the world. Well thought-out, really well architected. But throughout Europe you also have some the oldest cities where it could be really challenging to traverse. So anything different you might be able to share with our audience about what we should look for for that journey of autonomous vehicle in Europe? >> So... basically your question, already lined it out. So yes, I think autonomous driving and it's starting with functions like hybrid pilot so that you really create a kind of a clean room, where you have a very well-defined environment, where you can start to drive autonomous, and really hands off, eyes off, so level three, level four. In old cities, the structure is yeah, grown, grown over hundreds of years. So it's for sure not foreseen for autonomous driving, at that point in time. Or let's say at that point in time you had an autonomous vehicular horse which found all the time the stable. But nowadays it's a little bit different. So the more difficult environment is for sure the center of cities. And there it will take a while. But we are on the go by going really step by step from a very well-defined environment like a highway, where you can define certain use cases. And with the evolution of sensors, with the evolution of algorithms, with the evolution of processing power, then go step by step to a more complex environment like inner cities. >> Excellent. What should people be looking for when it comes to autonomous vehicles? What can you give us on the next 12 to 24 months, what you're expecting in the industry? >> So I think at the moment, I think in the 12 to, we're still in the face when it comes to autonomous driving, we have driver assistance functions evolving from there. A level two, level two plus. Level three functions where you really then have hands off, will probably come in two, three, four years. Here it's not only the industry by itself who is the limiting factor, but also the regulations on the outside. We just recently saw the announcement of Audi that homologation related to topics at the moment not clear. This is also to be considered. Technology is already prepared, ie, I'm now, even with driver-assistance functions, able to drive. I had an experience with my car by 200km/hr around the curve, and pulling the steers a little bit off So it's still in the face. You have to be aware that you can control. So the function itself is already existing. But homologation that you really can do this for more than 10 seconds, this is the critical thing. And really be prepared techonology for all the eventual things. So here we have limiting factors also from the regulations around that. And this is basically what we have to deal with. So just recently announced by Audi A8 in the introduction. >> Excellent stuff. All right, Alex, I want to give you the final word. Just share with the audience at SUSECON, what it means for Elektrobit to participate in this partnership. >> Yeah, I think the main thing of this partnership is really that we... We are enabled to really provide and infrastructure which fulfills the complete requirements of the car industry. So long-term maintenance, enablement of secure downloads during the whole life cycle of the car, and reusabilty, backward compatibility which is very important thing as well, when you produce technologies for products which have a very long product life cycle. And with the experience SUSE brings into play from other industries, with their solutions, with their Linux distributions and container technologies, with our experience from the automotive industry, I'm really sure that with that partnership, we enable our customers to focus on their innovations, and we enable ourselves to provide the basic solutions for the industry, and for... new future intelligent vehicles. >> All right, well, thank you so much for sharing all of the updates. Fascinating stuff. Thank you so much for joining. >> Thank you, Stu, for inviting me. >> All right, lots more coverage from SUSECON Digital '20. I'm Stu Miniman and thank you for watching theCUBE. (upbeat music)

>> From our studios in the heart of Silicon Valley. Holloway Alto, California. It is a cube conversation. >> He will come back and ready Geoffrey here with the Cuban Interpol about those details for acute conversation. We've got a really great guess. He's been on many, many times. We're always excited. Have them on to a bunch of different companies a lot of years and really a great perspective. So we're excited. Guy. Church word. The CEO of Da Terra. Back >> in the politest. EEO guy. Great to see you. >> Thank you, Jeff. Appreciate it. >> Absolutely. So I think last time you were here, I was looking it up. Actually, Was November of twenty eighteen. You were >> kind of just getting started on your day. Terror of the adventure. Give us kind of the update. >> Yeah, I was gonna say last time we had Mark in whose CEO when found a cofounder of Data and I was edging in. So I was executive chairman at the time, you know? And obviously I found the technology. I was looking for an organization that had some forward thinking on storage. Andi, we started to get very close with a large strategic and actually We re announced it on the go to market, I think in February with HP, and I thought that myself and Mark kind of sat down, did a pinky swear and said, OK, maybe it's time for me to step in and take the CEO role just to make sure that we had that sort of marriage of innovation and then some of the operations stuff they could bring inside the business. >> So you've been at this for a >> while, but in the industry for a long time. What was it that you saw? Um, that really wanted you to get deeper in with date. Eriks. Obviously, I'm sure you have tons of opportunities coming your way. You know, to kind of move from the board seat into the CEO position. >> Yeah. Yeah, a bad bet. Maybe stupidity or being drunk. It, to be honest, it was. You know, the first thing is, I was looking for this technology that basically spanned forward, and I had this gut hunch that organizations were looking for data freedom. There's why did the Data Analytics job before that? I did security analytics, and, you know, we were looking at that when we were you know, back when we talk to things like I'm seeing Del and so from appear technology standpoint, I wanted to be in that space, but in the last few months, because you know, jobs are all about learning and then adjusting and learning and adjusting and learning. Adjusting on what I saw is a great bunch of guys, good technology. But we were sort of flapping around on DH had an idea that we were an Advanced data services platform. It's to do with multi, you know, multi cloud. And in essence, I've kind of come to this fundamental kind of understanding because I've been on both sides, which is date era is a bunch of cloud people trying to solve storage needs for what the cloud needs. But they have the experience. They walked that mile. You know, when people say you've gotta learn by walking in their shoes, right? Right on DH there, Done that versus where? Bean. In the past, where we were a ray specialists pushing towards the future that we didn't quite understand, you know, and and there is a fundamental philosopher philosophical difference between the two. Andi weirdly, my analogy or my R har moment came with the Tessler piece. And I know that, you know, you've pinned me a few times on Twitter over this, right? I'm not a tesler. Bigger to the extent of, you know, and probably am now, I should have a test a T shirt on, But I always thought it was an electric car and all they've done is electrified a car and there was on DH, You know, I've resisted it for years and bean know exactly an advocate, but I ended up buying one because I just I felt from a technology standpoint, their platform that they were the right thing. And once I started to really understand what they were about, I saw these severe differences. And, you know, we've chatted a little bit about this Onda again. It's part of the analogy of what's happening in the storage industry, but what's happening in the industry in in a global position. But if you compare contrast something like Tesler, too, maybe Volkswagon and it might be a bad example. But you know, Audi there first trance into electric vehicles was the Audi A three, and I could imagine that they were traditional car people pushing their car forward sort is a combustion engine will if I change that and put some salt powertrain in place, which is the equivalent of a you know, a system to basically drive the wheels and then a bunch of batteries Job done or good, right? Right. And I assume the test it was the same. But I had a weird experience, which is, once you get it into autopilot, you can actually set the navigation direction, and then it will indicate it'll it'Ll hint to you went to change lanes. And so, for instance, I'm driving to the office and I'm going along eight eighty and I want to go toe Wanna one? It says, You know you need to pull across. They hit the indicator will change lanes and they'LL do some of the stuff and that's all well and good. But I was up going to a board meeting on two eighty, going off for the Rosewood. You know, Sandra El Santo and I was listening to a book one of these, you know, audiobooks, and I wasn't really paying much attention. I'm in the outside lane, obviously hitting the speed limit gnome or but I wasn't paying attention. And all of a sudden the car basically indicates form A changes lanes, slows down, change lane again and then takes a junction, slows down, comes up to a junction, and you start to realize that actually Tesla's know about electrified vehicles. It's actually about the telemetry and the analytics and then feeding that back into the system. And I always thought Tesler might be collecting how faster cars going when they break. You know the usual thing. Everybody has this conversation. It's always over worked. But if you've sort of look at it and he said no, maybe they collect everything and then maybe what they're doing is they're collecting, hitting the indicator stalk. So when I'm coming out to a junction and I indicate, How long do I stay? Indicating before I break? And then I changed lanes and then I basically slow down and I go into the junction. And then what they do is they take that live information and crowdsource it, pull it back into the system, and then when they're absolutely bulletproof, that junction, then is exactly as a human would normally do this. They then let the car take over So the difference between the two junctions is one they totally understood, the other one there still learning from right when you look at it and you go done. So they're basically an edge telemetry at a micro level organization, you know, And that is a massive difference between what Tesla's