>>from around the globe. It's >>the Cube with digital coverage of Dev >>Ops Virtual Forum Brought to You by Broadcom. Welcome to Broadcom, Step Ups, Virtual Forum I and Lisa Martin and I'm joined by another Martin very socially. Distance from me all the way. Coming from Birmingham, England, is Glynn Martin, head of Q. A transformation at BT Glenn. It's great to have you on the program. >>Thank you, Lisa. I'm looking forward, Toa. >>As we said before, we went live to Martin's for the price of one in one segment. So this is gonna be an interesting segment, Guesses. What we're gonna do is Glen's gonna give us a really kind of deep inside out view of Dev ops. From an evolution perspective, Soglo's Let's start transformation is at the heart of what you dio. It's obviously been a very transformative year. How have the events of this year affected the transformation that you are so responsible for driving? >>Yeah. Thank you, Leigh. So I mean, yeah, it has been a difficult year Bond, although working for BT, which is ah, global telecommunications company. Relatively resilient, I suppose, as an industry through covert, it obviously still has been affected and has got its challenges on bond. If anything is actually caused us to accelerate of our transformation journey, you know, we had to do some great things during this time around. You know, in the UK for our emergency and health workers give them unlimited data and for vulnerable people to support them and that spent that we've had to deliver changes quickly. Um, but what? We want to be able to do it, deliver those kind of changes quickly, but sustainably for everything that we do, not just because there's an emergency eso we were already on the kind of journey to by John, but ever so ever more important now that we are what we're able to do, those that kind of work, do it more quickly on. But it works because the implications of it not working is could be terrible in terms of, you know, we've been supporting testing centers, new hospitals to treat covert patients, so we need to get it right and therefore the coverage of what we do, the quality of what we do and how quickly we do. It really has taken on a new scowling what was already a very competitive market within the telco industry within the UK. Um, you know, what I would say is that you know, we are under pressure to deliver more value, but we have small cost challenges. We have to obviously deal with the fact that you know, Cove in 19 has hit most industries kind of revenues and profits. So we've got this kind of paradox between having less cost, but they're having to deliver more value quicker on bond, you know, to higher quality. So, yeah, certainly the finances is on our minds. And that's why we need flexible models, cost models that allow us to kind of do growth. But we get that growth by showing that we're delivering value, especially in, you know, these times when there are financial challenges on companies. >>So one of the things that I want to ask you about again looking at, develops from the inside out on the evolution that you've seen you talked about the speed of things really accelerating in this last nine months or so. When we think Dev ops, we think speed. But one of the things I love to get your perspective on we've talked about in a number of the segments that we've done for this event is cultural change. What are some of the things that scene there as as needing to get, as you said, get things right but done so quickly to support essential businesses, essential workers? How have you seen that cultural shift? >>Yeah, I think you know, before, you know, test test team saw themselves of this part of the software delivery cycle. Andi, actually, now, really, our customers were expecting their quality and to deliver for our customers what they want. Quality has to be ingrained throughout the life cycle. Obviously that you know, there's lots of buzzwords like shift left. How do you do? Shift left testing. But for me, that's really instilling quality and given capabilities shared capabilities throughout the life cycle. That Dr you know, Dr Automation drive improvements. I always say that you know, you're only as good as your lowest common denominator on one thing that we're finding on our Dev Ops Journey Waas that we were you know, we would be trying thio do certain things quicker and had automated build automated tests. But if we were taking weeks to create test scripts or we were taking weeks to manly craft data, and even then when we had taken so long to do it that the coverage was quite poor and that led to lots of defects later in the lifecycle or even in in our production environment, we just couldn't afford to do that. And actually, you know, focusing on continuous testing over the last 9 to 12 months has really given us the ability Thio delivered quickly across the the whole life cycle and therefore actually go from doing a kind of semi agile kind of thing where we did you use the stories we did a few of the kind of, you know, as our ceremonies. But we weren't really deploying any quicker into production because, you know, our stakeholders were scared that we didn't have the same control that we had when we had more water for releases. And, you know, when way didn't think ourselves. So we've done a lot of work on every aspect, especially from a testing point of view, every aspect of every activity, rather than just looking at automated test, you know, whether it is actually creating the test in the first place, Whether it's doing security testing earlier in the light and performance testing. Learn the life cycle, etcetera. So, yeah, it Z It's been a riel key thing that for for C T for us to drive, develops, >>talk to me a little bit about your team. What are some of the shifts in terms of expectations that you're experiencing and how your team interacts with the internal folks from pipeline through life cycle? >>Yeah, we've done a lot of work on this, you know, there's a thing. I think people were pretty quiet. Customer experience. Gap. It reminds me of a cart, a Gilbert cartoon where, you know, we start with the requirements here on Do you know, we almost like a Chinese whisper effects and what we deliver eyes completely, completely different. So we think the testing team or the the delivery team, you know, you know, you think they've done a great job. This is what it said in the acceptance criteria, but then our customers the same Well, actually, that's not working. This isn't working, you know, on there's this kind of gap Way had a great launched this year of actual Requirement Society, one of the board common tools Onda that for the first time in in since I remember actually working within B. T, I had customers saying to may, Wow, you know, we want more of this. We want more projects, um, to have a actual requirements design on it because it allowed us to actually work with the business collaboratively. I mean, we talk about collaboration, but how do you actually, you know, do that have something that both the business on technical people can understand? And we've actually been working with the business using at our requirement. Designer Thio, you know, really look about what the requirements are. Tease out requirements to the hadn't even thought off and making sure that we've got high levels of test coverage. And so what we actually deliver at the end of it, not only have you been able Thio generate test more quickly, but we've got much higher test coverage and also can more smartly, you're using the kind of AI within the tour and with some of the other kind of pipeline tools actually deliver to choose the right tests on the bar, still actually doing a risk based testing approach. So that's been a great launched this year, but just the start of many kind of things that we're >>doing. But what I hear in that Glenn is a lot of positives that have come out of a very challenging situation. Uh, talk to me about it and I like that perspective. This is a very challenging time for everybody in the world, but it sounds like from a collaboration, perspective is you're right. We talk about that a lot critical with Dev Ops. But those challenges there you guys were able to overcome those pretty quickly. What other challenges did you face and figure out quickly enough to be able to pit it so fast? >>I mean, you talked about culture. I mean, you know, Bt is like most come countries companies. So, um, is very siloed. You know, we're still trying to work to become closer as a company. So I think there's a lot of challenges around. How do you integrate with other tools? How do you integrate with you know, the various different technologies and bt we have 58 different whitey stacks? That's not systems that stacks all of those stacks of can have, you know, hundreds of systems on we're trying to. We're gonna drive at the moment a simplified program where we're trying Thio, you know, reduce that number 2 14 stacks. And even then they'll be complexity behind the scenes that that we will be challenged. Maurin Mawr As we go forward, how do you actually hired that to our users on as an I T organization? How do we make ourselves Lena so that even when we you know, we've still got some of that legacy and we'll never fully get rid of it on that's the kind of trade off that we have to make. How do we actually deal with that and and hide that for my users a say and and and drive those programs so we can actually accelerate change. So we take, you know, reduce that kind of waste, and that kind of legacy costs out of our business. You know, the other thing is, well, beating. And I'm sure you know telecoms probably no difference to insurance or finance we've got You know, when you take the number of products that we do and then you combine them, the permutations are tens and hundreds of thousands of products. So we as a business to trying to simplify. We are trying Thio do that in a natural way and haven't trying to do agile in the proper way, you know, and really actually work it paste really deliver value. So I think what we're looking Maura, Maura, at the moment is actually, um is more value focus? Before we used to deliver changes, sometimes into production, someone had a great idea or it was a great idea nine months ago or 12 months ago. But actually, then we end up deploying it. And then we look at the the the users, you know, the usage of that product of that application or whatever it is on. It's not being used for six months, so we're getting much we haven't got, you know, because of the last 12 months, we certainly haven't got room for that kind of waste and you know, the for not really understanding the value of changes that we we are doing. So I think that's the most important thing at the moment is really taken that waste out. You know, there's lots of focus on things like flow management. What bits of the our process are actually taking too long, and we've We've started on that journey, but we've got a hell of a long way to go, you know, But that that involves looking every aspect off the kind of software delivery cycle. >>What are some? Because that that going from, what, 58 i t stocks down to 14 or whatever it's going to be go simplifying is sounds magical. Took everybody. It's a big challenge. What are some of the core technology capabilities that you see really as kind of essential for enabling that with this new way that you're working? >>Yeah. I mean, I think we've started on a continuous testing journey, and I think that's just the start. I mean, that's really, as I say, looking at every aspect off, you know, from a Q, a point of view. It's every aspect of what we dio. But it's also looking at, you know, we're starting to branch into more like a AI ops and, you know, really, the full life cycle on. But, you know, that's just a stepping stone onto, you know, I think oughta Nomics is the way forward, right? You know all of this kind of stuff that happens um, you know, monitoring, you know, monitoring systems, what's happening in production had to be feed that back. How do you get to a point where actually we think about a change on then suddenly it's in production safely. Or if it's not going to safety, it's automatically backing out. So, you know, it's a very, very long journey. But if we want Thio, you know, in a world where the pace is ever increasing the demands of the team and you know, with the pressures on at the moment where with we're being asked to do things, you know more efficiently Ondas leaving as possible. We need to be, you know, thinking about every part of the process. And how do we put the kind of stepping stones in players to lead us to a more automated kind of, you know, their future? >>Do you feel that that plant outcomes are starting to align with what's delivered? Given this massive shift that you're experiencing, >>I think it's starting to, and I think you know, Azzawi. Look at more of a value based approach on. Do you know a Zeiss? A princess was a kind of flight management. I think that's that will become ever evermore important. So I think it's starting to people. Certainly realized that, you know, people teams need to work together. You know, the kind of the cousin between business and ICT, especially as we go Teoh Mawr kind of sad space solutions, low cold solutions. You know there's not such a gap anymore. Actually, some of our business partners expects to be much more tech savvy. Eso I think you know, this is what we have to kind of appreciate. What is I ts role? How do we give the capabilities become more for centers of excellence rather than actually doing Mount amount of work And for May and from a testing point of view, you know, amount, amount of testing, actually, how do we automate that? How do we actually generate that instead of created? I think that's the kind of challenge going forward. >>What are some? As we look forward, what are some of the things that you would like to see implemented or deployed in the next say, 6 to 12 months as we hopefully round a corner with this pandemic? >>Yeah, I think you know, certainly for for where we are as a company from a Q A perspective. We are. Yeah, there's certain bits that we do Well, you know, we've started creating continuous delivery. A day evokes pipelines. Um, there's still manual aspects of that. So, you know, certainly for May I I've challenged my team with saying, How do we do an automated journey? So if I, you know, I put a requirement injera or value whoever it is, that's why. Then click a button on bond, you know, with either zero touch of one touch, then put that into production and have confidence that that has been done safely on that it works. And what happens if it doesn't work? So you know, that's that's the next in the next few months, that's what our concentration is about. But it's also about decision making, you know, how do we actually understand those value judgements? And I think there's lots of the things Dev ops, ai ops, kind of always that aspects of business operations. I think it's about having the information in one place to make those kind of decisions. How does it all tied together, as I say, even still with kind of Dev ops, we've still got elements within my company where we've got lots of different organizations doing some doing similar kind of things but the walking of working in silos Still. So I think, having a eye ops Aziz becomes more and more to the fore as we go to the cloud. And that's what we need to. You know, we're still very early on in our cloud journey, you know. So we need to make sure the technologies work with Cloud as well as you kind of legacy systems. But it's about bringing that all together and having a full visible pipeline. Everybody can see and make decisions against >>you said the word confidence, which jumped out at me right away. Because absolutely, you've gotta have be able to have confidence in what your team is delivering and how it's impacting the business and those customers. Last question for you is how would you advise your peers in a similar situation to leverage technology automation, for example, dev ops to be able to gain the confidence that they're making the right decisions for their business? >>Yeah, I mean, I think the the approach that we've taken actually is not started with technology we've actually taken human centered design a za core principle of what we dio within the i t part of BT. So by using humans tend to design. That means we talked to our customers. We understand their pain points, we map out their current processes on. But when we mapped out, those processes also understand their aspirations as well, you know, Where do they want to be in six months? You know, Do they want to be more agile and you know, or do they want Teoh? Is this apart their business that they want thio run better? We have to Then look at why that's not running well and then see what solutions are out there. We've been lucky that, you know, with our partnership with Broadcom within the P l. A. A lot of the tortures and the P l. A have directly answered some of the businesses problems. But I think by having those conversations and actually engaging with the business, um, you know, especially if the business hold the purse strings, which is you know, in some companies, including as they do there is that kind of, you know, almost by understanding their their pain points and then saying This is how we can solve your problem We've tended to be much more successful than trying Thio impose something and say We're here to technology that they don't quite understand doesn't really understand how it could have resonate with their problems. So I think that's the heart of it is really about, you know, getting looking at the data, looking at the processes, looking at where the kind of waste is on. Then actually then looking at the right solutions. And as I say, continuous testing is a massive for us. We've also got a good relationship with capitals looking at visual ai on. Actually, there's a common theme through that, and I mean, AI is becoming more and more prevalent, and I know yeah, sometimes what is A I and people have kind of the semantics of it. Is it true, ai or not? But yes, certainly, you know, AI and machine learning is becoming more and more prevalent in the way that we work, and it's allowing us to be much more effective, the quicker and what we do on being more accurate. You know, whether it's finding defects, running the right tests or, you know, being able to anticipate problems before they're happening in a production environment. >>Welcome. Thank you so much for giving us this sort of insight. Outlook at Dev Ops, sharing the successes that you're having taking those challenges, converting them toe opportunities and forgiving folks who might be in your shoes or maybe slightly behind advice. I'm sure they appreciate it. We appreciate your time. >>It's been an absolute pleasure, Really. Thank you for inviting me of Extremely enjoyed it. So thank you ever so much. >>Excellent. Me too. I've learned a lot for Glynn Martin and Lisa Martin. You're watching the Cube?

>>From around the globe. It's the queue with digital coverage of dev ops virtual forum brought to you by Broadcom. >>Hi, Lisa Martin here covering the Broadcom dev ops virtual forum. I'm very pleased to be joined today by a cube alumni, Jeffrey Hammond, the vice president and principal analyst serving CIO is at Forester. Jeffrey. Nice to talk with you today. >>Good morning. It's good to be here. Yeah. >>So a virtual forum, great opportunity to engage with our audiences so much has changed in the last it's an understatement, right? Or it's an overstated thing, but it's an obvious, so much has changed when we think of dev ops. One of the things that we think of is speed, you know, enabling organizations to be able to better serve customers or adapt to changing markets like we're in now, speaking of the need to adapt, talk to us about what you're seeing with respect to dev ops and agile in the age of COVID, what are things looking like? >>Yeah, I think that, um, for most organizations, we're in a, uh, a period of adjustment, uh, when we initially started, it was essentially a sprint, you know, you run as hard as you can for as fast as you can for as long as you can and you just kind of power through it. And, and that's actually what, um, the folks that get hub saw in may when they ran an analysis of how developers, uh, commit times and a level of work that they were committing and how they were working, uh, in the first couple of months of COVID was, was progressing. They found that developers, at least in the Pacific time zone were actually increasing their work volume, maybe because they didn't have two hour commutes or maybe because they were stuck away in their homes, but for whatever reason, they were doing more work. >>And it's almost like, you know, if you've ever run a marathon the first mile or two in the marathon, you feel great and you just want to run and you want to power through it and you want to go hard. And if you do that by the time you get to mile 18 or 19, you're going to be gassed. It's sucking for wind. Uh, and, and that's, I think where we're starting to hit. So as we start to, um, gear our development chops out for the reality that most of us won't be returning into an office until 2021 at the earliest and many organizations will, will be fundamentally changing, uh, their remote workforce, uh, policies. We have to make sure that the agile processes that we use and the dev ops processes and tools that we use to support these teams are essentially aligned to help developers run that marathon instead of just kind of power through. >>So, um, let me give you a couple of specifics for many organizations, they have been in an environment where they will, um, tolerate Rover remote work and what I would call remote work around the edges like developers can be remote, but product managers and, um, you know, essentially scrum masters and all the administrators that are running the, uh, uh, the SCM repositories and, and the dev ops pipelines are all in the office. And it's essentially centralized work. That's not, we are anymore. We're moving from remote workers at the edge to remote workers at the center of what we do. And so one of the implications of that is that, um, we have to think about all the activities that you need to do from a dev ops perspective or from an agile perspective, they have to be remote people. One of the things I found with some of the organizations I talked to early on was there were things that administrators had to do that required them to go into the office to reboot the SCM server as an example, or to make sure that the final approvals for production, uh, were made. >>And so the code could be moved into the production environment. And so it actually was a little bit difficult because they had to get specific approval from the HR organizations to actually be allowed to go into the office in some States. And so one of the, the results of that is that while we've traditionally said, you know, tools are important, but they're not as important as culture as structure as organization as process. I think we have to rethink that a little bit because to the extent that tools enable us to be more digitally organized and to hiring, you know, achieve higher levels of digitization in our processes and be able to support the idea of remote workers in the center. They're now on an equal footing with so many of the other levers, uh, that, that, um, uh, that organizations have at their disposal. Um, I'll give you another example for years. >>We've said that the key to success with agile at the team level is cross-functional co located teams that are working together physically co located. It's the easiest way to show agile success. We can't do that anymore. We can't be physically located at least for the foreseeable future. So, you know, how do you take the low hanging fruits of an agile transformation and apply it in, in, in, in the time of COVID? Well, I think what you have to do is that you have to look at what physical co-location has enabled in the past and understand that it's not so much the fact that we're together looking at each other across the table. It's the fact that we're able to get into a shared mindspace, uh, from, um, uh, from a measurement perspective, we can have shared purpose. We can engage in high bandwidth communications. It's the spiritual aspect of that physical co-location that is actually important. So one of the biggest things that organizations need to start to ask themselves is how do we achieve spiritual colocation with our agile teams? Because we don't have the, the ease of physical co-location available to us anymore? >>Well, the spiritual co-location is such an interesting kind of provocative phrase there, but something that probably was a challenge here, we are seven, eight months in for many organizations, as you say, going from, you know, physical workspaces, co-location being able to collaborate face to face to a, a light switch flip overnight. And this undefined period of time where all we were living with with was uncertainty, how does spiritual, what do you, when you talk about spiritual co-location in terms of collaboration and processes and technology help us unpack that, and how are you seeing organizations adopted? >>Yeah, it's, it's, um, it's a great question. And, and I think it goes to the very root of how organizations are trying to transform themselves to be more agile and to embrace dev ops. Um, if you go all the way back to the, to the original, uh, agile manifesto, you know, there were four principles that were espoused individuals and interactions over processes and tools. That's still important. Individuals and interactions are at the core of software development, processes and tools that support those individual and interact. Uh, those individuals in those interactions are more important than ever working software over comprehensive documentation. Working software is still more important, but when you are trying to onboard employees and they can't come into the office and they can't do the two day training session and kind of understand how things work and they can't just holler over the cube, uh, to ask a question, you may need to invest a little bit more in documentation to help that onboarding process be successful in a remote context, uh, customer collaboration over contract negotiation. >>Absolutely still important, but employee collaboration is equally as important if you want to be spiritually, spiritually co-located. And if you want to have a shared purpose and then, um, responding to change over following a plan. I think one of the things that's happened in a lot of organizations is we have focused so much of our dev ops effort around velocity getting faster. We need to run as fast as we can like that sprinter. Okay. You know, trying to just power through it as quickly as possible. But as we shift to, to the, to the marathon way of thinking, um, velocity is still important, but agility becomes even more important. So when you have to create an application in three weeks to do track and trace for your employees, agility is more important. Um, and then just flat out velocity. Um, and so changing some of the ways that we think about dev ops practices, um, is, is important to make sure that that agility is there for one thing, you have to defer decisions as far down the chain to the team level as possible. >>So those teams have to be empowered to make decisions because you can't have a program level meeting of six or seven teams and one large hall and say, here's the lay of the land. Here's what we're going to do here are our processes. And here are our guardrails. Those teams have to make decisions much more quickly that developers are actually developing code in smaller chunks of flow. They have to be able to take two hours here or 50 minutes there and do something useful. And so the tools that support us have to become tolerant of the reality of, of, of, of how we're working. So if they work in a way that it allows the team together to take as much autonomy as they can handle, um, to, uh, allow them to communicate in a way that, that, that delivers shared purpose and allows them to adapt and master new technologies, then they're in the zone in their spiritual, they'll get spiritually connected. I hope that makes sense. >>It does. I think we all could use some of that, but, you know, you talked about in the beginning and I've, I've talked to numerous companies during the pandemic on the cube about the productivity, or rather the number of hours of work has gone way up for many roles, you know, and, and, and times that they normally late at night on the weekends. So, but it's a cultural, it's a mind shift to your point about dev ops focused on velocity, sprints, sprints, sprints, and now we have to, so that cultural shift is not an easy one for developers. And even at this folks to flip so quickly, what have you seen in terms of the velocity at which businesses are able to get more of that balance between the velocity, the sprint and the agility? >>I think, I think at the core, this really comes down to management sensitivity. Um, when everybody was in the office, you could kind of see the mental health of development teams by, by watching how they work. You know, you call it management by walking around, right. We can't do that. Managers have to, um, to, to be more aware of what their teams are doing, because they're not going to see that, that developer doing a check-in at 9:00 PM on a Friday, uh, because that's what they had to do, uh, to meet the objectives. And, um, and, and they're going to have to, to, um, to find new ways to measure engagement and also potential burnout. Um, friend of mine once had, uh, had a great metric that he called the parking lot metric. It was helpful as the parking lot at nine. And how full was it at five? >>And that gives you an indication of how engaged your developers are. Um, what's the digital equivalent equivalent to the parking lot metric in the time of COVID it's commit stats, it's commit rates. It's, um, you know, the, uh, the turn rate, uh, that we have in our code. So we have this information, we may not be collecting it, but then the next question becomes, how do we use that information? Do we use that information to say, well, this team isn't delivering as at the same level of productivity as another team, do we weaponize that data or do we use that data to identify impedances in the process? Um, why isn't a team working effectively? Is it because they have higher levels of family obligations and they've got kids that, that are at home? Um, is it because they're working with, um, you know, hardware technology, and guess what, they, it's not easy to get the hardware technology into their home office because it's in the lab at the, uh, at the corporate office, uh, or they're trying to communicate, uh, you know, halfway around the world. >>And, uh, they're communicating with a, with an office lab that is also shut down and, and, and the bandwidth just doesn't enable the, the level of high bandwidth communications. So from a dev ops perspective, managers have to get much more sensitive to the, the exhaust that the dev ops tools are throwing off, but also how they're going to use that in a constructive way to, to prevent burnout. And then they also need to, if they're not already managing or monitoring or measuring the level of developer engagement, they have, they really need to start whether that's surveys around developer satisfaction, um, whether it's, you know, more regular social events, uh, where developers can kind of just get together and drink a beer and talk about what's going on in the project, uh, and monitoring who checks in and who doesn't, uh, they have to, to, um, work harder, I think, than they ever have before. >>Well, and you mentioned burnout, and that's something that I think we've all faced in this time at varying levels and it changes. And it's a real, there's a tension in the air, regardless of where you are. There's a challenge, as you mentioned, people having, you know, coworker, their kids as coworkers and fighting for bandwidth, because everyone is forced in this situation. I'd love to get your perspective on some businesses that are, that have done this well, this adaptation, what can you share in terms of some real-world examples that might inspire the audience? >>Yeah. Uh, I'll start with, uh, stack overflow. Uh, they recently published a piece in the journal of the ACM around some of the things that they had discovered. Um, you know, first of all, just a cultural philosophy. If one person is remote, everybody is remote. And you just think that way from an executive level, um, social spaces. One of the things that they talk about doing is leaving a video conference room open at a team level all day long, and the team members, you know, we'll go on mute, you know, so that they don't have to, that they don't necessarily have to be there with somebody else listening to them. But if they have a question, they can just pop off mute really quickly and ask the question. And if anybody else knows the answer, it's kind of like being in that virtual pod. Uh, if you, uh, if you will, um, even here at Forrester, one of the things that we've done is we've invested in social ceremonies. >>We've actually moved our to our team meetings on, on my analyst team from, from once every two weeks to weekly. And we have built more time in for social Ajay socialization, just so we can see, uh, how, how, how we're doing. Um, I think Microsoft has really made some good, uh, information available in how they've managed things like the onboarding process. I think I'm Amanda silver over there mentioned that a couple of weeks ago when, uh, uh, a presentation they did that, uh, uh, Microsoft onboarded over 150,000 people since the start of COVID, if you don't have good remote onboarding processes, that's going to be a disaster. Now they're not all developers, but if you think about it, um, everything from how you do the interviewing process, uh, to how you get people, their badges, to how they get their equipment. Um, security is a, is another issue that they called out typically, uh, it security, um, the security of, of developers machines ends at, at, at the corporate desktop. >>But, you know, since we're increasingly using our own machines, our own hardware, um, security organizations kind of have to extend their security policies to cover, uh, employee devices, and that's caused them to scramble a little bit. Uh, so, so the examples are out there. It's not a lot of, like, we have to do everything completely differently, but it's a lot of subtle changes that, that have to be made. Um, I'll give you another example. Um, one of the things that, that we are seeing is that, um, more and more organizations to deal with the challenges around agility, with respect to delivering software, embracing low-code tools. In fact, uh, we see about 50% of firms are using low-code tools right now. We predict it's going to be 75% by the end of next year. So figuring out how your dev ops processes support an organization that might be using Mendix or OutSystems, or, you know, the power platform building the front end of an application, like a track and trace application really, really quickly, but then hooking it up to your backend infrastructure. Does that happen completely outside the dev ops investments that you're making and the agile processes that you're making, or do you adapt your organization? Um, our hybrid teams now teams that not just have professional developers, but also have business users that are doing some development with a low-code tool. Those are the kinds of things that we have to be, um, willing to, um, to entertain in order to shift the focus a little bit more toward the agility side, I think >>Lot of obstacles, but also a lot of opportunities for businesses to really learn, pay attention here, pivot and grow, and hopefully some good opportunities for the developers and the business folks to just get better at what they're doing and learning to embrace spiritual co-location Jeffrey, thank you so much for joining us on the program today. Very insightful conversation. >>My pleasure. It's it's, it's an important thing. Just remember if you're going to run that marathon, break it into 26, 10 minute runs, take a walk break in between each and you'll find that you'll get there. >>Digestible components, wise advice. Jeffery Hammond. Thank you so much for joining for Jeffrey I'm Lisa Martin, you're watching Broadcom's dev ops virtual forum >>From around the globe. It's the queue with digital coverage of dev ops virtual forum brought to you by Broadcom, >>Continuing our conversations here at Broadcom's dev ops virtual forum. Lisa Martin here, please. To welcome back to the program, Serge Lucio, the general manager of the enterprise software division at Broadcom. Hey, Serge. Welcome. Thank you. Good to be here. So I know you were just, uh, participating with the biz ops manifesto that just happened recently. I just had the chance to talk with Jeffrey Hammond and he unlocked this really interesting concept, but I wanted to get your thoughts on spiritual co-location as really a necessity for biz ops to succeed in this unusual time in which we're living. What are your thoughts on spiritual colocation in terms of cultural change versus adoption of technologies? >>Yeah, it's a, it's, it's quite interesting, right? When we, when we think about the major impediments for, uh, for dev ops implementation, it's all about culture, right? And swore over the last 20 years, we've been talking about silos. We'd be talking about the paradox for these teams to when it went to align in many ways, it's not so much about these teams aligning, but about being in the same