doing and a lot of the other car manufacturers are doing. They're catching up, which is really why I believe that they're going to be a head for a long time. >> It's really interesting. I was >> Elektronik wholesale for ten years before come back to school. Can't got in the tech industry. And so really distribution was king from the manufacturer point of view. Always. They just like ship their products for ages, right? These distribution to break bulk thes distribution, educate the customer these distribution just to get this stuff out. But they never knew how people actually operate their products. Whether that be a car, a washing machine. Ah, cassette player, whatever. So what? What What fascinates me about thes connected devices is what, what a fundamentally different set of data. Now manufacturers have people have in how people actually use the product. But even more importantly, that as you said, they could take that data and make adjustments on the fly because since so much of its software now, we talked again before we turned on some of your software upgrades that you've gotten in the Tesla over the last six months, which we're all driven by customers. But they had a platform in place that enabled them to update functionality and to basically repurpose hardware elements for a new function, which is which is, you know, so in sync with Dev ops and kind of this dev up culture in this continuous this continuous upgrade, this continuous innovation with actual data from real people operating the products that they should come to the market. >> Andi, think once you step back. And that was really why was keen to sit down and talk. And it's not specifically around software defined storage, which is the data. A piece in our example is yes, I am the Tessler because we can do all of the analytics and all of the telemetry versus of standard array. If you scratch that away and you say let's have a look at our whole lives are macro lives. Another example was my wife and I. We've got friends of ours always banging on about these sleep by number beds and and so we went past the store wandered in, and the sales rep got us lying on a bed and he was doing there, you know, pumping the bed up to a size. It's just Well, you are sixty five, a US seventy or seventy five, and I kind of got bored of that. And I went here, Okay, I'm that and he goes, Okay, your wife's of fifty and you're a seventy five, Andi said. But let's kind of daft. And he goes, Well, here's and he shows them a map and it shows a thermal image of me lying on the bed. I'm a side sleeper back sleeper, and then what they do is they feed the information so that comes back off their edge, which is now Abed. And then what they do is they then analyzing continuously prove it to try and increase my bed sleeping patterns. So you look at it and you say what they're not doing is just manufacturing of mattress and throwing it out. What they've done is they said, we're going to treat each individual that lies on the mattress differently on, we're going to take feedback and we're going to make that experience even better. So that the same thing, which is this asset telemetry my crisis telemetry happens to be on the edge is identical to what they have, you know. And then I look at it and I go, Why don't I like the array systems? Will, because the majority of stuff is I'm a far system. My brain is inherently looking at the Dr types underneath and saying, As long as that works fine, everything that sits inside that OK, it'LL do its thing right, and that was built around the whole process and premise of an application has a single function. But now applications create data. That data has multiple functions, and as people start to use it in different ways, you need to feed that data on the way in which is processed differently. And so it all has the intelligence houses in home automation. I'm a junkie on anything that has a plug on it, and I've now got to a point where I have light switches or light fittings would have multiple bulbs on every bulb now is actually Khun B has telemetry around it, which I can adjust it dynamically based on the environment. Right? Right. And I wish it got wine. You know, I got the wine. Fridge is that's my biggest beef right now is you gotta wine, fridge. You can have Jules, you know, you have jewels climates, which means that you don't fan to one side of it and they overheat the bottom right. But it'LL break the grapes down. Would it be really cool if the cork actually had some way of figuring out what it needs to be fed? And then each of them could be individual, right? But our entire being, you know, if you think about it's not just technology or technologies driving it, but it's not the IT industry, but our entire lives. And now driven around exactly what you just described, which is manufacturers dropping something out into the wild to the edge and then having enough telemetry to be able to enhance that experience and then provide over the air, you know, enhancements, >> right? And the other thing, I think it's fascinating as it's looking up. We interviewed Derek Curtain >> from the architect council on. That's a group locally that just try work, too, along with municipalities and car manufacturers, tech companies. But >> he made a really interesting >> comment because there's the individual adjustment to you to know that you want to get off it at Page Milan or sandhill on DH. You've got a counter on your point of this is meeting the Rosewood. But >> then the other thing is, when you aggregate >> that now back up. You know, not that you're going to be sharing other people's data, but when he start to get usage patterns from a large population that you can again incorporate best practices into upgrades of the product and used a really good example of this was right after the one pedestrian got killed by the test of the lady with the bike that ran across the front of the street and it it it literally happened a week before. I think the conference so very hot topic at an autonomous vehicle conference and >> what he said, which is really important. You know, if if I get >> in an automobile accident and I'm going to learn something, the person I hits pride gonna learn something. The insurance adjusters going to take some notes and we're going to learn it's a bad intersection. I made a mistake, whatever, but when an autonomous vehicle gets in a Brack when it's connected, all that telemetry goes back up into the system to feed the system, to make improvements for the whole system. So every car learns every time one car has a problem every time one car gets into a sticky situation. So again, kind of this crowd sourced. Learning an optimization opportunity is fundamentally different than I'm just shipping stuff out, and I don't know what's going to happen to it, and maybe a couple pieces come back. So I think people that are not into this into the direct connection are so missing out on those you said this whole different level of data, this whole different level of engagement, a whole different level of product improvement and road map that's not a PR D. It's not an M R G. It's all about Get it out there, you know, get feedback from the usage and make those improvements on this >> guy finish improvements and micro analytics. I mean, even, you know, we talk back when you were adjusting how you deliver content for the Cube, you know, rather than a big blob, You really want to say, Well, I need more value for that. My clients need more value for that. So you've almost done that Mike segmentation by taking the information and then met attacking every single word in every single interview right to enrich the customer's experience, you know, And it kind of Then you Matt back and you say, We've got to the age now where the staff, the execs that we talked to over the other side, the table there, us they're living our lives. They've got the same kids as we've got the same ages we've got. They do the same person's we've got. They understand the same things and they get frustrated when things naturally don't work the way they should. Like I've got a home theater system and I've still got three remote controls. I can't get down. I've got a universal remote control, but it won't work because the components don't think so. What's happened is we've got to a world where everything's kind of interconnected and everything kind of learns and everything gets enriched when something doesn't it now stands out like a sore thumb and goes, That doesn't That is not the right way to do business on DH. Then you look that you say, translate that then into it and then into data centers. And there's these natural big red flag that says That's an old way of doing things. That's the old economy that doesn't enable me to go forward. I need to go forward. I need more agility. You know, I've got to get data freedom and then how do I solve that issue? And then what? Cos they're going to take me there because they're thinking the same ways as we are. This is why Tesler screamingly successful. This is why something like these beds are there. This is why things like Philips Hue systems are good and the list just goes on. And right now we're naturally inclined to work with products that enable us to enrich our lives and actually give feedback and then benefit us over the air. We don't like things that are too static now, and actually, there is this whole philosophy of cloud, which I think from an economic standpoint, is superb, you know? I mean, our product is Tier one enterprise storage in an SD s fashion for public private hybrid clouds. But we're seeing a lot of people doing bring backs. You know, out of the cloud is a whole thread of it right now, but I would actually say maybe it's not because the cloud philosophy is right, but it's the business model of the cloud guise of God. Because a lot of people have looked at cloud as they're setting. Forget, dump my stuff in the cloud. I get good economics. But what we're talking about now is data gets poked and prodded and moved and adjusted constantly. But the movement of the data is such that if you put in, the cloud is going to impinge you based on the business model. So that whole thing is going to mature as well, right? >> You're such a good position to because >> the, you know the growth of date is going. Bananas were just at at Arcee a couple weeks ago. In one of the conversation was about smart smart buildings, another zip zip devices on shades that tie back to the HBC, and if anybody's in the room or not, should be open should be closed. Where's the sun? But >> there was really interesting comment about >> you know, if you look at things from a software to find way you take what was an independent system that ran the elevator and independent system that ran the HBC and independent system that ran the locks? One that ran the fire alarm. But guess what? If the fire alarm goes off, baby, it would be convenient to unlock all the doors and baby. It would convenient automatically throw the elevator control system into fire mode, which is don't move. Maybe, you know so in reconnecting these things in new and imaginative ways, and then you tie it back to the I T side of the house. You know, it's it's it's it's getting a one plus one makes three effect. With all these previously silent systems that now can be, you know, connected. They can be software defined, you know, they can kind of take the operation till I would have never thought of that one hundred years. I thought that just again this fascinating twist of the Linz and how to get more value out of the existing systems by adding some intelligence and adding this back and forth telemetry. >> Yeah, and and and again, part of May is being the CEO of date era. I want advocates the right platform for people to use. But part of this is my visceral obsession of this market is moving through this software defined pattern. So it's going from being hardware resilient to software resilient to allow youto have flexibility across it. But things have to kind of interconnecting work, as you just described on SDF software to find storage as an example comes in different forms. HD is an example of it and clouds an example. I mean, everything is utterly software defined in Amazon. It so is the term gets misused, could be suffered to find you could say data centric data to find or you could say software resilient. But the whole point is what you've just described, which is open it up, allow data freedom, allow access to it and then make sure that your business is agile and whatever you do, Khun, take the feedback in a continuous loop on at lashing. Move forward as opposed to I've just got this sentence forget or lock mentality that allows me just to sort of look down the stack and say, I've got the silo. I'm owning that customer of owning the data and by the way, that's the job. It's going to doe, right? So this is just the whole concept of kind of people opening their eyes on DH. My encouragement on DI we can encourage anybody, whether customers or basically vendors, is to look around your life and figure out what enriches it from a technology standpoint. On odds on it will be something in the arena that we've just described, right? >> Do you think it's It's because I think software defined, maybe in its early days was >> just kind of an alternative thought to somebody doing it to flipping switches. But as you said in the early example, with the car, propulsion wasn't kind of a fundamentally different way to attack the problem. It was just applying a different way to execute action. What we're talking about now is a is a totally higher order of magnitude because now you've got analytics. You actually want to enable action based on the analytics based on the data for your card. Actually take action, not just a guy. Maybe you should you know, give given alert and notice that pops up on your phone. So, you know, >> maybe we need something different because it's not just redoing >> what we did a different way. It's actually elevating the whole interaction on a whole different kind of love. >> And this is this is kind of thank you for that. It was the profound kind of high got wasn't joining data and watching it. It was I got a demo off the cloud. You I the callback piece of what cloud? What data has. And I was watching a dashboard off a live data stream. You know of information that we were getting back from multiple customers and in each of the customers, it would make recommendations of, you know, how many gets on, how many times it would hear cash on DH. So it was actually coming back dynamically and recommending moving workloads across onto or flash systems. You, Khun, do things where once you've got this freedom on application, a data set isn't unknown. It's now basically in a template, and you say this is what priority has. And so you say it's got high priority. So whatever the best legacy you could give me. Give me right, You drop it onto a disk. And at the moment I've got hybrid. That's all I've got, but I decide to addle flash. So I put some all flash into the into the system. Now it becomes part of this fabric and its spots it and goes well on our second. That will disservice me better and then migrates the workload across onto it without you touching it, right? So, in other words, complete lights out so that the whole thing of this is what Mark and the team have done is looked at and said the only way forward is running this massively agile data center based on a swarm of servers that will basically be plugged together into something that would look like a fabric array. But but you can't. Then you've got to assume that you can now handle application life cycles across onto it. It'LL make recommendations like the bed thing. You know what I was saying? I was lying there and what I liked about it. So So I set my thing to fifty nine, and then it realizes I'm not sleeping very well. It's not suggested. Sixty sixty one sixty. Sleeping well, OK, that's it. And then that's good. We'LL do the same thing where an application will actually say, Here's my template. This is what it looks like. The top priority, by the way. I need the most expensive drives you've got, drops it onto it, and then it look at it and go. Actually, we could do just as good a job if there's on hybrid and then migrated across and optimize the workload, right? And so it's not again. Part of it is not. Data is the best STDs, and it is for Tier one for enterprise storage. It's the fact that the entire industry, no matter where you look at it, not just our industry but everybody is providing tech is doing is exactly the same thing, which is, and you kind of look it and you go. It's kind of edge asset micro telemetry, and then that feedback loop and then continuous adjustment allows you to be successful. That's what products are basically getting underpants. >> Just, you know, it's when he's traveling. Just No, we're almost out of time, but I just can't help it but >> say it, you know, because we used to make decisions >> based on samples of old data with samples. And it was old. And now, because of where we are on the technology lifecycle of drives and networks and CPS and GPS, we can now make decisions based on all the data now. And what a fundamentally different, different decision that's going to drive this too. And then to your point, it's like, What do you optimizing for? And you don't necessarily optimize for the same thing all the time that maybe low priority work, load optimized for cost and maybe a super high value workload optimized for speeding late in sea. And that might change >> over time when Anu workload comes in. So it's such a different way to look at the world >> and it is temporal, right? I mean, again, I know you're going kick me off now, but think about it right the old days and writing a car building a car is you thought, well, what's going to need to be in the car in three years time, put it in now, build manufacture, coming out and then with a Tesler i by the current December. Since December, I've now got pinned based authentication I've got century mode. I've got Dash Cam, They've got all free. I've got a pet mode into it now. My car's got more range. It's got high performance. This guy highest top speed, and I haven't even taken the current or it's all over the air And this is all about, continues optimization. They've done around the platform and you just go. That's the way this linked in. Recently, someone posted something said, You know, keep the eyes are dead. Well, the reason there saying that isn't because there's a stupid thing to do Q. B. Ours is because if you're not measuring your business and adjusting on a continuous basis, you're gonna be dead anyway. So our whole economy is moving this way. So you need an infrastructure architecture to support that. But where everybody's the same, we're all thinking the same. And it doesn't matter what industry or, you know, proclivity have this. This adjustment and this speed of adjustment is what you need. And like I said, I'm That's why I wanted to get to date era. That's what I'm excited about it and that is the are hard I had I kinda looked. It went Oh my God, I'm now working with cloud people who understand what they've walked in the shoes And I kind of got this way of sense of can Imagine what it had been like if you were ill on the first time You saw a hundred thousand cars worth of life data spilling in of what power you have right to adjust and to basically help your client base. And you can't do that if you are in fixed things, right? And so that's That's the world moving forward >> just in time for twenty twenty one will all have great insight in a few short months. We'LL all know >> everything Well, guy great Teo Great to >> sit down Love to keep keeping tabs on you on Twitter and social And thanks for stopping by. I >> appreciate it. All >> right. He's guy. I'm Jeff. You're watching the cube within a cube conversation Or Paulo? What? The studio's thanks for watching >> we'LL see you next time

>> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in Mountain View, California, at a really cool start-up, Phantom Auto. They're coming at this autonomous vehicle thing from a very different direction. They're not a car company, it's not BMW and Audi and Nissan and all the other people you hear about. It's a pure software play, but it really has a huge impact on the autonomous vehicle industry. We're excited with the guy who's putting all these development, business development deals together. He's Jordan Sanders, director of business development and operations. Jordan, great to see you. >> Yeah, thanks for having me. >> So, again, when I first heard about you guys I thought, "Okay, do I order "this to drive my grandfather to the store," because he shouldn't be driving even though he has his driver's license, but no, that's not it at all. You guys have a very specific target market and it's really more a biz dev than a direct-to-consumer market. >> Yeah, exactly, so we are a B2B business and our target customers are those who are closest to getting their autonomous vehicles on the road. And so, that's frankly where we're seeing the most traction for now, at this point, from customers. As you get closer to true deployment of level four robo-taxis you realize a need for remote assistance, and we think we have the best solution on the market. >> Jeff: Right. >> To actually remotely drive the car and have a human in the loop to promote safety and service. >> So, as you look at your kind of tam, your ecosystem that you're going to market with, obviously we all know Waymo. We see the cars driving around all the time, the Nest is right up the street, but how's that landscape evolving? You know, we obviously hear about Uber, we hear about Lyft, you hear little bits and pieces about BMW and different car companies. As you sit back from where you're sitting, how do you kind of segment the market, how do you figure out where you're going to go next? >> Yeah, it's an interesting question. I mean, right now, you know, there's obviously a lot of excitement around this market and where it will be in five years. Right now the number of actual autonomous vehicles deployed is relatively low, and so that is frankly what our business is tied to. Again, it's enabling every vehicle on the road to actually operate safely, and so in terms of total addressable market, how we see it evolving, right now it's a relatively small number of cars and a relatively small number of players, but we see huge opportunity and huge growth in the sector over the next five years and 10 years. >> Right, and obviously a big integration challenge for you guys because each platform that you partner with is, you know, we hear all the time, some of them are using some shared infrastructure, some of them are trying to use their own, some are RADAR, some are LIDAR, some are camera, some are combination, so from a business development point of view you guys have to integrate with all those different platforms. >> That's correct, and so that's from the very beginning, we're building our end-to-end service to be very flexible and the software piece especially can integrate with any vehicle, with any vehicle manufacturer, because frankly we want to be open to the market and we don't want to just cover, you know, one customer's vehicles. We are sort of a third party who can provide a safety solution for a number of AV operators. >> Right, now the other interesting thing that people probably don't think about is, you know, we hear all about the technology in the cars and the machines, right, and IOT and it's all about machines, but in bringing a human operator into the equation it's not just to operate the vehicle, it's actually a person and all that that means. I wonder if you can kind of explain how that impacts people's autonomous car vehicle when there's actually a person involved. >> Yeah, definitely, so I think, you know, I think about this from a personal standpoint, so part of me is very excited for autonomous vehicles and I've ridden in several autonomous vehicles, feel very comfortable in them very quickly, but I also live in Silicon Valley and not everyone does just get to zip around in autonomous vehicles and is working in this industry, and so we do view there's going to be a, you know, a big consumer adoption kind of hurdle to overcome, and a piece of that is having the passengers in the car comfortable and feeling that, you know, someone has their back, right? >> Jeff: Right. >> So that's a key part of what we believe that we deliver is a human touch to self-driving cars, which we think is very important just at a psychological level, knowing that you have somebody who is monitoring your ride and is ready to intervene and protect you, you know, in the event that something goes wrong with the ride. And the other thing is by having a human in the loop it also enables all sorts of interesting ways of providing better service, and that's going to be a very, a key piece of whenever everyone inside the car is a passenger, there are no longer drivers, we're passengers. There are going to be lots of opportunities for enhancing passenger experience, and we think part of that can be, you know, providing a human service, an actual human on the other end making you feel comfortable and also connecting you with almost like a concierge. >> Right, and like OnStar has been around forever, right, that's probably the first kind of two way- >> You said that, not me, yeah. >> Two way communication, right, into the vehicle, which at first was I think mainly a safety feature. You crash and it sends out a 911 and then I think they kind of evolved it into a little bit of a concierge service. >> Exactly, so again, there's certainly that piece that we think is going to be really important for consumer adoption. I mean, I think AAA did a survey recently that showed 75% of consumers are afraid of trusting a machine, an autonomous vehicle. Now, we're very confident that the AV tech, once you get inside an autonomous vehicle that you very quickly realize, "Wow, this is a great driver," and we're very bullish on, you know, autonomous vehicle technology and believe that it's very reliable. But again, in those edge case scenarios, having a human who's going to intervene on your behalf and be able to actually operate the vehicle will be really important. >> Right, so somebody's watching this and going, "Ha-ha-ha," you know, "I'm a hacker, I'm going to hack into the stream," and it's not going to be Ben, the nice, smooth driver taking over the car but some person that maybe we don't want taking over the car. So, in terms of security and network infrastructure, how much are you leveraging your partners' infrastructure, how much are you leveraging your own, where does kind of security fit in this whole puzzle? >> Yeah, it's a great question and certainly one that, you know, we're hearing from a lot of customers. So, we are working with a variety of cybersecurity firms for making sure that our solution is extremely secure across multiple vectors, so whether it's just on the software piece or really our end-to-end solution, from the hardware that we can offer in the car, to the software, to the actual control center, the operation center where the driver's driving you, making sure that we have end-to-end security to avoid any situation like that. >> Right, so Jordan, for the people that aren't in Silicon Valley, what should they know about autonomous vehicles, how close are we, how much is it just, you know, stuff in the newspaper and you know, kind of nirvana still or just, you know, specialize Waymo vehicles that we see all the time in this neighborhood. How close is this to Main Street, how close is this to being that vehicle that picks me up when I get off the Caltrain to San Francisco and I need to go to a meeting over the Embarcadero? >> Yeah, so I think what people should know about this technology is that it is incredible technology that will be life-saving and that needs to get on the road, but that needs to happen in a safe manner and at a time where you can have full confidence in the operation and all settings, right. The technology is incredible, and so what Phantom Auto is here to do is to get these life-saving vehicles on the road quicker, and so what I would say to the average person who's a little uncertain of this technology is that it is incredible and you're going to enjoy the experience and it will be life-saving, and again, I think Phantom Auto is working to actually bring that experience to consumers by getting these robo-taxi services deployed. >> Jeff: Right. >> Pull out the safety driver and have a remote safety driver, a Phantom Auto remote operator ready to take over control of the vehicle in the event that you need assistance. >> And in terms of where you guys are as a company, right, you're a relatively small company, got this cool Lincoln here, where are you in terms of your company? Do you have POCs in place, do you have customers in place, kind of where is it in terms of the deployment of the technology within your ecosystem? >> Yeah, well we realize that we're bringing a very critical solution to these operators, so again, if you're an autonomous vehicle developer and operator and really thinking seriously about deployment you realize that you need a solution like ours, and so on the business standpoint we have several deals already closed, some pilots planned over the next few months, so you'll be seeing a lot more, I think, of us very soon out in the market. >> All right, now you're going to see more of us on the street. So, Jordan, let's stop talking and let's go take a ride in the car. >> Let's get in the car. >> All right, he's Jordan, I'm Jeff. We're getting in the car, thanks for watching. (techy music playing)

>> (Announcer) Live from San Jose, in the heart of Silicon Valley, it's theCUBE covering DataWorks Summit 2017, brought to you by Hortonworks. >> Hi everybody, this is George Gilbert, Big Data and Analytics Analyst with Wikibon. We are wrapping up our show on theCUBE today at DataWorks 2017 in San Jose. It has been a very interesting day, and we have a special guest to help us do a survey of the wrap-up, George Chow from Simba. We used to call him Chief Technology Officer, now he's Technology Fellow, but when we was explaining the different in titles to me, I thought he said Technology Felon. (George Chow laughs) But he's since corrected me. >> Yes, very much so >> So George and I have been, we've been looking at both Spark Summit last week and DataWorks this week. What are some of the big advances that really caught your attention? >> What's caught my attention actually is how much manufacturing has really, I think, caught into the streaming data. I think last week was very notable that both Volkswagon and Audi actually had case studies for how they're using streaming data. And I think just before the break now, there was also a similar session from Ford, showcasing what they are doing around streaming data. >> And are they using the streaming analytics capabilities for autonomous driving, or is it other telemetry that they're analyzing? >> The, what is it, I think the Volkswagon study was production, because I still have to review the notes, but the one for Audi was actually quite interesting because it was for managing paint defect. >> (George Gilbert) For paint-- >> Paint defect. >> (George Gilbert) Oh. >> So what they were doing, they were essentially recording the environmental condition that they were painting the cars in, basically the entire pipeline-- >> To predict when there would be imperfections. >> (George Chow) Yes. >> Because paint is an extremely high-value sort of step in the assembly process. >> Yes, what they are trying to do is to essentially make a connection between downstream defect, like future defect, and somewhat trying to pinpoint the causes upstream. So the idea is that if they record all the environmental conditions early on, they could turn around and hopefully figure it out later on. >> Okay, this sounds really, really concrete. So what are some of the surprising environmental variables that they're tracking, and then what's the technology that they're using to build model and then anticipate if there's a problem? >> I think the surprising finding they said were actually, I think it was a humidity or fan speed, if I recall, at the time when the paint was