car in the same books, right? It's really about fusing those teams around kind of the common purpose, a common objective. So to me, the, this, this is really about kind of changing this culture where people start to look at a kind of OKR is instead of the key objective, um, that, that drives the entire team. Now, what it means in practice is really that's, uh, we need to change a lot of behaviors, right? It's not about the Yarki, it's not about roles. It's about, you know, who can do what and when, and, uh, you know, driving a bias towards action. It also means that we need, I mean, especially in this school times, it becomes very difficult, right? To drive kind of a kind of collaboration between these teams. And so I think there there's a significant role that especially tools can play in terms of providing this complex feedback from teams to, uh, to be in that preface spiritual qualification. >>Well, and it talked about culture being, it's something that, you know, we're so used to talking about dev ops with respect to velocity, all about speed here. But of course this time everything changed so quickly, but going from the physical spaces to everybody being remote really does take it. It's very different than you can't replicate it digitally, but there are collaboration tools that can kind of really be essential to help that cultural shift. Right? >>Yeah. So 2020, we, we touch to talk about collaboration in a very mundane way. Like, of course we can use zoom. We can all get into, into the same room. But the point when I think when Jeff says spiritual, co-location, it's really about, we all share the same objective. Do we, do we have a niece who, for instance, our pipeline, right? When you talk about dev ops, probably we all started thinking about this continuous delivery pipeline that basically drives the automation, the orchestration across the team, but just thinking about a pipeline, right, at the end of the day, it's all about what is the meantime to beat back to these teams. If I'm a developer and a commit code, I don't, does it take where, you know, that code to be processed through pipeline pushy? Can I get feedback if I am a finance person who is funding a product or a project, what is my meantime to beat back? >>And so a lot of, kind of a, when we think about the pipeline, I think what's been really inspiring to me in the last year or so is that there is much more of an adoption of the Dora metrics. There is way more of a focus around value stream management. And to me, this is really when we talk about collaboration, it's really a balance. How do you provide the feedback to the different stakeholders across the life cycle in a very timely matter? And that's what we would need to get to in terms of kind of this, this notion of collaboration. It's not so much about people being in the same physical space. It's about, you know, when I checked in code, you know, to do I guess the system to automatically identify what I'm going to break. If I'm about to release some allegation, how can the system help me reduce my change pillar rates? Because it's, it's able to predict that some issue was introduced in the outpatient or work product. Um, so I think there's, there's a great role of technology and AI candidate Lynch to, to actually provide that new level of collaboration. >>So we'll get to AI in a second, but I'm curious, what are some of the, of the metrics you think that really matter right now is organizations are still in some form of transformation to this new almost 100% remote workforce. >>So I'll just say first, I'm not a big fan of metrics. Um, and the reason being that, you know, you can look at a change killer rate, right, or a lead time or cycle time. And those are, those are interesting metrics, right? The trend on metric is absolutely critical, but what's more important is you get to the root cause what is taught to you lean to that metric to degrade or improve or time. And so I'm much more interested and we, you know, fruit for Broadcom. Are we more interested in understanding what are the patterns that contribute to this? So I'll give you a very mundane example. You know, we know that cycle time is heavily influenced by, um, organizational boundaries. So, you know, we talk a lot about silos, but, uh, we we've worked with many of our customers doing value stream mapping. And oftentimes what you see is that really the boundaries of your organization creates a lot of idle time, right? So to me, it's less about the metrics. I think the door metrics are a pretty, you know, valid set metrics, but what's way more important is to understand what are the antiperspirants, what are the things that we can detect through the data that actually are affecting those metrics. And, uh, I mean, over the last 10, 20 years, we've learned a lot about kind of what are, what are the antiperspirants within our large enterprise customers. And there are plenty of them. >>What are some of the things that you're seeing now with respect to patterns that have developed over the last seven to eight months? >>So I think the two areas which clearly are evolving very quickly are on kind of the front end of the life cycle, where DevOps is more and more embracing value stream management value stream mapping. Um, and I think what's interesting is that in many ways the product is becoming the new silo. Uh, the notion of a product is very difficult by itself to actually define people are starting to recognize that a value stream is not its own little kind of Island. That in reality, when I define a product, this product, oftentimes as dependencies on our products and that in fact, you're looking at kind of a network of value streams, if you will. So, so even on that, and there is clearly kind of a new sets, if you will, of anti-patterns where products are being defined as a set of OTRs, they have interdependencies and you have have a new set of silos on the operands, uh, the Abra key movement to Israel and the SRE space where, um, I think there is a cultural clash while the dev ops side is very much embracing this notion of OTRs and value stream mapping and Belgium management. >>On the other end, you have the it operations teams. We still think business services, right? For them, they think about configure items, think about infrastructure. And so, you know, it's not uncommon to see, you know, teams where, you know, the operations team is still thinking about hundreds of thousands, tens of thousands of business services. And so the, the, there is there's this boundary where, um, I think, well, SRE is being put in place. And there's lots of thinking about what kind of metrics can be fined. I think, you know, going back to culture, I think there's a lot of cultural evolution that's still required for true operations team. >>And that's a hard thing. Cultural transformation in any industry pandemic or not is a challenging thing. You talked about, uh, AI and automation of minutes ago. How do you think those technologies can be leveraged by DevOps leaders to influence their successes and their ability to collaborate, maybe see eye to eye with the SRS? >>Yeah. Um, so th you're kind of too. So even for myself, as a leader of a, you know, 1500 people organization, there's a number of things I don't see right. On a daily basis. And, um, I think the, the, the, the technologies that we have at our disposal today from the AI are able to mind a lot of data and expose a lot of, uh, issues that's as leaders we may not be aware of. And some of the, some of these are pretty kind of easy to understand, right? We all think we're agile. And yet when you, when you start to understand, for instance, uh, what is the, what is the working progress right to during the sprint? Um, when you start to analyze the data you can detect, for instance, that maybe the teams are over committed, that there is too much work in progress. >>You can start to identify kind of, interdepencies either from a technology, from a people point of view, which were hidden, uh, you can start to understand maybe the change filler rates he's he is dragging. So I believe that there is a, there's a fundamental role to be played by the tools to, to expose again, these anti parents, to, to make these things visible to the teams, to be able to even compare teams. Right. One of the things that's, that's, uh, that's amazing is now we have access to tons of data, not just from a given customer, but across a large number of customers. And so we start to compare all of these teams kind of operate, and what's working, what's not working >>Thoughts on AI and automation as, as a facilitator of spiritual co-location. >>Yeah, absolutely. Absolutely. It's um, you know, th there's, uh, the problem we all face is the unknown, right? The, the law city, but volume variety of the data, uh, everyday we don't really necessarily completely appreciate what is the impact of our actions, right? And so, um, AI can really act as a safety net that enables us to, to understand what is the impact of our actions. Um, and so, yeah, in many ways, the ability to be informed in a timely matter to be able to interact with people on the basis of data, um, and collaborate on the data. And the actual matter, I think is, is a, is a very powerful enabler, uh, on, in that respect. I mean, I, I've seen, um, I've seen countless of times that, uh, for instance, at the SRE boundary, um, to basically show that we'll turn the quality attributes, so an incoming release, right. And exposing that to, uh, an operations person and a sorry person, and enabling that collaboration dialogue through data is a very, very powerful tool. >>Do you have any recommendations for how teams can use, you know, the SRE folks, the dev ops says can use AI and automation in the right ways to be successful rather than some ways that aren't going to be nonproductive. >>Yeah. So to me, the th there, there's a part of the question really is when, when we talk about data, there are there different ways you can use data, right? Um, so you can, you can do a lot of an analytics, predictive analytics. So I think there is a, there's a tendency, uh, to look at, let's say a, um, a specific KPI, like a, an availability KPI, or change filler rate, and to basically do a regression analysis and projecting all these things, going to happen in the future. To me, that that's, that's a, that's a bad approach. The reason why I fundamentally think it's a better approach is because we are systems. The way we develop software is, is a, is a non-leader kind of system, right? Software development is not linear nature. And so I think there's a D this is probably the worst approach is to actually focus on metrics on the other end. >>Um, if you, if you start to actually understand at a more granular level, what har, uh, which are the things which are contributing to this, right? So if you start to understand, for instance, that whenever maybe, you know, you affect a specific part of the application that translates into production issues. So we, we have, I've actually, uh, a customer who, uh, identified that, uh, over 50% of their unplanned outages were related to specific components in your architecture. And whenever these components were changed, this resulted in these plant outages. So if you start to be able to basically establish causality, right, cause an effect between kind of data across the last cycle. I think, I think this is the right way to, uh, to, to use AI. And so pharma to be, I think it's way more God could have a classification problem. What are the classes of problems that do exist and affect things as opposed to analytics, predictive, which I don't think is as powerful. >>So I mentioned in the beginning of our conversation, that just came off the biz ops manifesto. You're one of the authors of that. I want to get your thoughts on dev ops and biz ops overlapping, complimenting each other, what, from a, the biz ops perspective, what does it mean to the future of dev ops? >>Yeah, so, so it's interesting, right? If you think about DevOps, um, there's no felony document, right? Can we, we can refer to the Phoenix project. I mean, there are a set of documents which have been written, but in many ways, there's no clear definition of what dev ops is. Uh, if you go to the dev ops Institute today, you'll see that they are specific, um, trainings for instance, on value management on SRE. And so in many ways, the problem we have as an industry is that, um, there are set practices between agile dev ops, SRE Valley should management. I told, right. And we all basically talk about the same things, right. We all talk about essentially, um, accelerating in the meantime fee to feedback, but yet we don't have the common framework to talk about that. The other key thing is that we add to wait, uh, for, uh, for jeans, Jean Kim's Lascaux, um, to, uh, to really start to get into the business aspect, right? >>And for value stream mapping to start to emerge for us to start as an industry, right. It, to start to think about what is our connection with the business aspect, what's our purpose, right? And ultimately it's all about driving these business outcomes. And so to me, these ops is really about kind of, uh, putting a lens on this critical element that it's not business and it, that we in fact need to fuse business 19 that I need needs to transform itself to recognize that it's, it's this value generator, right. It's not a cost center. And so the relationship to me, it's more than BizOps provides kind of this Oliver or kind of framework, if you will. That set the context for what is the reason, uh, for it to exist. What's part of the core values and principles that it needs to embrace to, again, change from a cost center to a value center. And then we need to start to use this as a way to start to unify some of the, again, the core practices, whether it's agile, DevOps value, stream mapping SRE. Um, so, so I think over time, my hope is that we start to optimize a lot of our practices, language, um, and, uh, and cultural elements. >>Last question surgeon, the last few seconds we have here talking about this, the relation between biz ops and dev ops, um, what do you think as DevOps evolves? And as you talked to circle some of your insights, what should our audience keep their eyes on in the next six to 12 months? >>So to me, the key, the key, um, challenge for, for the industry is really around. So we were seeing a very rapid shift towards kind of, uh, product to product, right. Which we don't want to do is to recreate kind of these new silos, these hard silos. Um, so that, that's one of the big changes, uh, that I think we need to be, uh, to be really careful about, um, because it is ultimately, it is about culture. It's not about, uh, it's not about, um, kind of how we segment the work, right. And, uh, any true culture that we can overcome kind of silos. So back to, I guess, with Jeffrey's concept of, um, kind of the spiritual co-location, I think it's, it's really about that too. It's really about kind of, uh, uh, focusing on the business outcomes on kind of aligning on driving engagement across the teams, but, but not for create a, kind of a new set of silos, which instead of being vertical are going to be these horizontal products >>Crazy by surge that looking at culture as kind of a way of really, uh, uh, addressing and helping to, uh, re re reduce, replace challenges. We thank you so much for sharing your insights and your time at today's DevOps virtual forum. >>Thank you. Thanks for your time. >>I'll be right back >>From around the globe it's the cube with digital coverage of devops virtual forum brought to you by Broadcom. >>Welcome to Broadcom's DevOps virtual forum, I'm Lisa Martin, and I'm joined by another Martin, very socially distanced from me all the way coming from Birmingham, England is Glynn Martin, the head of QA transformation at BT. Glynn, it's great to have you on the program. Thank you, Lisa. I'm looking forward to it. As we said before, we went live to Martins for the person one in one segment. So this is going to be an interesting segment guys, what we're going to do is Glynn's going to give us a really kind of deep inside out view of devops from an evolution perspective. So Glynn, let's start. Transformation is at the heart of what you do. It's obviously been a very transformative year. How have the events of this year affected the >> transformation that you are still responsible for driving? Yeah. Thank you, Lisa. I mean, yeah, it has been a difficult year. >>Um, and although working for BT, which is a global telecommunications company, um, I'm relatively resilient, I suppose, as a, an industry, um, through COVID obviously still has been affected and has got its challenges. And if anything, it's actually caused us to accelerate our transformation journey. Um, you know, we had to do some great things during this time around, um, you know, in the UK for our emergency and, um, health workers give them unlimited data and for vulnerable people to support them. And that's spent that we've had to deliver changes quickly. Um, but what we want to be able to do is deliver those kinds of changes quickly, but sustainably for everything that we do, not just because there's an emergency. Um, so we were already on the kind of journey to agile, but ever more important now that we are, we are able to do those, that kind of work, do it more quickly. >>Um, and that it works because the, the implications of it not working is, can be terrible in terms of you know, we've been supporting testing centers,  new hospitals to treat COVID patients. So we need to get it right. And then therefore the coverage of what we do, the quality of what we do and how quickly we do it really has taken on a new scale and what was already a very competitive market within the telco industry within the UK. Um, you know, what I would say is that, you know, we are under pressure to deliver more value, but we have small cost challenges. We have to obviously, um, deal with the fact that, you know, COVID 19 has hit most industries kind of revenues and profits. So we've got this kind of paradox between having less costs, but having to deliver more value quicker and  to higher quality. So yeah, certainly the finances is, um, on our minds and that's why we need flexible models, cost models that allow us to kind of do growth, but we get that growth by showing that we're delivering value. Um, especially in these times when there are financial challenges on companies. So one of the things that I want to ask you about, I'm again, looking at DevOps from the inside >>Out and the evolution that you've seen, you talked about the speed of things really accelerating in this last nine months or so. When we think dev ops, we think speed. But one of the things I'd love to get your perspective on is we've talked about in a number of the segments that we've done for this event is cultural change. What are some