being applied, because essentially, paint has to be... Paint is very sensitive to the condition that is being applied to the body. So my recollection is that one of the finding was that it was a narrow window during which the paint were, like, ideal, in terms of having the least amount of defect. >> So, had they built a digital twin style model, where it's like a digital replica of some aspects of the car, or was it more of a predictive model that had telemetry coming at it, and when it's an outside a certain bounds they know they're going to have defects downstream? >> I think they're still working on the predictive model, or actually the model is still being built, because they are essentially trying to build that model to figure out how they should be tuning the production pipeline. >> Got it, so this is sort of still in the development phase? >> (George Chow) Yeah, yeah >> And can you tell us, did they talk about the technologies that they're using? >> I remember the... It's a little hazy now because after a couple weeks of conference, so I don't remember the specifics because I was counting on the recordings to come out in a couples weeks' time. So I'll definitely share that. It's a case study to keep an eye on. >> So tell us, were there other ones where this use of real-time or near real-time data had some applications that we couldn't do before because we now can do things with very low latency? >> I think that's the one that I was looking forward to with Ford. That was the session just earlier, I think about an hour ago. The session actually consisted of a demo that was being done live, you know. It was being streamed to us where they were showcasing the data that was coming off a car that's been rigged up. >> So what data were they tracking and what were they trying to anticipate here? >> They didn't give enough detail, but it was basically data coming off of the CAN bus of the car, so if anybody is familiar with the-- >> Oh that's right, you're a car guru, and you and I compare, well our latest favorite is the Porche Macan >> Yes, yes. >> SUV, okay. >> But yeah, they were looking at streaming the performance data of the car as well as the location data. >> Okay, and... Oh, this sounds more like a test case, like can we get telemetry data that might be good for insurance or for... >> Well they've built out the system enough using the Lambda Architecture with Kafka, so they were actually consuming the data in real-time, and the demo was actually exactly seeing the data being ingested and being acted on. So in the case they were doing a simplistic visualization of just placing the car on the Google Map so you can basically follow the car around. >> Okay so, what was the technical components in the car, and then, how much data were they sending to some, or where was the data being sent to, or how much of the data? >> The data was actually sent, streamed, all the way into Ford's own data centers. So they were using NiFi with all the right proxy-- >> (George Gilbert) NiFi being from Hortonworks there. >> Yeah, yeah >> The Hortonworks data flow, okay >> Yeah, with all the appropriate proxys and firewall to bring it all the way into a secure environment. >> Wow >> So it was quite impressive from the point of view of, it was life data coming off of the 4G modem, well actually being uploaded through the 4G modem in the car. >> Wow, okay, did they say how much compute and storage they needed in the device, in this case the car? >> I think they were using a very lightweight platform. They were streaming apparently from the Raspberry Pi. >> (George Gilbert) Oh, interesting. >> But they were very guarded about what was inside the data center because, you know, for competitive reasons, they couldn't share much about how big or how large a scale they could operate at. >> Okay, so Simba has been doing ODBC and JDBC drivers to standard APIs, to databases for a long time. That was all about, that was an era where either it was interactive or batch. So, how is streaming, sort of big picture, going to change the way applications are built? >> Well, one way to think about streaming is that if you look at many of these APIs, into these systems, like Spark is a good example, where they're trying to harmonize streaming and batch, or rather, to take away the need to deal with it as a streaming system as opposed to a batch system, because it's obviously much easier to think about and reason about your system when it is traditional, like in the traditional batch model. So, the way that I see it also happening is that streaming systems will, you could say will adapt, will actually become easier to build, and everyone is trying to make it easier to build, so that you don't have to think about and reason about it as a streaming system. >> Okay, so this is really important. But they have to make a trade-off if they do it that way. So there's the desire for leveraging skill sets, which were all batch-oriented, and then, presumably SQL, which is a data manipulation everyone's comfortable with, but then, if you're doing it batch-oriented, you have a portion of time where you're not sure you have the final answer. And I assume if you were in a streaming-first solution, you would explicitly know whether you have all the data or don't, as opposed to late arriving stuff, that might come later. >> Yes, but what I'm referring to is actually the programming model. All I'm saying is that more and more people will want streaming applications, but more and more people need to develop it quickly, without having to build it in a very specialized fashion. So when you look at, let's say the example of Spark, when they focus on structured streaming, the whole idea is to make it possible for you to develop the app without having to write it from scratch. And the comment about SQL is actually exactly on point, because the idea is that you want to work with the data, you can say, not mindful, not with a lot of work to account for the fact that it is actually streaming data that could arrive out of order even, so the whole idea is that if you can build applications in a more consistent way, irrespective whether it's batch or streaming, you're better off. >> So, last week even though we didn't have a major release of Spark, we had like a point release, or a discussion about the 2.2 release, and that's of course very relevant for our big data ecosystem since Spark has become the compute engine for it. Explain the significance where the reaction time, the latency for Spark, went down from several hundred milliseconds to one millisecond or below. What are the implications for the programming model and for the applications you can build with it. >> Actually, hitting that new threshold, the millisecond, is actually a very important milestone because when you look at a typical scenario, let's say with AdTech where you're serving ads, you really only have, maybe, on the order about 100 or maybe 200 millisecond max to actually turn around. >> And that max includes a bunch of things, not just the calculation. >> Yeah, and that, let's say 100 milliseconds, includes transfer time, which means that in your real budget, you only have allowances for maybe, under 10 to 20 milliseconds to compute and do any work. So being able to actually have a system that delivers millisecond-level performance actually gives you ability to use Spark right now in that scenario. >> Okay, so in other words, now they can claim, even if it's not per event processing, they can claim that they can react so fast that it's as good as per event processing, is that fair to say? >> Yes, yes that's very fair. >> Okay, that's significant. So, what type... How would you see applications changing? We've only got another minute or two, but how do you see applications changing now that, Spark has been designed for people that have traditional, batch-oriented skills, but who can now learn how to do streaming, real-time applications without learning anything really new. How will that change what we see next year? >> Well I think we should be careful to not pigeonhole Spark as something built for batch, because I think the idea is that, you could say, the originators, of Spark know that it's all about the ease of development, and it's the ease of reasoning about your system. It's not the fact that the technology is built for batch, so the fact that you could use your knowledge and experience and an API that actually is familiar, should leverage it for something that you can build for streaming. That's the power, you could say. That's the strength of what the Spark project has taken on. >> Okay, we're going to have to end it on that note. There's so much more to go through. George, you will be back as a favorite guest on the show. There will be many more interviews to come. >> Thank you. >> With that, this is George Gilbert. We are DataWorks 2017 in San Jose. We had a great day today. We learned a lot from Rob Bearden and Rob Thomas up front about the IBM deal. We had Scott Gnau, CTO of Hortonworks on several times, and we've come away with an appreciation for a partnership now between IBM and Hortonworks that can take the two of them into a set of use cases that neither one on its own could really handle before. So today was a significant day. Tune in tomorrow, we have another great set of guests. Keynotes start at nine, and our guests will be on starting at 11. So with that, this is George Gilbert, signing out. Have a good night. (energetic, echoing chord and drum beat)