of the things that you've seen there as, as needing to get, as you said, get things right, but done so quickly to support essential businesses, essential workers. How have you seen that cultural shift? >>Yeah, I think, you know, before test teams for themselves at this part of the software delivery cycle, um, and actually now really our customers are expecting that quality and to deliver for our customers what they want, quality has to be ingrained throughout the life cycle. Obviously, you know, there's lots of buzzwords like shift left. Um, how do we do shift left testing? Um, but for me, that's really instilling quality and given capabilities shared capabilities throughout the life cycle that drive automation, drive improvements. I always say that, you know, you're only as good as your lowest common denominator. And one thing that we were finding on our dev ops journey was that we  would be trying to do certain things quick, we had automated build, automated tests. But if we were taking a weeks to create test scripts, or we were taking weeks to manually craft data, and even then when we had taken so long to do it, that the coverage was quite poor and that led to lots of defects later on in the life cycle, or even in our production environment, we just couldn't afford to do that. >>And actually, focusing on continuous testing over the last nine to 12 months has really given us the ability to deliver quickly across the whole life cycle. And therefore actually go from doing a kind of semi agile kind of thing, where we did the user stories, we did a few of the kind of agile ceremonies, but we weren't really deploying any quicker into production because our stakeholders were scared that we didn't have the same control that we had when we had more waterfall releases. And, you know, when we didn't think of ourselves. So we've done a lot of work on every aspect, um, especially from a testing point of view, every aspect of every activity, rather than just looking at automated tests, you know, whether it is actually creating the test in the first place, whether it's doing security testing earlier in the lot and performance testing in the life cycle, et cetera. So, yeah,  it's been a real key thing that for CT, for us to drive DevOps, >>Talk to me a little bit about your team. What are some of the shifts in terms of expectations that you're experiencing and how your team interacts with the internal folks from pipeline through life cycle? >>Yeah, we've done a lot of work on this. Um, you know, there's a thing that I think people will probably call it a customer experience gap, and it reminds me of a Gilbert cartoon, where we start with the requirements here and you're almost like a Chinese whisper effects and what we deliver is completely different. So we think the testing team or the delivery teams, um, know in our teeth has done a great job. This is what it said in the acceptance criteria, but then our customers are saying, well, actually that's not working this isn't working and there's this kind of gap. Um, we had a great launch this year of agile requirements, it's one of the Broadcom tools. And that was the first time in, ever since I remember actually working within BT, I had customers saying to me, wow, you know, we want more of this. >>We want more projects to have extra requirements design on it because it allowed us to actually work with the business collaboratively. I mean, we talk about collaboration, but how do we actually, you know, do that and have something that both the business and technical people can understand. And we've actually been working with the business , using agile requirements designer to really look at what the requirements are, tease out requirements we hadn't even thought of and making sure that we've got high levels of test coverage. And what we actually deliver at the end of it, not only have we been able to generate tests more quickly, but we've got much higher test coverage and also can more smartly, using the kind of AI within the tool and then some of the other kinds of pipeline tools, actually deliver to choose the right tasks, and actually doing a risk based testing approach. So that's been a great launch this year, but just the start of many kinds of things that we're doing >>Well, what I hear in that, Glynn is a lot of positives that have come out of a very challenging situation. Talk to me about it. And I liked that perspective. This is a very challenging time for everybody in the world, but it sounds like from a collaboration perspective you're right, we talk about that a lot critical with devops. But those challenges there, you guys were able to overcome those pretty quickly. What other challenges did you face and figure out quickly enough to be able to pivot so fast? >>I mean, you talked about culture. You know, BT is like most companies  So it's very siloed. You know we're still trying to work to become closer as a company. So I think there's a lot of challenges around how would you integrate with other tools? How would you integrate with the various different technologies. And BT, we have 58 different IT stacks. That's not systems, that's stacks, all of those stacks can have hundreds of systems. And we're trying to, we've got a drive at the moment, a simplified program where we're trying to you know, reduce that number to 14 stacks. And even then there'll be complexity behind the scenes that we will be challenged more and more as we go forward. How do we actually highlight that to our users? And as an it organization, how do we make ourselves leaner, so that even when we've still got some of that legacy, and we'll never fully get rid of it and that's the kind of trade off that we have to make, how do we actually deal with that and hide that from our users and drive those programs, so we can, as I say, accelerate change,  reduce that kind of waste and that kind of legacy costs out of our business. You know, the other thing as well, I'm sure telecoms is probably no different to insurance or finance. When you take the number of products that we do, and then you combine them, the permutations are tens and hundreds of thousands of products. So we, as a business are trying to simplify, we are trying to do that in an agile way. >>And haven't tried to do agile in the proper way and really actually work at pace, really deliver value. So I think what we're looking more and more at the moment is actually  more value focused. Before we used to deliver changes sometimes into production. Someone had a great idea, or it was a great idea nine months ago or 12 months ago, but actually then we ended up deploying it and then we'd look at the users, the usage of that product or that application or whatever it is, and it's not being used for six months. So we haven't got, you know, the cost of the last 12 months. We certainly haven't gotten room for that kind of waste and, you know, for not really understanding the value of changes that we are doing. So I think that's the most important thing of the moment, it's really taking that waste out. You know, there's lots of focus on things like flow management, what bits of our process are actually taking too long. And we've started on that journey, but we've got a hell of a long way to go. But that involves looking at every aspect of the software delivery cycle. >> Going from, what 58 IT stacks down to 14 or whatever it's going to be, simplifying sounds magical to everybody. It's a big challenge. What are some of the core technology capabilities that you see really as kind of essential for enabling that with this new way that you're working? >>Yeah. I mean, I think we were started on a continuous testing journey, and I think that's just the start. I mean as I say, looking at every aspect of, you know, from a QA point of view is every aspect of what we do. And it's also looking at, you know, we've started to branch into more like AI, uh, AI ops and, you know, really the full life cycle. Um, and you know, that's just a stepping stone to, you know, I think autonomics is the way forward, right. You know, all of this kind of stuff that happens, um, you know, monitoring, uh, you know, watching the systems what's happening in production, how do we feed that back? How'd you get to a point where actually we think about change and then suddenly it's in production safely, or if it's not going to safety, it's automatically backing out. So, you know, it's a very, very long journey, but if we want to, you know, in a world where the pace is in ever-increasing and the demands for the team, and, you know, with the pressures on, at the moment where we're being asked to do things, uh, you know, more efficiently and as lean as possible, we need to be thinking about every part of the process and how we put the kind of stepping stones in place to lead us to a more automated kind of, um, you know, um, the future. >>Do you feel that that planned outcomes are starting to align with what's delivered, given this massive shift that you're experiencing? >>I think it's starting to, and I think, you know, as I say, as we look at more of a value based approach, um, and, um, you know, as I say, print, this was a kind of flow management. I think that that will become ever, uh, ever more important. So, um, I think it starting to people certainly realize that, you know, teams need to work together, you know, the kind of the cousin between business and it, especially as we go to more kind of SAS based solutions, low code solutions, you know, there's not such a gap anymore, actually, some of our business partners that expense to be much more tech savvy. Um, so I think, you know, this is what we have to kind of appreciate what is its role, how do we give the capabilities, um, become more of a centers of excellence rather than actually doing mounds amounts of work. And for me, and from a testing point of view, you know, mounds and mounds of testing, actually, how do we automate that? How do we actually generate that instead of, um, create it? I think that's the kind of challenge going forward. >>What are some, as we look forward, what are some of the things that you would like to see implemented or deployed in the next, say six to 12 months as we hopefully round a corner with this pandemic? >>Yeah, I think, um, you know, certainly for, for where we are as a company from a QA perspective, we are, um, you let's start in bits that we do well, you know, we've started creating, um, continuous delivery and DevOps pipelines. Um, there's still manual aspects of that. So, you know, certainly for me, I I've challenged my team with saying how do we do an automated journey? So if I put a requirement in JIRA or rally or wherever it is and why then click a button and, you know, with either zero touch for one such, then put that into production and have confidence that, that has been done safely and that it works and what happens if it doesn't work. So, you know, that's, that's the next, um, the next few months, that's what our concentration, um, is, is about. But it's also about decision-making, you know, how do you actually understand those value judgments? >>And I think there's lots of the things dev ops, AI ops, kind of that always ask aspects of business operations. I think it's about having the information in one place to make those kinds of decisions. How does it all try and tie it together? As I say, even still with kind of dev ops, we've still got elements within my company where we've got lots of different organizations doing some, doing similar kinds of things, but they're all kind of working in silos. So I think having AI ops as it comes more and more to the fore as we go to cloud, and that's what we need to, you know, we're still very early on in our cloud journey, you know, so we need to make sure the technologies work with cloud as well as you can have, um, legacy systems, but it's about bringing that all together and having a full, visible pipeline, um, that everybody can see and make decisions. >>You said the word confidence, which jumped out at me right away, because absolutely you've got to have be able to have confidence in what your team is delivering and how it's impacting the business and those customers. Last question then for you is how would you advise your peers in a similar situation to leverage technology automation, for example, dev ops, to be able to gain the confidence that they're making the right decisions for their business? >>I think the, the, the, the, the approach that we've taken actually is not started with technology. Um, we've actually taken a human centered design, uh, as a core principle of what we do, um, within the it part of BT. So by using human centered design, that means we talk to our customers, we understand their pain points, we map out their current processes. Um, and then when we mapped out what this process does, it also understand their aspirations as well, you know? Um, and where do they want to be in six months? You know, do they want it to be, um, more agile and, you know, or do they want to, you know, is, is this a part of their business that they want to do one better? We actually then looked at why that's not running well, and then see what, what solutions are out there. >>We've been lucky that, you know, with our partnership, with Broadcom within the payer line, lots of the tools and the PLA have directly answered some of the business's problems. But I think by having those conversations and actually engaging with the business, um, you know, especially if the business hold the purse strings, which in, in, uh, you know, in some companies include not as they do there is that kind of, you know, almost by understanding their, their pain points and then starting, this is how we can solve your problem. Um, is we've, we've tended to be much more successful than trying to impose something and say, well, here's the technology that they don't quite understand. It doesn't really understand how it kind of resonates with their problems. So I think that's the heart of it. It's really about, you know, getting, looking at the data, looking at the processes, looking at where the kind of waste is. >>And then actually then looking at the right solutions. Then, as I say, continuous testing is massive for us. We've also got a good relationship with Apple towards looking at visual AI. And actually there's a common theme through that. And I mean, AI is becoming more and more prevalent. And I know, you know, sometimes what is AI and people have kind of this semantics of, is it true AI or not, but it's certainly, you know, AI machine learning is becoming more and more prevalent in the way that we work. And it's allowing us to be much more effective, be quicker in what we do and be more accurate. And, you know, whether it's finding defects running the right tests or, um, you know, being able to anticipate problems before they're happening in a production environment. >>Well, thank you so much for giving us this sort of insight outlook at dev ops sharing the successes that you're having, taking those challenges, converting them to opportunities and forgiving folks who might be in your shoes, or maybe slightly behind advice enter. They appreciate it. We appreciate your time. >>Well, it's been an absolute pleasure, really. Thank you for inviting me. I have a extremely enjoyed it. So thank you ever so much. >>Excellent. Me too. I've learned a lot for Glenn Martin. I'm Lisa Martin. You're watching the cube >>Driving revenue today means getting better, more valuable software features into the hands of your customers. If you don't do it quickly, your competitors as well, but going faster without quality creates risks that can damage your brand destroy customer loyalty and cost millions to fix dev ops from Broadcom is a complete solution for balancing speed and risk, allowing you to accelerate the flow of value while minimizing the risk and severity of critical issues with Broadcom quality becomes integrated across the entire DevOps pipeline from planning to production, actionable insights, including our unique readiness score, provide a three 60 degree view of software quality giving you visibility into potential issues before they become disasters. Dev ops leaders can manage these risks with tools like Canary deployments tested on a small subset of users, or immediately roll back to limit the impact of defects for subsequent cycles. Dev ops from Broadcom makes innovation improvement easier with integrated planning and continuous testing tools that accelerate the flow of value product requirements are used to automatically generate tests to ensure complete quality coverage and tests are easily updated. >>As requirements change developers can perform unit testing without ever leaving their preferred environment, improving efficiency and productivity for the ultimate in shift left testing the platform also integrates virtual services and test data on demand. Eliminating two common roadblocks to fast and complete continuous testing. When software is ready for the CIC CD pipeline, only DevOps from Broadcom uses AI to prioritize the most critical and relevant tests dramatically improving feedback speed with no decrease in quality. This release is ready to go wherever you are in your DevOps journey. Broadcom helps maximize innovation velocity while managing risk. So you can deploy ideas into production faster and release with more confidence from around the globe. It's the queue with digital coverage of dev ops virtual forum brought to you by Broadcom. >>Hi guys. Welcome back. So we have discussed the current state and the near future state of dev ops and how it's going to evolve from three unique perspectives. In this last segment, we're going to open up the floor and see if we can come to a shared understanding of where dev ops needs to go in order to be successful next year. So our guests today are, you've seen them all before Jeffrey Hammond is here. The VP and principal analyst serving CIO is at Forester. We've also Serge Lucio, the GM of Broadcom's enterprise software division and Glenn Martin, the head of QA transformation at BT guys. Welcome back. Great to have you all three together >>To be here. >>All right. So we're very, we're all very socially distanced as we've talked about before. Great to have this conversation. So let's, let's start with one of the topics that we kicked off the forum with Jeff. We're going to start with you spiritual co-location that's a really interesting topic that we've we've uncovered, but how much of the challenge is truly cultural and what can we solve through technology? Jeff, we'll start with you then search then Glen Jeff, take it away. >>Yeah, I think fundamentally you can have all the technology in the world and if you don't make the right investments in the cultural practices in your development organization, you still won't be effective. Um, almost 10 years ago, I wrote a piece, um, where I did a bunch of research around what made high-performance teams, software delivery teams, high performance. And one of the things that came out as part of that was that these teams have a high level of autonomy. And that's one of the things that you see coming out of the agile manifesto. Let's take that to today where developers are on their own in their own offices. If you've got teams where the team itself had a high level of autonomy, um, and they know how to work, they can make decisions. They can move forward. They're not waiting for management to tell them what to do. >>And so what we have seen is that organizations that embraced autonomy, uh, and got their teams in the right place and their teams had the information that they needed to make the right decisions have actually been able to operate pretty well, even as they've been remote. And it's turned out to be things like, well, how do we actually push the software that we've created into production that would become the challenge is not, are we writing the right software? And that's why I think the term spiritual co-location is so important because even though we may be physically distant, we're on the same plane, we're connected from a, from, from a, a shared purpose. Um, you know, surgeon, I worked together a long, long time ago. So it's been what almost 15, 16 years since we were at the same place. And yet I would say there's probably still a certain level of spiritual co-location between us, uh, because of the shared purposes that we've had in the past and what we've seen in the industry. And that's a really powerful tool, uh, to build on. So what do tools play as part of that, to the extent that tools make information available, to build shared purpose on to the extent that they enable communication so that we can build that spiritual co-location to the extent that they reinforce the culture that we want to put in place, they can be incredibly valuable, especially when, when we don't have the luxury of physical locate physical co-location. Okay. That makes sense. >>It does. I shouldn't have introduced us. This last segment is we're all spiritually co-located or it's a surge, clearly you're still spiritually co located with jump. Talk to me about what your thoughts are about spiritual of co-location the cultural impact and how technology can move it forward. >>Yeah. So I think, well, I'm going to sound very similar to Jeff in that respect. I think, you know, it starts with kind of a shared purpose and the other understanding, Oh, individuals teams, uh, contributed to kind of a business outcome, what is our shared goal or shared vision? What's what is it we're trying to achieve collectively and keeping it kind of aligned to that? Um, and so, so it's really starts with that now, now the big challenge, always these over the last 20 years, especially in large organization, there's been specialization of roles and functions. And so we, we all that started to basically measure which we do, uh, on a daily basis using metrics, which oftentimes are completely disconnected from kind of a business outcome or purpose. We, we kind of reverted back to, okay, what is my database all the time? What is my cycle time? >>Right. And, and I think, you know, which we can do or where we really should be focused as an industry is to start to basically provide a lens or these different stakeholders to look at what they're doing in the context of kind of these business outcomes. So, um, you know, probably one of my, um, favorites experience was to actually weakness at one of a large financial institution. Um, you know, Tuesday Golder's unquote development and operations staring at the same data, right. Which was related to, you know, in calming changes, um, test execution results, you know, Coverity coverage, um, official liabilities and all the all ran. It could have a direction level links. And that's when you start to put these things in context and represent that to you in a way that these different stakeholders can, can look at from their different lens. And, uh, and it can start to basically communicate and, and understand have they joined our company to, uh, to, to that kind of common view or objective. >>And Glen, we talked a lot about transformation with you last time. What are your thoughts on spiritual colocation and the cultural part, the technology impact? >>Yeah, I mean, I agree with Jeffrey that, you know, um, the people and culture, the most important thing, actually, that's why it's really important when you're transforming to have partners who have the same vision as you, um, who, who you can work with, have the same end goal in mind. And w I've certainly found that with our, um, you know, continuing relationship with Broadcom, what it also does though, is although, you know, tools can accelerate what you're doing and can join consistency. You know, we've seen within simplify, which is BTS flagship transformation program, where we're trying to, as it can, it says simplify the number of systems stacks that we have, the number of products that we have actually at the moment, we've got different value streams within that program who have got organizational silos. We were trying to rewrite, rewrite the wheel, um, who are still doing things manually. >>So in order to try and bring that consistency, we need the right tools that actually are at an enterprise grade, which can be flexible to work with in BT, which is such a complex and very dev, uh, different environments, depending on what area of BT you're in, whether it's a consumer, whether it's a mobile area, whether it's large global or government organizations, you know, we found that we need tools that can, um, drive that consistency, but also flex to Greenfield brownfield kind of technologies as well. So it's really important that as I say, for a number of different aspects, that you have the right partner, um, to drive the right culture, I've got the same vision, but also who have the tool sets to help you accelerate. They can't do that on their own, but they can help accelerate what it is you're trying to do in it. >>And a really good example of that is we're trying to shift left, which is probably a, quite a bit of a buzz phrase in their kind of testing world at the moment. But, you know, I could talk about things like continuous delivery direct to when a ball comes tools and it has many different features to it, but very simply on its own, it allows us to give the visibility of what the teams are doing. And once we have that visibility, then we can talk to the teams, um, around, you know, could they be doing better component testing? Could they be using some virtualized services here or there? And that's not even the main purpose of continuous delivery director, but it's just a reason that tools themselves can just give greater visibility of have much more intuitive and insightful conversations with other teams and reduce those organizational silos. >>Thanks, Ben. So we'd kind of sum it up, autonomy collaboration tools that facilitate that. So let's talk now about metrics from your perspectives. What are the metrics that matter? Jeff, >>I'm going to go right back to what Glenn said about data that provides visibility that enables us to, to make decisions, um, with shared purpose. And so business value has to be one of the first things that we look at. Um, how do we assess whether we have built something that is valuable, you know, that could be sales revenue, it could be net promoter score. Uh, if you're not selling what you've built, it could even be what the level of reuse is within your organization or other teams picking up the services, uh, that you've created. Um, one of the things that I've begun to see organizations do is to align value streams with customer journeys and then to align teams with those value streams. So that's one of the ways that you get to a shared purpose, cause we're all trying to deliver around that customer journey, the value with it. >>And we're all measured on that. Um, there are flow metrics which are really important. How long does it take us to get a new feature out from the time that we conceive it to the time that we can run our first experiments with it? There are quality metrics, um, you know, some of the classics or maybe things like defect, density, or meantime to response. Um, one of my favorites came from a, um, a company called ultimate software where they looked at the ratio of defects found in production to defects found in pre production and their developers were in fact measured on that ratio. It told them that guess what quality is your job to not just the test, uh, departments, a group, the fourth level that I think is really important, uh, in, in the current, uh, situation that we're in is the level of engagement in your development organization. >>We used to joke that we measured this with the parking lot metric helpful was the parking lot at nine. And how full was it at five o'clock. I can't do that anymore since we're not physically co-located, but what you can do is you can look at how folks are delivering. You can look at your metrics in your SCM environment. You can look at, uh, the relative rates of churn. Uh, you can look at things like, well, are our developers delivering, uh, during longer periods earlier in the morning, later in the evening, are they delivering, uh, you know, on the weekends as well? Are those signs that we might be heading toward a burnout because folks are still running at sprint levels instead of marathon levels. Uh, so all of those in combination, uh, business value, uh, flow engagement in quality, I think form the backbone of any sort of, of metrics, uh, a program. >>The second thing that I think you need to look at is what are we going to do with the data and the philosophy behind the data is critical. Um, unfortunately I see organizations where they weaponize the data and that's completely the wrong way to look at it. What you need to do is you need to say, you need to say, how is this data helping us to identify the blockers? The things that aren't allowing us to provide the right context for people to do the right thing. And then what do we do to remove those blockers, uh, to make sure that we're giving these autonomous teams the context that they need to do their job, uh, in a way that creates the most value for the customers. >>Great advice stuff, Glenn, over to your metrics that matter to you that really make a big impact. And, and, and also how do you measure quality kind of following onto the advice that Jeff provided? >>That's some great advice. Actually, he talks about value. He talks about flow. Both of those things are very much on my mind at the moment. Um, but there was this, I listened to a speaker, uh, called me Kirsten a couple of months ago. It taught very much around how important flow management is and removing, you know, and using that to remove waste, to understand in terms of, you know, making software changes, um, what is it that's causing us to do it longer than we need to. So where are those areas where it takes long? So I think that's a very important thing for us. It's even more basic than that at the moment, we're on a journey from moving from kind of a waterfall to agile. Um, and the problem with moving from waterfall to agile is with waterfall, the, the business had a kind of comfort that, you know, everything was tested together and therefore it's safer. >>Um, and with agile, there's that kind of, you know, how do we make sure that, you know, if we're doing things quick and we're getting stuff out the door that we give that confidence, um, that that's ready to go, or if there's a risk that we're able to truly articulate what that risk is. So there's a bit about release confidence, um, and some of the metrics around that and how, how healthy those releases are, and actually saying, you know, we spend a lot of money, um, um, an investment setting up our teams, training our teams, are we actually seeing them deliver more quickly and are we actually seeing them deliver more value quickly? So yeah, those are the two main things for me at the moment, but I think it's also about, you know, generally bringing it all together, the dev ops, you know, we've got the kind of value ops AI ops, how do we actually bring that together to so we can make quick decisions and making sure that we are, um, delivering the biggest bang for our buck, absolutely biggest bang for the buck, surge, your thoughts. >>Yeah. So I think we all agree, right? It starts with business metrics, flow metrics. Um, these are kind of the most important metrics. And ultimately, I mean, one of the things that's very common across a highly functional teams is engagements, right? When, when you see a team that's highly functioning, that's agile, that practices DevOps every day, they are highly engaged. Um, that that's, that's definitely true. Now the, you know, back to, I think, uh, Jeff's point on weaponization of metrics. One of the key challenges we see is that, um, organizations traditionally have been kind of, uh, you know, setting up benchmarks, right? So what is a good cycle time? What is a good lead time? What is a good meantime to repair? The, the problem is that this is very contextual, right? It varies. It's going to vary quite a bit, depending on the nature of application and system. >>And so one of the things that we really need to evolve, um, as an industry is to understand that it's not so much about those flow metrics is about our, these four metrics ultimately contribute to the business metric to the business outcome. So that's one thing. The second aspect, I think that's oftentimes misunderstood is that, you know, when you have a bad cycle time or, or, or what you perceive as being a buy cycle time or better quality, the problem is oftentimes like all, do you go and explore why, right. What is the root cause of this? And I think one of the key challenges is that we tend to focus a lot of time on metrics and not on the eye type patterns, which are pretty common across the industry. Um, you know, if you look at, for instance, things like lead time, for instance, it's very common that, uh, organizational boundaries are going to be a key contributor to badly time. >>And so I think that there is, you know, the only the metrics there is, I think a lot of work that we need to do in terms of classifying, descend type patterns, um, you know, back to you, Jeff, I think you're one of the cool offers of waterscrumfall as a, as, as a key pattern, the industry or anti-spatter. Um, but waterscrumfall right is a key one, right? And you will detect that through kind of a defect arrival rates. That's where that looks like an S-curve. And so I think it's beyond kind of the, the metrics is what do you do with those metrics? >>Right? I'll tell you a search. One of the things that is really interesting to me in that space is I think those of us had been in industry for a long time. We know the anti-patterns cause we've seen them in our career maybe in multiple times. And one of the things that I think you could see tooling do is perhaps provide some notification of anti-patterns based on the telemetry that comes in. I think it would be a really interesting place to apply, uh, machine learning and reinforcement learning techniques. Um, so hopefully something that we'd see in the future with dev ops tools, because, you know, as a manager that, that, you know, may be only a 10 year veteran or 15 year veteran, you may be seeing these anti-patterns for the first time. And it would sure be nice to know what to do, uh, when they start to pop up, >>That would right. Insight, always helpful. All right, guys, I would like to get your final thoughts on this. The one thing that you believe our audience really needs to be on the lookout for and to put on our agendas for the next 12 months, Jeff will go back to you. Okay. >>I would say look for the opportunities that this disruption presents. And there are a couple that I see, first of all, uh, as we shift to remote central working, uh, we're unlocking new pools of talent, uh, we're, it's possible to implement, uh, more geographic diversity. So, so look to that as part of your strategy. Number two, look for new types of tools. We've seen a lot of interest in usage of low-code tools to very quickly develop applications. That's potentially part of a mainstream strategy as we go into 2021. Finally, make sure that you embrace this idea that you are supporting creative workers that agile and dev ops are the peanut butter and chocolate to support creative, uh, workers with algorithmic capabilities, >>Peanut butter and chocolate Glen, where do we go from there? What are, what's the one silver bullet that you think folks to be on the lookout for now? I, I certainly agree that, um, low, low code is, uh, next year. We'll see much more low code we'd already started going, moving towards a more of a SAS based world, but low code also. Um, I think as well for me, um, we've still got one foot in the kind of cow camp. Um, you know, we'll be fully trying to explore what that means going into the next year and exploiting the capabilities of cloud. But I think the last, um, the last thing for me is how do you really instill quality throughout the kind of, um, the, the life cycle, um, where, when I heard the word scrum fall, it kind of made me shut it because I know that's a problem. That's where we're at with some of our things at the moment we need to get beyond that. We need >>To be releasing, um, changes more frequently into production and actually being a bit more brave and having the confidence to actually do more testing in production and go straight to production itself. So expect to see much more of that next year. Um, yeah. Thank you. I haven't got any food analogies. Unfortunately we all need some peanut butter and chocolate. All right. It starts to take us home. That's what's that nugget you think everyone needs to have on their agendas? >>That's interesting. Right. So a couple of days ago we had kind of a latest state of the DevOps report, right? And if you read through the report, it's all about the lost city, but it's all about sweet. We still are receiving DevOps as being all about speed. And so to me, the key advice is in order to create kind of a spiritual collocation in order to foster engagement, we have to go back to what is it we're trying to do collectively. We have to go back to tie everything to the business outcome. And so for me, it's absolutely imperative for organizations to start to plot their value streams, to understand how they're delivering value into aligning everything they do from a metrics to deliver it, to flow to those metrics. And only with that, I think, are we going to be able to actually start to really start to align kind of all these roles across the organizations and drive, not just speed, but business outcomes, >>All about business outcomes. I think you guys, the three of you could write a book together. So I'll give you that as food for thought. Thank you all so much for joining me today and our guests. I think this was an incredibly valuable fruitful conversation, and we appreciate all of you taking the time to spiritually co-located with us today, guys. Thank you. Thank you, Lisa. Thank you. Thank you for Jeff Hammond serves Lucio and Glen Martin. I'm Lisa Martin. Thank you for watching the broad cops Broadcom dev ops virtual forum.