>> Announcer: Live from San Francisco, it's The Cube covering Informatica World 2017. Brought to you by Informatica. >> Okay, welcome back everyone. We are here live in San Francisco for The Cube's exclusive coverage of Informatica World 2017. I'm John Furrier, this is Siliconangle's flagship program, we go out to the events and (he mumbles). My next guest is Jitesh Ghai who's the Vice President General Manager of data quality and governance for Informatica. Welcome to The Cube, thanks for joining us today. >> Happy to be here, John. Pleasure. >> So, two things right out of the gate. One, data quality and governance, two of the hottest topics in the industry, never mind within Informatica. You guys are announcing a lot of stuff, customers are pretty happy, you got a solid customer base. >> That's right. >> Product's been blooming, you got a big brand behind you now. This is important. There's laws now in place coming online in 2018, I think it's the GDPR. >> That's right. >> And there's a variety of other things, but more importantly customers got to get hold of their data. >> That's right. >> What's your take and what are you announcing here at the show? >> Well, you know, from a data governance and compliance and overall quality standpoint, data governance started off as a stick, a threat of regulatory pressure, but really the heart of what it is is effective access to and consumption of data, trusted data. And through that exercise of the threat of a stick, healthy practices have been implemented and that's resulted in an appreciation for data governance as a carrot, as an opportunity to innovate, innovate with your data to develop new business models. The challenge is as this maturation in the practice of data governance has happened there's been a realization that there's a lot of manual work, there's a lot of collaboration that's required across a cross-functional matrixed organization of stakeholders. And there's the concept of ... >> There's some dogma too, let's just face it, within organizations. I got all this data, I did it this way before. >> Right. >> And now, whoa, the pressure's on to make data work, right, I mean that's the big thing. >> That's exactly right. So, you collaborate, you align, and you agree on what data matters and how you govern it. But then you ultimately have to stop documenting your policies but actually make it real, implement it, and that's where the underlying data management stack comes into place. That could be making it real for regulatory, financial regulations, like BCBS 239 and CCAR, where data quality is essential. It could be making it real for security related regulations where protection is essential, like GDPR, the data protection regulation in the EU. And that's where, Informatica is launching a holistic enterprise data governance offering that enables you to not just document it, or as one CDO said to me, "You know, at some point you've got to stop talking about it, "you actually have to do it." To connecting the conceptual, the policies, with the underlying physical systems, which is where intelligent automation with the underlying data management portfolio, the industry-leading data management portfolio that we have, really delivers significant productivity benefits, it's really redefining the practice of data governance. >> Yeah, most people think of data as being one of those things, it's been kind of like, whether it's healthcare, HIPAA old models, it's always been an excuse to say no. "Whoa, we don't do it that way." Or, "Hey." It's kind of become a no-op kind of thing where, "No, we don't want to do any more than data." But you guys introduced CLAIR which is the acronym for the clairvoyant or AI, it's kind of a clever way to brand. >> That's right. >> That's going to bring in machine learning augmented intelligence and cool things. That only, to me, feels like you're speeding things up. >> That's exactly right. >> When in reality governance is more of a slowdown, so how do you blend the innovation strategy of making data freely available ... >> Right. >> ..and yet managing the control layer of governance, because governance wants to go slow, CLAIR wants to go fast, you know. Help me explain that. >> Well, in short, sometimes you have to go slow to go fast. And that's the heart of what our automated intelligence that CLAIR provides in the practice of data governance, is to ensure that people are getting access to, efficient access to trusted data and consuming it in the right context. And that's where you can set, you can define a set of policies, but ultimately you need those policies to connect to the right data assets within the enterprise. And to do that you need to be able to scan an entire enterprise's data sets to understand where all the data is and understand what that data is. >> Talk about the silver bullet that everyone just wants to buy, the answer to the test, which is ungettable, by the way, I believe, we just had Allegis on, one of your customers, and their differentiation to their competition is that they're using data as an asset but they're not going all algorithmic. There's the human data relationship. >> Absolutely. >> So there's really no silver bullet in data. You could use algorithms like machine learning to speed things up and work on things that are repeatal tasks. >> Right. >> Talk about that dynamic because governance can be accelerated with machine learning, I would imagine, right? >> Absolutely, absolutely. Governance is a practice of ensuring an understanding across people, processes and systems. And to do that you need to collaborate and define who are the people, what are your processes, and what are the systems that are most critical to you. Once you've defined that it's, well, how do we connect that to the underlying data assets that matter, and that's where machine learning really helps. Machine learning tells you that if you define customer id as a critical data element, through machine learning, through CLAIR, we are able to surface up everywhere in your organization where customer id resides. It could be cmd id, it could be customer_id, could be customer space id, cust id. Those are all the inferences we can make, the relationships we can make, and surface all of that up so that people have a clear understanding of where all these data assets reside. >> Jitesh, let's take a step back. I want to get your thoughts on this, I really want you to take a minute to explain something for the folks watching. So, there's a couple of different use cases, at least I've observed in a row and the wikibon team has certainly observed. Some people have an older definition of governance. >> Right. >> What's the current definition from your standpoint? What should people know about governance today that's different than just last year or even a few years ago, what's the new picture, what's the new narrative for governance and the impact to business? >> You know, it's a great question. I held a CDO summit in February, we had about 20 Chief Data Officers in New York and I just held an informal survey. "Who implements data governance programs "for regulatory reasons?" Everybody put their hand up. >> Yeah. >> And then I followed that up with, "Who implements data governance programs "to positively affect the top line?" and everybody put their hand up. That's the big transition that's happened in the industry is a realization that data governance is not just about compliance, it's also about effective policies to better understand your data, work with your data, and innovate with your data. Develop new business models, support your business in developing those new business models so that you can positively affect the top line. >> Another question we get up on The Cube all the time, and we also observe, and we've heard this here from other folks at Informatica and your customers have said, getting to know what you actually have is the first step. >> Right. >> Which sounds counter-intuitive but the reality is that a lot of folks realize there's an asset opportunity, they raise their, hey, top line revenue. I mean, who's not going to raise their hand on that one, right, you get fired. I mean, the reality is this train's coming down the tracks pretty fast, data as an input into value creation. >> That's exactly right. >> So now the first step is oh boy, just signed up for that, raise my hand, now what the hell do I have? >> Right. >> How do you react to that? What's your perspective on that? >> That's where you need to be able to, google indexed the internet to make it more consumable. Actually, a few search engines indexed the internet. Google came up with sophistication through its page-ranking algorithm. Similarly, we are cataloging the enterprise and through CLAIR we're making it so that the right relevant information is surfaced to the right practitioner. >> And that's the key. >> That is the key. >> Accelerating the access method, so increase the surface area of data, have the control catalog for the enterprise. >> That's right. >> Which is like your google search analogy. A little harder than searching the internet, but even google's not doing a great job these days, in my opinion, I should say that. But there's so many new data points coming in. >> That's right. >> So now the followup question is, okay, it's really hard when you start having IOT come in. >> That's right. >> Or gesture data or any kind of data coming in. How do you guys deal with that? How does that rock your world, as they say? >> And that's where effective consumption of data permeates across big data, cloud, as well as streaming data. We have implemented, in service to governance, we've implemented in-stream data quality rules to filter out the noise from the signal in sensor data coming in from aircraft subsystems, as an example. That's a means of, well, first you need to understand what are the events that matter, and that's a policy definition exercise which is a governance exercise. And then there's the implementation of filtering events in realtime so that you're only getting the signal and avoiding the noise, that's another IOT example. >> What's your big, take your Informatica hat off, put your kind of industry citizen hat on. >> Mm-hm. >> What's your view of the marketplace right now? What's the big wave that people are riding? Obviously, data, you could say data, don't say data 'cause we know that already. >> Sure. >> What should people, what do you observe out there in the marketplace that's different, that's changing very rapidly? Obviously we see Amazon stock going up like a hockey stick, obviously cloud is there. What are you getting excited about these days? >> You know, what I'm excited about is bringing broad-based access of data to the right users in the right context, and why that's exciting is because there's an appreciation that it's not the analytics that are important, it's the data that fuels those analytics that's important. 'Cause if you're not delivering trusted, accurate data it's effectively a garbage in, garbage out analytics problem. >> Hence the argument, data or algorithms, which one's more important? >> Right. >> I mean data is more important than algorithms 'cause algorithms need data. >> That's exactly right and that's even more true when you get into non-deterministic algorithms and when you get into machine learning. Your machine learning algorithm is only as good as the data you train it with. >> I mean look, machine learning is not a new thing. Unsupervised machine learning's getting better. >> Right. >> But that's really where the compute comes in, and the more data you have the more modeling you can do. These are new areas that are kind of coming online, so the question is, to you, what new exciting areas are energizing some of these old paradigms? We hear neural nets, I mean, google's just announced neural nets that teach neural nets to make machine learning easier for humans. >> Right. >> Okay. I mean, it has a little bit of computer science baseball but you're seeing machine learning now hitting mainstream. >> Right. >> What's the driver for all this? >> The driver for all this comes down to productivity and automation. It's productivity and automation in autonomous vehicles, it's productivity and automation that's now coming into smart homes, it's productivity and automation that is being introduced through data-driven transformation in the enterprise as well, right, that's the driver. >> It's so funny, one of my undergraduate computer science degrees was databases. And in the '80s it wasn't like you went out to the tub, "Hey, I'm a databaser." (He mimics uncertain mumbling) And now it's like the hottest thing, being a data guy. >> Right. >> And what's also interesting is a lot of the computer science programs have been energized by this whole software defined with cloud data because now they have unlimited, potentially, compute power. >> Right. >> What's your view on the young generation coming in as you look to hire and you look to interview people? What are some of the disciplines that are coming out of the universities and the masters programs that are different than it was even five years ago? What are some trends you're seeing in the young kids coming in, what are they gravitating towards? >> Well, you know, there's always an appreciation of, a greater appreciation for, you know, the phrase I love is, "In god we trust, all others must have data." There's an increasing growing culture around being data-driven. But from a background of young people, it's from a variety of backgrounds, of course computer science but philosophy majors, arts majors in general, all in service to the larger cause of making information more accessible, democratizing data, making it more consumable. >> I think AI, I agree, by the way, I would just add, I think AI, although it is hyped and I don't really want to burst that bubble because it's really promoting software. >> Right. >> I mean, AI's giving people a mental model of, "Oh my god, some pretty amazing things are happening." >> Sure. >> I mean, autonomous vehicles is what most people point to and say, "Hey, wow, that's pretty cool." A Tesla's much different than a classic car. I mean, you test-drive a TESLA you go, "Why am I buying BMW, Audi, Mercedes?" >> Right, exactly. >> It's a no brainer. >> Right. >> Except it's like (he mumbles), you got to get it installed. But, again, that's going to change pretty quickly. >> At this point it's becoming a table sticks exercise. If you're not innovating, if you're not applying intelligence and AI, you're not doing it right. >> Right, final question. What's your advice to your customers who are in the trenches, they raise their hand, they're committed to the mandate, they're going down the digital business transformation route, they recognize that data's the center of the value proposition, and they have to rethink and reimagine their businesses. >> Right. >> What advice do you give them in respect to how to think architecturally about data? >> Well, you know, it all starts with your data-driven transformations are only as good as the data that you're driving your transformations with. So, ensure that that's trusted data. Ensure that that's data you agree as an organization upon, not as a functional group, right. The definition of a customer in support is different from the definition of a customer in sales versus marketing. It's incredibly important to have a shared understanding, an alignment on what you are defining and what you're reporting against, because that's how you're running your business. >> So, the old schema concept, the old database world, know your types. >> Right. >> But then you got the unstructured data coming in as well, that's a tsunami IOT coming in. >> Sure, sure. >> That's going to be undefined, right? >> And the goal and the power of AI is to infer and extract metadata and meaning from this whole landscape of semi-structured and unstructured data. >> So you're of the opinion, I'm sure you're biased with being Informatica, but I'm just saying, I'm sure you're in favor of collect everything and connect the dots as you see fit. >> Well ... >> Or is that ...? >> It's a nuance, you can't collect everything but you can collect the metadata of everything. >> Metadata's important. >> Data that describes the data is what makes this achievable and doable, practically implementable. >> Jitesh Ghai here sharing the metadata, we're getting all the metadata from the industry, sharing it with you here on The Cube. I'm John Furrier here live at Informatica World 2017, exclusive Cube coverage, this is our third year. Go to siliconangle.com, check us out there, and also wikibon.com for our great research. Youtube.com/siliconangle for all the videos. More live coverage here at Informatica World in San Francisco after this short break, stay with us.

>> Narrator: Live, from San Francisco, it's the Cube, covering Informatica World 2017. Brought to you by Informatica. (techno music) >> Hey, welcome back, everyone. Live here in San Francisco, this is the Cube's exclusive coverage of Informatica World 2017, our third year covering Informatica, and more to come. I'm John Furrier with Silicon Angle, the Cube. My co-host, Peter Burris, Head of Research for Silicon Angle Media, as well as General Manager of Wikibon.com, check out the great research at Wikibon. Some great stuff there on IOT, cloud ping data, great stuff. Of course, go to SiliconAngle.com for all the coverage YouTube.com/SiliconAngle for all the Cube videos. Our next guest is Bruce Chizen, board member of a lot of private companies, also Special Advisor at Informatica. You're on the board of Informatica, no? >> Executive Chair. >> John: Executive Chair of Informatica. Not only as Special Advisor, Executive Chair. Welcome back, good to see you. >> Great to be here. >> You were on last year, great to have you back. What a popular video. Jerry Held was on yesterday. Let's get some Board insights, so first question, when are you going public? (laughing) >> Good one. >> John: Warmed you up, and then, no. I mean the performance is doing well. Give us a quick update. >> Company's doing well. Q4 was a good quarter, Q1 was a good quarter. I think we will be positioned to do something late 2018, early 2019. A lot depends on how the company continues to do. A lot depends on the market. The private equity investors are in no hurry. >> John: Yeah. >> But it's always nice to have that option. >> So it's one of the things we, yeah, great option. Doing well. We heard that also from some of the management. We got O'Neil coming on, we'll press him on some of the performance side, but always had good products out, we talked about it last year. But the industry's going through a massive transformation. You've seen many waves over the years. The waves are hitting. What's your perspective right now? I mean, it's a pretty big wave. You got to get the surfboard out there, there's a set coming in. What's the big wave right now? >> So, data is driving every transformation within every organization. Any company that is not using and taking advantage of data will be left behind. You look at how companies like Amazon and Google and now a lot of our customers like Schwab and Tesla and others, the way they're using data, that will allow them to continue to either be successful in the case of a Schwab, or be a disruptor, like somebody like Tesla. Fortunately for us at Informatica, we are helping to drive that digital transformation. >> One of the things that I always observe, younger than you are, I've only seen a few waves in my day, but in the waves that were the most impactful in terms of creating wealth, and opportunity, and innovation, has had a cool and relevant factor. Meaning, if you go back to the PC days, it was cool and relevant. If you go back to mini computer, cool and relevant. And it goes on and on and on. And certainly internet, cool and relevant. But now, the, you mention Tesla. I'm testing driving one on Friday. My kids are like "Don't buy the Audi, buy the Tesla." This is my kids. So it's a cooler, it's a spaceship, it's cooler than the other cars. >> Bruce: Or an iPhone on wheels. >> Peter: (laughs) Exactly. A computer on wheels. >> So cool and relevant, talk about what is the cool and relevant thing right now. You talk about user experience, that's one. Data's changing it. So how is data being the cool and relevant trend? Point to some things that... >> If you look at what's happening from the chip on up, everything, everything will be intelligent. And I hate to use the term "internet of things," but the reality is everything will have intelligence. And that intelligent information will be able to be taken advantage of because of the scale of the cloud. Which means that any company will be able to take information, data, analyze it on the cloud, and then use it to do something with. And it's happening now. Fortunately, Informatica sits right in the middle of that, because they're the ones who could rationalize that data on behalf of their customers. 'Cause there's going to be a lot of it and somebody needs to govern it, secure it, homogenize it. >> John: You consider them an enabling platform? >> Absolutely, absolutely. I was joking, we just went through a rebranding exercise. And it's kind of cute, new logo, and it's kind of bold and sleek and it shows we'll have a leader, but it's a logo. But there's really around the messaging, we are finally getting across that we are the ones unleashing the power of data. That's what Informatica does. We'd just never really told anybody about it. We're very product focused, not really helping customers understand how uniquely positioned the company was. >> And it's also, you guys have done some things. Let's just go back and look at going private. Brought a new management team, have product chops again, we've talked about that in previous years. Last year in particular. So, okay, you have the wind at your back. Now you got Sally as a CMO, now you got to start being a humble braggart about the cool stuff you're doing. So which is marketing, basically. >> That's correct. >> John: But now, it's digital. >> Yeah. >> So, what's the Board conversation like, you say "Go, go build the brand!" >> So first of all, being private is great. (laughing) Because we get to do things you couldn't do as a public company. We're, a lot of our customers what to buy the products and solutions via subscription, that has huge impact to the P&L, especially in the short term. Cash flow's fine. So the PE guys are going okay, it's great, because we'll come out of this as a better company, and our customers like it because that's the way they want to buy products. So, that helps a lot. The conversation at the Board level has been, "Wow, we're number one in every category in which "we participate in. "Everything from big data to cloud integration "to traditional on-premise, to real-time streaming, "and, and, and data