>>Hello. I'm Professor Toru Suzuki Cherif cardiovascular medicine on associate dean of the College of Life Sciences at the University of Leicester in the United Kingdom, where I'm also director of the Lester Life Sciences accelerator. I'm also honorary consultant cardiologist within our university hospitals. It's part of the national health system NHS Trust. Today, I'd like to talk to you about our Lester Clinical Data Science Initiative. Now brief background on Lester. It's university in hospitals. Lester is in the center of England. The national health system is divided depending on the countries. The United Kingdom, which is comprised of, uh, England, Scotland to the north, whales to the west and Northern Ireland is another part in a different island. But national health system of England is what will be predominantly be discussed. Today has a history of about 70 years now, owing to the fact that we're basically in the center of England. Although this is only about one hour north of London, we have a catchment of about 100 miles, which takes us from the eastern coast of England, bordering with Birmingham to the west north just south of Liverpool, Manchester and just south to the tip of London. We have one of the busiest national health system trust in the United Kingdom, with a catchment about 100 miles and one million patients a year. Our main hospital, the General Hospital, which is actually called the Royal Infirmary, which can has an accident and emergency, which means Emergency Department is that has one of the busiest emergency departments in the nation. I work at Glen Field Hospital, which is one of the main cardiovascular hospitals of the United Kingdom and Europe. Academically, the Medical School of the University of Leicester is ranked 20th in the world on Lee, behind Cambridge, Oxford Imperial College and University College London. For the UK, this is very research. Waited, uh, ranking is Therefore we are very research focused universities as well for the cardiovascular research groups, with it mainly within Glenn Field Hospital, we are ranked as the 29th Independent research institution in the world which places us. A Suffield waited within our group. As you can see those their top ranked this is regardless of cardiology, include institutes like the Broad Institute and Whitehead Institute. Mitt Welcome Trust Sanger, Howard Hughes Medical Institute, Kemble, Cold Spring Harbor and as a hospital we rank within ah in this field in a relatively competitive manner as well. Therefore, we're very research focused. Hospital is well now to give you the unique selling points of Leicester. We're we're the largest and busiest national health system trust in the United Kingdom, but we also have a very large and stable as well as ethnically diverse population. The population ranges often into three generations, which allows us to do a lot of cohort based studies which allows us for the primary and secondary care cohorts, lot of which are well characterized and focused on genomics. In the past. We also have a biomedical research center focusing on chronic diseases, which is funded by the National Institutes of Health Research, which funds clinical research the hospitals of United Kingdom on we also have a very rich regional life science cluster, including med techs and small and medium sized enterprises. Now for this, the bottom line is that I am the director of the letter site left Sciences accelerator, >>which is tasked with industrial engagement in the local national sectors but not excluding the international sectors as well. Broadly, we have academics and clinicians with interest in health care, which includes science and engineering as well as non clinical researchers. And prior to the cove it outbreak, the government announced the £450 million investment into our university hospitals, which I hope will be going forward now to give you a brief background on where the scientific strategy the United Kingdom lies. Three industrial strategy was brought out a za part of the process which involved exiting the European Union, and part of that was the life science sector deal. And among this, as you will see, there were four grand challenges that were put in place a I and data economy, future of mobility, clean growth and aging society and as a medical research institute. A lot of the focus that we have been transitioning with within my group are projects are focused on using data and analytics using artificial intelligence, but also understanding how chronic diseases evolved as part of the aging society, and therefore we will be able to address these grand challenges for the country. Additionally, the national health system also has its long term plans, which we align to. One of those is digitally enabled care and that this hope you're going mainstream over the next 10 years. And to do this, what is envision will be The clinicians will be able to access and interact with patient records and care plants wherever they are with ready access to decision support and artificial intelligence, and that this will enable predictive techniques, which include linking with clinical genomic as well as other data supports, such as image ing a new medical breakthroughs. There has been what's called the Topol Review that discusses the future of health care in the United Kingdom and preparing the health care workforce for the delivery of the digital future, which clearly discusses in the end that we would be using automated image interpretation. Is using artificial intelligence predictive analytics using artificial intelligence as mentioned in the long term plans. That is part of that. We will also be engaging natural language processing speech recognition. I'm reading the genome amusing. Genomic announced this as well. We are in what is called the Midland's. As I mentioned previously, the Midland's comprised the East Midlands, where we are as Lester, other places such as Nottingham. We're here. The West Midland involves Birmingham, and here is ah collective. We are the Midlands. Here we comprise what is called the Midlands engine on the Midland's engine focuses on transport, accelerating innovation, trading with the world as well as the ultra connected region. And therefore our work will also involve connectivity moving forward. And it's part of that. It's part of our health care plans. We hope to also enable total digital connectivity moving forward and that will allow us to embrace digital data as well as collectivity. These three key words will ah Linkous our health care systems for the future. Now, to give you a vision for the future of medicine vision that there will be a very complex data set that we will need to work on, which will involve genomics Phanom ICS image ing which will called, uh oh mix analysis. But this is just meaning that is, uh complex data sets that we need to work on. This will integrate with our clinical data Platforms are bioinformatics, and we'll also get real time information of physiology through interfaces and wearables. Important for this is that we have computing, uh, processes that will now allow this kind of complex data analysis in real time using artificial intelligence and machine learning based applications to allow visualization Analytics, which could be out, put it through various user interfaces to the clinician and others. One of the characteristics of the United Kingdom is that the NHS is that we embrace data and captured data from when most citizens have been born from the cradle toe when they die to the grave. And it's important that we were able to link this data up to understand the journey of that patient. Over time. When they come to hospital, which is secondary care data, we will get disease data when they go to their primary care general practitioner, we will be able to get early check up data is Paula's follow monitoring monitoring, but also social care data. If this could be linked, allow us to understand how aging and deterioration as well as frailty, uh, encompasses thes patients. And to do this, we have many, many numerous data sets available, including clinical letters, blood tests, more advanced tests, which is genetics and imaging, which we can possibly, um, integrate into a patient journey which will allow us to understand the digital journey of that patient. I have called this the digital twin patient cohort to do a digital simulation of patient health journeys using data integration and analytics. This is a technique that has often been used in industrial manufacturing to understand the maintenance and service points for hardware and instruments. But we would be using this to stratify predict diseases. This'll would also be monitored and refined, using wearables and other types of complex data analysis to allow for, in the end, preemptive intervention to allow paradigm shifting. How we undertake medicine at this time, which is more reactive rather than proactive as infrastructure we are presently working on putting together what's it called the Data Safe haven or trusted research environment? One which with in the clinical environment, the university hospitals and curated and data manner, which allows us to enable data mining off the databases or, I should say, the trusted research environment within the clinical environment. Hopefully, we will then be able to anonymous that to allow ah used by academics and possibly also, uh, partnering industry to do further data mining and tool development, which we could then further field test again using our real world data base of patients that will be continually, uh, updating in our system. In the cardiovascular group, we have what's called the bricks cohort, which means biomedical research. Informatics Center for Cardiovascular Science, which was done, started long time even before I joined, uh, in 2010 which has today almost captured about 10,000 patients arm or who come through to Glenn Field Hospital for various treatments or and even those who have not on. We asked for their consent to their blood for genetics, but also for blood tests, uh, genomics testing, but also image ing as well as other consent. Hable medical information s so far there about 10,000 patients and we've been trying to extract and curate their data accordingly. Again, a za reminder of what the strengths of Leicester are. We have one of the largest and busiest trust with the very large, uh, patient cohort Ah, focused dr at the university, which allows for chronic diseases such as heart disease. I just mentioned our efforts on heart disease, uh which are about 10,000 patients ongoing right now. But we would wish thio include further chronic diseases such as diabetes, respiratory diseases, renal disease and further to understand the multi modality between these diseases so that we can understand how they >>interact as well. Finally, I like to talk about the lesser life science accelerator as well. This is a new project that was funded by >>the U started this January for three years. I'm the director for this and all the groups within the College of Life Sciences that are involved with healthcare but also clinical work are involved. And through this we hope to support innovative industrial partnerships and collaborations in the region, a swells nationally and further on into internationally as well. I realized that today is a talked to um, or business and commercial oriented audience. And we would welcome interest from your companies and partners to come to Leicester toe work with us on, uh, clinical health care data and to drive our agenda forward for this so that we can enable innovative research but also product development in partnership with you moving forward. Thank you for your time.

(electronic dance music) (Intel Jingle) (ethereal electronic dance music) ♪ Okay ♪ (upbeat techno dance music) ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh oh ♪ ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh oh ♪ ♪ Take it back take it back ♪ ♪ Take it back ♪ ♪ Take it back take it back ♪ ♪ Take it back ♪ ♪ Take it back take it back ♪ ♪ Yeah everybody get loose yeah ♪ ♪ Yeah ♪ ♪ Ye-yeah yeah ♪ ♪ Yeah yeah ♪ ♪ Everybody everybody yeah ♪ ♪ Whoo whoo ♪ ♪ Whoo whoo ♪ ♪ Whoo yeah ♪ ♪ Everybody get loose whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ >> As a courtesy to the presenters and those around you, please silence all mobile devices, thank you. (electronic dance music) ♪ Everybody get loose ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ (upbeat salsa music) ♪ Ha ha ha ♪ ♪ Ah ♪ ♪ Ha ha ha ♪ ♪ So happy ♪ ♪ Whoo whoo ♪ (female singer scatting) >> Ladies and gentlemen, please take your seats. Our program will begin momentarily. ♪ Hey ♪ (female singer scatting) (male singer scatting) ♪ Hey ♪ ♪ Whoo ♪ (female singer scatting) (electronic dance music) ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ Red don't go ♪ ♪ All hands are in don't go ♪ ♪ In don't go ♪ ♪ Oh red go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are red don't go ♪ ♪ All hands are in red red red red ♪ ♪ All hands are in don't go ♪ ♪ All hands are in red go ♪ >> Ladies and gentlemen, there are available seats. Towards house left, house left there are available seats. If you are please standing, we ask that you please take an available seat. We will begin momentarily, thank you. ♪ Let go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ (upbeat electronic dance music) ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ I live ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Hey ♪ ♪ Yeah ♪ ♪ Oh ♪ ♪ Ah ♪ ♪ Ah ah ah ah ah ah ♪ ♪ Just make me ♪ ♪ Just make me ♪ (bouncy techno music) >> Ladies and gentlemen, once again we ask that you please take the available seats to your left, house left, there are many available seats. If you are standing, please make your way there. The program will begin momentarily, thank you. Good morning! This is Lenovo Transform 2.0! (keyboard clicks) >> Progress. Why do we always talk about it in the future? When will it finally get here? We don't progress when it's ready for us. We need it when we're ready, and we're ready now. Our hospitals and their patients need it now, our businesses and their customers need it now, our cities and their citizens need it now. To deliver intelligent transformation, we need to build it into the products and solutions we make every day. At Lenovo, we're designing the systems to fight disease, power businesses, and help you reach more customers, end-to-end security solutions to protect your data and your companies reputation. We're making IT departments more agile and cost efficient. We're revolutionizing how kids learn with VR. We're designing smart devices and software that transform the way you collaborate, because technology shouldn't just power industries, it should power people. While everybody else is talking about tomorrow, we'll keep building today, because the progress we need can't wait for the future. >> Please welcome to the stage Lenovo's Rod Lappen! (electronic dance music) (audience applauding) >> Alright. Good morning everyone! >> Good morning. >> Ooh, that was pretty good actually, I'll give it one more shot. Good morning everyone! >> Good morning! >> Oh, that's much better! Hope everyone's had a great morning. Welcome very much to the second Lenovo Transform event here in New York. I think when I got up just now on the steps I realized there's probably one thing in common all of us have in this room including myself which is, absolutely no one has a clue what I'm going to say today. So, I'm hoping very much that we get through this thing very quickly and crisply. I love this town, love New York, and you're going to hear us talk a little bit about New York as we get through here, but just before we get started I'm going to ask anyone who's standing up the back, there are plenty of seats down here, and down here on the right hand side, I think he called it house left is the professional way of calling it, but these steps to my right, your left, get up here, let's get you all seated down so that you can actually sit down during the keynote session for us. Last year we had our very first Lenovo Transform. We had about 400 people. It was here in New York, fantastic event, today, over 1,000 people. We have over 62 different technology demonstrations and about 15 breakout sessions, which I'll talk you through a little bit later on as well, so it's a much bigger event. Next year we're definitely going to be shooting for over 2,000 people as Lenovo really transforms and starts to address a lot of the technology that our commercial customers are really looking for. We were however hampered last year by a storm, I don't know if those of you who were with us last year will remember, we had a storm on the evening before Transform last year in New York, and obviously the day that it actually occurred, and we had lots of logistics. Our media people from AMIA were coming in. They took the, the plane was circling around New York for a long time, and Kamran Amini, our General Manager of our Data Center Infrastructure Group, probably one of our largest groups in the Lenovo DCG business, took 17 hours to get from Raleigh, North Carolina to New York, 17 hours, I think it takes seven or eight hours to drive. Took him 17 hours by plane to get here. And then of course this year, we have Florence. And so, obviously the hurricane Florence down there in the Carolinas right now, we tried to help, but still Kamran has made it today. Unfortunately, very tragically, we were hoping he wouldn't, but he's here today to do a big presentation a little bit later on as well. However, I do want to say, obviously, Florence is a very serious tragedy and we have to take it very serious. We got, our headquarters is in Raleigh, North Carolina. While it looks like the hurricane is just missing it's heading a little bit southeast, all of our thoughts and prayers and well wishes are obviously with everyone in the Carolinas on behalf of Lenovo, everyone at our headquarters, everyone throughout the Carolinas, we want to make sure everyone stays safe and out of harm's way. We have a great mixture today in the crowd of all customers, partners, industry analysts, media, as well as our financial analysts from all around the world. There's over 30 countries represented here and people who are here to listen to both YY, Kirk, and Christian Teismann speak today. And so, it's going to be a really really exciting day, and I really appreciate everyone