security." >> You're only one of three vendors in the Google general availabilities banner which went out yesterday. We covered that on Silicon Angle. >> We're number one there, we had AWS speak at our conference, we had Azure speak at our conference. All of the cloud guys love Informatica because we are the ones who are uniquely positioned to deal with all this data on behalf of their customers. As a private company, we're able to take advantage of that, spend some extra money on marketing. You know a lot of our customers know about us, but a lot more should know about us. So, part of coming out, having a new logo, having a new digital campaign, changing the website, that costs money. But as a private company, we get to do that. Because the fruits of those efforts will end up occurring a couple of years down the road, which is fine. >> So let me see if I can weave those two thoughts together in what I thought was an interesting way. Given that increasingly a lot of data's going to be in the cloud, and that's where the longer analysis is going to be required, that means a lot of the tools are going to have to be in the cloud. Amazon Marketplace is going to be a place where a lot of tools are going to be chosen. People are going to go into the Amazon Marketplace and see a lot of different options, including some that are free. They may not work as well, but they're free. You guys, what happens with marketing, and what's happening with that kind of a trend, is you need to buy, as customers, to choose tools that are actually going to work to serve or to solve the problem, to do the work that you need them to perform. And so what Sally Jenkins, the CMO, has done, with this new branding, is introduce the process of how do you buy us more customers to choose the right tool to do the right job? Does that make sense to you? >> It makes absolute sense, free is good. But be careful what you ask for. Sometimes you get what you pay for. You're talking about enterprise data. You want it to be governed, you want it to be secure. You want it to be accurate. >> John: Now there's laws coming out where you have to do it. >> You look at GTB... >> Peter: GDBPR. >> GDBPR in Europe, the privacy issues. You look at what's happening with Facebook, or what was reported today with France and how they're not happy with Facebook's privacy behaviors. It's an issue. It's an issue for anybody who does business anywhere, especially if you're a global company and you do business in Europe. You have to worry about corporate governance. Data security, data governance, data security. That's Informatica. The other thing is, while there will be some customers who will say "I'm going to AWS," there will be more customers who will either say "I have some legacy "systems that I'm going to leave on-premise, "and new projects will be in the cloud." Or they're going to say "I'm moving everything to "the cloud, but I don't want to be held hostage "by one cloud provider." And they're going to go with Amazon and Azure and Google and maybe Oracle, and, and, and. And again, because Informatica is Swiss, we're able to provide them with a solution that allows them to accomplish their data needs. >> Well, congratulations on the performance, I want to get that out of the way. But I want to ask a specific question on the historical, holistic picture of Informatica. Going back, what were the key bets that you guys made? 'Cause you guys sit around, and you got the private equity now coming to the table, they have expectations, but at the end of the day you've got to build a business. What were the key bets that is yielding the fruit that we're seeing? >> The number one bet was that the company had great products and a great R&D organization. We believed that, and fortunately, we got it right. Because if you don't have great products and passionate R&D organizations around the world, you can't make up for that. It doesn't make a difference how much you spend on marketing. At least not in the business that we're in. So that was number one bet, and that proved to play out well. The second thing was, this was a company that had done so well for so long that they never needed to change their business processes to behave like a billion, two billion, three billion, four billion dollar company. Many of their business processes were like that of a 200 million dollar company. And that's easier to fix. So things around back end, IT, legal, finance, go-to-market, marketing, sales. >> John: Less of a risk from an investment standpoint. >> That's correct. So that's what we believed, we were right And where we've been spending most of our energy and effort is helping the company, through the new management team, improve their business processes and their go-to-market. >> So we had a critical analysis yesterday during our wrap up session, and one of the comments I made, I want to get your reaction to this, was although impressive, your number one and all these Gartner Magic Quadrant categories, but that's an old scoreboard. If we're really living in digital transformation, those shouldn't really be a tell sign for what the performance of the new KBIs or the new metrics are. And so we were pontificating and analyzing what that would be, still unknown, we're going to see it. But Peter had a good point, he said "At the end "of the day, customer wins." >> Yeah, that was my reaction. It's like at the end of the day, all that matters do the customers.... >> What's the scoreboard look for customer wins? I know you were at the executive summit they had yesterday at the Intercontinental right around the corner. I had a chance to meet some of them at that dinner, some conversation. But I want to get your perspective. What is the vibe of the customers, what are those customer wins, and how does that translate into future growth for Informatica? >> Any customer who is looking at data, data management, strategically, is going with Informatica. >> Mmm hmm. >> There are a number of competitors that we have who try to compete with Informatica at the product level, and they end up doing okay through pricing, through better sales tactics, but when we have the opportunity to speak to the Chief Data Officer, the CIO, the CEO, they go with Informatica. It's the reason why Tesla went with Informatica on their project where they're trying to tie together the auto business with the solar business. Because if they get to know both sets of customers and are able to sync that up, one plus one will be greater than two for them, and that's why they did that deal. Or it's why Amazon has chosen our MDM solution for their sales operations. So you look at leading companies who are able to look at the enterprise level, at the strategic level, they are going with Informatica. That's why we know we're winning. >> So Bruce, give us three sentences, what is strategic data management? >> Strategic data management is being able to take reams and reams of data from all different platforms, traditional legacy, big data, real-time solutions, and data from the cloud and be able to look at it intelligently. Use artificial intelligence and machine learning to be able to analyze that data in a more intelligent way, and then act on it. >> So two questions on that point, I was going to ask about the AI washing going on in the industry. Every event now is like, "Oh my god, AI, we've got AI," but that's not really AI. What is AI, we call it augmented intelligence because you're really augmenting with the data, but even Google IO's got a little neural net throwback to the 80s, but what's your thoughts on how customers should look through the lens of b.s. to say, "Wow, that's the real AI, or the real "augmented intelligence." >> Does it do anything? That's ultimately the question that a Chief Data Officer or CIO or CEO...is something changing because of the artificial intelligence being applied? In the case of Informatica, we announced an AI platform called Clair, "clairvoyant," so artificial intelligence. What is Clair? It allows you to develop solutions like our enterprise information catalog, where an organization has thousands and thousands of databases, it's able to look at the metadata within those databases and then over time keep disclosing more and more data appropriate to the information that you're looking for. So then, if I'm an analyst or a businessperson, a marketing person, a sales person, I can take action on the right set of data. That's true artificial intelligence. >> Bruce, I want to get to one final point as we are winding down here. Again, you've seen many waves. But I want to talk about the companies that are trying to get through the transition of this transformation, Informatica certainly cleared the runway, they've got some things to work on, certainly brand-building. I see that as their air cover in many rising tide will float a lot of boats in the ecosystem. But there are companies where they have been in the infrastructure business and the cloud is one big infrastructure, selling boxes and whatnot. Other companies have traditional software models, download, whatever you want to call it, on-prem licenses, not subscriptions. They're working hard. Your advice to them if you are on their Board, or as a friend, what do you say to them, what do they got to do to get through this? And how should customers look at who's winning and who's losing, in terms of progress? >> The world of enterprise computing is moving to the cloud. Legacy systems will remain for a while. They need to figure out how to take their legacy solutions and make them relevant to the world of cloud computing. And if they can't do that, they should sell their company or get out of business. (laughing) >> And certainly data is the oil, it's the gold, it's the lifeblood of an organization. >> Of any organization. Even at Informatica, internally, we're using our own intelligent data platform to do our own marketing. Sally Jenkins is working closely with our CIO Graeme Thompson on working on solutions where we could help better understand what our customers want and need, so we can provide them with the right solution, leveraging our intelligent data leg. >> Bruce, thanks for coming on the Cube. Really appreciate your insight. Again, you've seen a lot of waves, you've been in the industry a long time, you have great Board presence, as well as other companies. Thanks for sharing the insight, and the data here on the Cube. A lot of insights and analytics being extracted here and sharing it with you. Certainly we're not legacy, we don't need to sell our business, we're doing great. If you haven't, make the transition. Good advice, thanks so much. >> Bruce: Great to be here. >> Bruce Chizen inside the Cube here. I'm John Furrier with Peter Burris. Stay with us for more coverage after this short break. (techno music)