coming in from all around the world. So, a big round of applause for everyone whose come in. (audience applauding) We have a great agenda for you today, and it starts obviously a very consistent format which worked very successful for us last year, and that's obviously our keynote. You'll hear from YY, our CEO, talk a little bit about the vision he has in the industry and how he sees Lenovo's turned the corner and really driving some great strategy to address our customer's needs. Kirk Skaugen, our Executive Vice President of DCG, will be up talking about how we've transformed the DCG business and once again are hitting record growth ratios for our DCG business. And then you'll hear from Christian Teismann, our SVP and General Manager for our commercial business, get up and talk about everything that's going on in our IDG business. There's really exciting stuff going on there and obviously ThinkPad being the cornerstone of that I'm sure he's going to talk to us about a couple surprises in that space as well. Then we've got some great breakout sessions, I mentioned before, 15 breakout sessions, so while this keynote section goes until about 11:30, once we get through that, please go over and explore, and have a look at all of the breakout sessions. We have all of our subject matter experts from both our PC, NBG, and our DCG businesses out to showcase what we're doing as an organization to better address your needs. And then obviously we have the technology pieces that I've also spoken about, 62 different technology displays there arranged from everything IoT, 5G, NFV, everything that's really cool and hot in the industry right now is going to be on display up there, and I really encourage all of you to get up there. So, I'm going to have a quick video to show you from some of the setup yesterday on a couple of the 62 technology displays we've got on up on stage. Okay let's go, so we've got a demonstrations to show you today, one of the greats one here is the one we've done with NC State, a high-performance computing artificial intelligence demonstration of fresh produce. It's about modeling the population growth of the planet, and how we're going to supply water and food as we go forward. Whoo. Oh, that is not an apple. Okay. (woman laughs) Second one over here is really, hey Jonas, how are you? Is really around virtual reality, and how we look at one of the most amazing sites we've got, as an install on our high-performance computing practice here globally. And you can see, obviously, that this is the Barcelona supercomputer, and, where else in New York can you get access to being able to see something like that so easily? Only here at Lenovo Transform. Whoo, okay. (audience applauding) So there's two examples of some of the technology. We're really encouraging everyone in the room after the keynote to flow into that space and really get engaged, and interact with a lot of the technology we've got up there. It seems I need to also do something about my fashion, I've just realized I've worn a vest two days in a row, so I've got to work on that as well. Alright so listen, the last thing on the agenda, we've gone through the breakout sessions and the demo, tonight at four o'clock, there's about 400 of you registered to be on the cruise boat with us, the doors will open behind me. the boat is literally at the pier right behind us. You need to make sure you're on the boat for 4:00 p.m. this evening. Outside of that, I want everyone to have a great time today, really enjoy the experience, make it as experiential as you possibly can, get out there and really get in and touch the technology. There's some really cool AI displays up there for us all to get involved in as well. So ladies and gentlemen, without further adieu, it gives me great pleasure to introduce to you a lover of tennis, as some of you would've heard last year at Lenovo Transform, as well as a lover of technology, Lenovo, and of course, New York City. I am obviously very pleasured to introduce to you Yang Yuanqing, our CEO, as we like to call him, YY. (audience applauding) (upbeat funky music) >> Good morning, everyone. >> Good morning. >> Thank you Rod for that introduction. Welcome to New York City. So, this is the second year in a row we host our Transform event here, because New York is indeed one of the most transformative cities in the world. Last year on this stage, I spoke about the Fourth Industrial Revolution, and our vision around the intelligent transformation, how it would fundamentally change the nature of business and the customer relationships. And why preparing for this transformation is the key for the future of our company. And in the last year I can assure you, we were being very busy doing just that, from searching and bringing global talents around the world to the way we think about every product and every investment we make. I was here in New York just a month ago to announce our fiscal year Q1 earnings, which was a good day for us. I think now the world believes it when we say Lenovo has truly turned the corner to a new phase of growth and a new phase of acceleration in executing the transformation strategy. That's clear to me is that the last few years of a purposeful disruption at Lenovo have led us to a point where we can now claim leadership of the coming intelligent transformation. People often asked me, what is the intelligent transformation? I was saying this way. This is the unlimited potential of the Fourth Industrial Revolution driven by artificial intelligence being realized, ordering a pizza through our speaker, and locking the door with a look, letting your car drive itself back to your home. This indeed reflect the power of AI, but it just the surface of it. The true impact of AI will not only make our homes smarter and offices more efficient, but we are also completely transformed every value chip in every industry. However, to realize these amazing possibilities, we will need a structure built around the key components, and one that touches every part of all our lives. First of all, explosions in new technology always lead to new structures. This has happened many times before. In the early 20th century, thousands of companies provided a telephone service. City streets across the US looked like this, and now bundles of a microscopic fiber running from city to city bring the world closer together. Here's what a driving was like in the US, up until 1950s. Good luck finding your way. (audience laughs) And today, millions of vehicles are organized and routed daily, making the world more efficient. Structure is vital, from fiber cables and the interstate highways, to our cells bounded together to create humans. Thankfully the structure for intelligent transformation has emerged, and it is just as revolutionary. What does this new structure look like? We believe there are three key building blocks, data, computing power, and algorithms. Ever wondered what is it behind intelligent transformation? What is fueling this miracle of human possibility? Data. As the Internet becomes ubiquitous, not only PCs, mobile phones, have come online and been generating data. Today it is the cameras in this room, the climate controls in our offices, or the smart displays in our kitchens at home. The number of smart devices worldwide will reach over 20 billion in 2020, more than double the number in 2017. These devices and the sensors are connected and generating massive amount of data. By 2020, the amount of data generated will be 57 times more than all the grains of sand on Earth. This data will not only make devices smarter, but will also fuel the intelligence of our homes, offices, and entire industries. Then we need engines to turn the fuel into power, and the engine is actually the computing power. Last but not least the advanced algorithms combined with Big Data technology and industry know how will form vertical industrial intelligence and produce valuable insights for every value chain in every industry. When these three building blocks all come together, it will change the world. At Lenovo, we have each of these elements of intelligent transformations in a single place. We have built our business around the new structure of intelligent transformation, especially with mobile and the data center now firmly part of our business. I'm often asked why did you acquire these businesses? Why has a Lenovo gone into so many fields? People ask the same questions of the companies that become the leaders of the information technology revolution, or the third industrial transformation. They were the companies that saw the future and what the future required, and I believe Lenovo is the company today. From largest portfolio of devices in the world, leadership in the data center field, to the algorithm-powered intelligent vertical solutions, and not to mention the strong partnership Lenovo has built over decades. We are the only company that can unify all these essential assets and deliver end to end solutions. Let's look at each part. We now understand the important importance data plays as fuel in intelligent transformation. Hundreds of billions of devices and smart IoTs in the world are generating better and powering the intelligence. Who makes these devices in large volume and variety? Who puts these devices into people's home, offices, manufacturing lines, and in their hands? Lenovo definitely has the front row seats here. We are number one in PCs and tablets. We also produces smart phones, smart speakers, smart displays. AR/VR headsets, as well as commercial IoTs. All of these smart devices, or smart IoTs are linked to each other and to the cloud. In fact, we have more than 20 manufacturing facilities in China, US, Brazil, Japan, India, Mexico, Germany, and more, producing various devices around the clock. We actually make four devices every second, and 37 motherboards every minute. So, this factory located in my hometown, Hu-fi, China, is actually the largest laptop factory in the world, with more than three million square feet. So, this is as big as 42 soccer fields. Our scale and the larger portfolio of devices gives us access to massive amount of data, which very few companies can say. So, why is the ability to scale so critical? Let's look again at our example from before. The early days of telephone, dozens of service providers but only a few companies could survive consolidation and become the leader. The same was true for the third Industrial Revolution. Only a few companies could scale, only a few could survive to lead. Now the building blocks of the next revolution are locking into place. The (mumbles) will go to those who can operate at the scale. So, who could foresee the total integration of cloud, network, and the device, need to deliver intelligent transformation. Lenovo is that company. We are ready to scale. Next, our computing power. Computing power is provided in two ways. On one hand, the modern supercomputers are providing the brute force to quickly analyze the massive data like never before. On the other hand the cloud computing data centers with the server storage networking capabilities, and any computing IoT's, gateways, and miniservers are making computing available everywhere. Did you know, Lenovo is number one provider of super computers worldwide? 170 of the top 500 supercomputers, run on Lenovo. We hold 89 World Records in key workloads. We are number one in x86 server reliability for five years running, according to ITIC. a respected provider of industry research. We are also the fastest growing provider of hyperscale public cloud, hyper-converged and aggressively growing in edge computing. cur-ges target, we are expand on this point soon. And finally to run these individual nodes into our symphony, we must transform the data and utilize the computing power with advanced algorithms. Manufactured, industry maintenance, healthcare, education, retail, and more, so many industries are on the edge of intelligent transformation to improve efficiency and provide the better products and services. We are creating advanced algorithms and the big data tools combined with industry know-how to provide intelligent vertical solutions for several industries. In fact, we studied at Lenovo first. Our IT and research teams partnered with our global supply chain to develop an AI that improved our demand forecasting accuracy. Beyond managing our own supply chain we have offered our deep learning supply focused solution to other manufacturing companies to improve their efficiency. In the best case, we have improved the demand, focused the accuracy by 30 points to nearly 90 percent, for Baosteel, the largest of steel manufacturer in China, covering the world as well. Led by Lenovo research, we launched the industry-leading commercial ready AR headset, DaystAR, partnering with companies like the ones in this room. This technology is being used to revolutionize the way companies service utility, and even our jet engines. Using our workstations, servers, and award-winning imaging processing algorithms, we have partnered with hospitals to process complex CT scan data in minutes. So, this enable the doctors to more successfully detect the tumors, and it increases the success rate of cancer diagnosis all around the world. We are also piloting our smart IoT driven warehouse solution with one of the world's largest retail companies to greatly improve the efficiency. So, the opportunities are endless. This is where Lenovo will truly shine. When we combine the industry know-how of our customers with our end-to-end technology offerings, our intelligent vertical solutions like this are growing, which Kirk and Christian will share more. Now, what will drive this transformation even faster? The speed at which our networks operate, specifically 5G. You may know that Lenovo just launched the first-ever 5G smartphone, our Moto Z3, with the new 5G Moto model. We are partnering with multiple major network providers like Verizon, China Mobile. With the 5G model scheduled to ship early next year, we will be the first company to provide a 5G mobile experience to any users, customers. This is amazing innovation. You don't have to buy a new phone, just the 5G clip on. What can I say, except wow. (audience laughs) 5G is 10 times the fast faster than 4G. Its download speed will transform how people engage with the world, driverless car, new types of smart wearables, gaming, home security, industrial intelligence, all will be transformed. Finally, accelerating with partners, as ready as we are at Lenovo, we need partners to unlock our full potential, partners here to create with us the edge of the intelligent transformation. The opportunities of intelligent transformation are too profound, the scale is too vast. No company can drive it alone fully. We are eager to collaborate with all partners that can help bring our vision to life. We are dedicated to open partnerships, dedicated to cross-border collaboration, unify the standards, share the advantage, and market the synergies. We partner with the biggest names in the industry, Intel, Microsoft, AMD, Qualcomm, Google, Amazon, and Disney. We also find and partner with the smaller innovators as well. We're building the ultimate partner experience, open, shared, collaborative, diverse. So, everything is in place for intelligent transformation on a global scale. Smart devices are everywhere, the infrastructure is in place, networks are accelerating, and the industries demand to be more intelligent, and Lenovo is at the center of it all. We are helping to drive change with the hundreds of companies, companies just like yours, every day. We are your partner for intelligent transformation. Transformation never stops. This is what you will hear from Kirk, including details about Lenovo NetApp global partnership we just announced this morning. We've made the investments in every single aspect of the technology. We have the end-to-end resources to meet your end-to-end needs. As you attend the breakout session this afternoon, I hope you see for yourself how much Lenovo has transformed as a company this past year, and how we truly are delivering a future of intelligent transformation. Now, let me invite to the stage Kirk Skaugen, our president of Data Center growth to tell you about the exciting transformation happening in the global Data C enter market. Thank you. (audience applauding) (upbeat music) >> Well, good morning. >> Good morning. >> Good morning! >> Good morning! >> Excellent, well, I'm pleased to be here this morning to talk about how we're transforming the Data Center and taking you as our customers through your own intelligent transformation journey. Last year I stood up here at Transform 1.0, and we were proud to announce the largest Data Center portfolio in Lenovo's history, so I thought I'd start today and talk about the portfolio and the progress that we've made over the last year, and the strategies that we have going forward in phase 2.0 of Lenovo's transformation to be one of the largest data center companies in the world. We had an audacious vision that we talked about last year, and that is to be the most trusted data center provider in the world, empowering customers through the new IT, intelligent transformation. And now as the world's largest supercomputer provider, giving something back to humanity, is very important this week with the hurricanes now hitting North Carolina's coast, but we take this most trusted aspect very seriously, whether it's delivering the highest quality products on time to you as customers with the highest levels of security, or whether it's how we partner with our channel partners and our suppliers each and every day. You know we're in a unique world where we're going from hundreds of millions of PCs, and then over the next 25 years to hundred billions of connected devices, so each and every one of you is going through this intelligent transformation journey, and in many aspects were very early in that cycle. And we're going to talk today about our role as the largest supercomputer provider, and how we're solving humanity's greatest challenges. Last year we talked about two special milestones, the 25th anniversary of ThinkPad, but also the 25th anniversary of Lenovo with our IBM heritage in x86 computing. I joined the workforce in 1992 out of college, and the IBM first personal server was launching at the same time with an OS2 operating system and a free mouse when you bought the server as a marketing campaign. (audience laughing) But what I want to be very clear today, is that the innovation engine is alive and well at Lenovo, and it's really built on the culture that we're building as a company. All of these awards at the bottom are things that we earned over the last year at Lenovo. As a Fortune now 240 company, larger than companies like Nike, or AMEX, or Coca-Cola. The one I'm probably most proud of is Forbes first list of the top 2,000 globally regarded companies. This was something where 15,000 respondents in 60 countries voted based on ethics, trustworthiness, social conduct, company as an employer, and the overall company performance, and Lenovo was ranked number 27 of 2000 companies by our peer group, but we also now one of-- (audience applauding) But we also got a perfect score in the LGBTQ Equality Index, exemplifying the diversity internally. We're number 82 in the top working companies for mothers, top working companies for fathers, top 100 companies for sustainability. If you saw that factory, it's filled with solar panels on the top of that. And now again, one of the top global brands in the world. So, innovation is built on a customer foundation of trust. We also said last year that we'd be crossing an amazing milestone. So we did, over the last 12 months ship our 20 millionth x86 server. So, thank you very much to our customers for this milestone. (audience applauding) So, let me recap some of the transformation elements that have happened over the last year. Last year I talked about a lot of brand confusion, because we had the ThinkServer brand from the legacy Lenovo, the System x, from IBM, we had acquired a number of networking companies, like BLADE Network Technologies, et cetera, et cetera. Over the last year we've been ramping based on two brand structures, ThinkAgile for next generation IT, and all of our software-defined infrastructure products and ThinkSystem as the world's highest performance, highest reliable x86 server brand, but for servers, for storage, and for networking. We have transformed every single aspect of the customer experience. A year and a half ago, we had four different global channel programs around the world. Typically we're about twice the mix to our channel partners of any of our competitors, so this was really important to fix. We now have a single global Channel program, and have technically certified over 11,000 partners to be technical experts on our product line to deliver better solutions to our customer base. Gardner recently recognized Lenovo as the 26th ranked supply chain in the world. And, that's a pretty big honor, when you're up there with Amazon and Walmart and others, but in tech, we now are in the top five supply chains. You saw the factory network from YY, and today we'll be talking about product shipping in more than 160 countries, and I know there's people here that I've met already this morning, from India, from South Africa, from Brazil and China. We announced new Premier Support services, enabling you to go directly to local language support in nine languages in 49 countries in the world, going directly to a native speaker level three support engineer. And today we have more than 10,000 support specialists supporting our products in over 160 countries. We've delivered three times the number of engineered solutions to deliver a solutions orientation, whether it's on HANA, or SQL Server, or Oracle, et cetera, and we've completely reengaged our system integrator channel. Last year we had the CIO of DXE on stage, and here we're talking about more than 175 percent growth through our system integrator channel in the last year alone as we've brought that back and really built strong relationships there. So, thank you very much for amazing work here on the customer experience. (audience applauding) We also transformed our leadership. We thought it was extremely important with a focus on diversity, to have diverse talent from the legacy IBM, the legacy Lenovo, but also outside the industry. We made about 19 executive changes in the DCG group. This is the most senior leadership team within DCG, all which are newly on board, either from our outside competitors mainly over the last year. About 50 percent of our executives were now hired internally, 50 percent externally, and 31 percent of those new executives are diverse, representing the diversity of our global customer base and gender. So welcome, and most of them you're going to be able to meet over here in the breakout sessions later today. (audience applauding) But some things haven't changed, they're just keeping getting better within Lenovo. So, last year I got up and said we were committed with the new ThinkSystem brand to be a world performance leader. You're going to see that we're sponsoring Ducati for MotoGP. You saw the Ferrari out there with Formula One. That's not a surprise. We want the Lenovo ThinkSystem and ThinkAgile brands to be synonymous with world record performance. So in the last year we've gone from 39 to 89 world records, and partners like Intel would tell you, we now have four times the number of world record workloads on Lenovo hardware than any other server company on the planet today, with more than 89 world records across HPC, Java, database, transaction processing, et cetera. And we're proud to have just brought on Doug Fisher from Intel Corporation who had about 10-17,000 people on any given year working for him in workload optimizations across all of our software. It's just another testament to the leadership team we're bringing in to keep focusing on world-class performance software and solutions. We also per ITIC, are the number one now in x86 server reliability five years running. So, this is a survey where CIOs are in a blind survey asked to submit their reliability of their uptime on their x86 server equipment over the last 365 days. And you can see from 2016 to 2017 the downtime, there was over four hours as noted by the 750 CXOs in more than 20 countries is about one percent for the Lenovo products, and is getting worse generation from generation as we went from Broadwell to Pearlie. So we're taking our reliability, which was really paramount in the IBM System X heritage, and ensuring that we don't just recognize high performance but we recognize the highest level of reliability for mission-critical workloads. And what that translates into is that we at once again have been ranked number one in customer satisfaction from you our customers in 19 of 22 attributes, in North America in 18 of 22. This is a survey by TVR across hundreds of customers of us and our top competitors. This is the ninth consecutive study that we've been ranked number one in customer satisfaction, so we're taking this extremely seriously, and in fact YY now has increased the compensation of every single Lenovo employee. Up to 40 percent of their compensation bonus this year is going to be based on customer metrics like quality, order to ship, and things of this nature. So, we're really putting every employee focused on customer centricity this year. So, the summary on Transform 1.0 is that every aspect of what you knew about Lenovo's data center group has transformed, from the culture to the branding to dedicated sales and marketing, supply chain and quality groups, to a worldwide channel program and certifications, to new system integrator relationships, and to the new leadership team. So, rather than me just talk about it, I thought I'd share a quick video about what we've done over the last year, if you could run the video please. Turn around for a second. (epic music) (audience applauds) Okay. So, thank you to all our customers that allowed us to publicly display their logos in that video. So, what that means for you as investors, and for the investor community out there is, that our customers have responded, that this year Gardner just published that we are the fastest growing server company in the top 10, with 39 percent growth quarter-on-quarter, and 49 percent growth year-on-year. If you look at the progress we've made since the transformation the last three quarters publicly, we've grown 17 percent, then 44 percent, then 68 percent year on year in revenue, and I can tell you this quarter I'm as confident as ever in the financials around the DCG group, and it hasn't been in one area. You're going to see breakout sessions from hyperscale, software-defined, and flash, which are all growing more than a 100 percent year-on-year, supercomputing which we'll talk about shortly, now number one, and then ultimately from profitability, delivering five consecutive quarters of pre-tax profit increase, so I think, thank you very much to the customer base who's been working with us through this transformation journey. So, you're here to really hear what's next on 2.0, and that's what I'm excited to talk about today. Last year I came up with an audacious goal that we would become the largest supercomputer company on the planet by 2020, and this graph represents since the acquisition of the IBM System x business how far we were behind being the number one supercomputer. When we started we were 182 positions behind, even with the acquisition for example of SGI from HP, we've now accomplished our goal actually two years ahead of time. We're now the largest supercomputer company in the world. About one in every four supercomputers, 117 on the list, are now Lenovo computers, and you saw in the video where the universities are said, but I think what I'm most proud of is when your customers rank you as the best. So the awards at the bottom here, are actually Readers Choice from the last International Supercomputing Show where the scientific researchers on these computers ranked their vendors, and we were actually rated the number one server technology in supercomputing with our ThinkSystem SD530, and the number one storage technology with our ThinkSystem DSS-G, but more importantly what we're doing with the technology. You're going to see we won best in life sciences, best in data analytics, and best in collaboration as well, so you're going to see all of that in our breakout sessions. As you saw in the video now, 17 of the top 25 research institutions in the world are now running Lenovo supercomputers. And again coming from Raleigh and watching that hurricane come across the Atlantic, there are eight supercomputers crunching all of those models you see from Germany to Malaysia to Canada, and we're happy to have a SciNet from University of Toronto here with us in our breakout session to talk about what they're doing on climate modeling as well. But we're not stopping there. We just announced our new Neptune warm water cooling technology, which won the International Supercomputing Vendor Showdown, the first time we've won that best of show in 25 years, and we've now installed this. We're building out LRZ in Germany, the first ever warm water cooling in Peking University, at the India Space Propulsion Laboratory, at the Malaysian Weather and Meteorological Society, at Uninett, at the largest supercomputer in Norway, T-Systems, University of Birmingham. This is truly amazing technology where we're actually using water to cool the machine to deliver a significantly more energy-efficient computer. Super important, when we're looking at global warming and some of the electric bills can be millions of dollars just for one computer, and could actually power a small city just with the technology from the computer. We've built AI centers now in Morrisville, Stuttgart, Taipei, and Beijing, where customers can bring their AI workloads in with experts from Intel, from Nvidia, from our FPGA partners, to work on their workloads, and how they can best implement artificial intelligence. And we also this year launched LICO which is Lenovo Intelligent Compute Orchestrator software, and it's a software solution that simplifies the management and use of distributed clusters in both HPC and AI model development. So, what it enables you to do is take a single cluster, and run both HPC and AI workloads on it simultaneously, delivering better TCO for your environment, so check out LICO as well. A lot of the customers here and Wall Street are very excited and using it already. And we talked about solving humanity's greatest challenges. In the breakout session, you're going to have a virtual reality experience where you're going to be able to walk through what as was just ranked the world's most beautiful data center, the Barcelona Supercomputer. So, you can actually walk through one of the largest supercomputers in the world from Barcelona. You can see the work we're doing with NC State where we're going to have to grow the food supply of the world by 50 percent, and there's not enough fresh water in the world in the right places to actually make all those crops grow between now and 2055, so you're going to see the progression of how they're mapping the entire globe and the water around the world, how to build out the crop population over time using AI. You're going to see our work with Vestas is this largest supercomputer provider in the wind turbine areas, how they're working on wind energy, and then with University College London, how they're working on some of the toughest particle physics calculations in the world. So again, lots of opportunity here. Take advantage of it in the breakout sessions. Okay, let me transition to hyperscale. So in hyperscale now, we have completely transformed our business model. We are now powering six of the top 10 hyperscalers in the world, which is a significant difference from where we were two years ago. And the reason we're doing that, is we've coined a term called ODM+. We believe that hyperscalers want more procurement power than an ODM, and Lenovo is doing about $18 billion of procurement a year. They want a broader global supply chain that they can get from a local system integrator. We're more than 160 countries around the world, but they want the same world-class quality and reliability like they get from an MNC. So, what we're doing now is instead of just taking off the shelf motherboards from somewhere, we're starting with a blank sheet of paper, we're working with the customer base on customized SKUs and you can see we already are developing 33 custom solutions for the largest hyperscalers in the world. And then we're not just running notebooks through this factory where YY said, we're running 37 notebook boards a minute, we're now putting in tens and tens and tens of thousands of server board capacity per month into this same factory, so absolutely we can compete with the most aggressive ODM's in the world, but it's not just putting these things in in the motherboard side, we're also building out these systems all around the world, India, Brazil, Hungary, Mexico, China. This is an example of a new hyperscale customer we've had this last year, 34,000 servers we delivered in the first six months. The next 34,000 servers we delivered in 68 days. The next 34,000 servers we delivered in 35 days, with more than 99 percent on-time delivery to 35 data centers in 14 countries as diverse as South Africa, India, China, Brazil, et cetera. And I'm really ashamed to say it was 99.3, because we did have a forklift driver who rammed their forklift right through the middle of the one of the server racks. (audience laughing) At JFK Airport that we had to respond to, but I think this gives you a perspective of what it is to be a top five global supply chain and technology. So last year, I said we would invest significantly in IP, in joint ventures, and M and A to compete in software defined, in networking, and in storage, so I wanted to give you an update on that as well. Our newest software-defined partnership is with Cloudistics, enabling a fully composable cloud infrastructure. It's an exclusive agreement, you can see them here. I think Nag, our founder, is going to be here today, with a significant Lenovo investment in the company. So, this new ThinkAgile CP series delivers the simplicity of the public cloud, on-premise with exceptional support and a marketplace of essential enterprise applications all with a single click deployment. So simply put, we're delivering a private cloud with a premium experience. It's simple in that you need no specialists to deploy it. An IT generalist can set it up and manage it. It's agile in that you can provision dozens of workloads in minutes, and it's transformative in that you get all of the goodness of public cloud on-prem in a private cloud to unlock opportunity for use. So, we're extremely excited about the ThinkAgile CP series that's now shipping into the marketplace. Beyond that we're aggressively ramping, and we're either doubling, tripling, or quadrupling our market share as customers move from traditional server technology to software-defined technology. With Nutanix we've been public, growing about more than 150 percent year-on-year, with Nutanix as their fastest growing Nutanix partner, but today I want to set another audacious goal. I believe we cannot just be Nutanix's fastest growing partner but we can become their largest partner within two years. On Microsoft, we are already four times our market share on Azure stack of our traditional business. We were the first to launch our ThinkAgile on Broadwell and on Skylake with the Azure Stack Infrastructure. And on VMware we're about twice our market segment share. We were the first to deliver an Intel-optimized Optane-certified VSAN node. And with Optane technology, we're delivering 50 percent more VM density than any competitive SSD system in the marketplace, about 10 times lower latency, four times the performance of any SSD system out there, and Lenovo's first to market on that. And at VMworld you saw CEO Pat Gelsinger of VMware talked about project dimension, which is Edge as a service, and we're the only OEM beyond the Dell family that is participating today in project dimension. Beyond that you're going to see a number of other partnerships we have. I'm excited that we have the city of Bogota Columbia here, an eight million person city, where we announced a 3,000 camera video surveillance solution last month. With pivot three you're going to see city of Bogota in our breakout sessions. You're going to see a new partnership with Veeam around backup that's launching today. You're going to see partnerships with scale computing in IoT and hyper-converged infrastructure working on some of the largest retailers in the world. So again, everything out in the breakout session. Transitioning to storage and data management, it's been a great year for Lenovo, more than a 100 percent growth year-on-year, 2X market growth in flash arrays. IDC just reported 30 percent growth in storage, number one in price performance in the world and the best HPC storage product in the top 500 with our ThinkSystem DSS G, so strong coverage, but I'm excited today to announce for Transform 2.0 that Lenovo is launching the largest data management and storage portfolio in our 25-year data center history. (audience applauding) So a year ago, the largest server portfolio, becoming the largest fastest growing server OEM, today the largest storage portfolio, but as you saw this morning we're not doing it alone. Today Lenovo and NetApp, two global powerhouses are joining forces to deliver a multi-billion dollar global alliance in data management and storage to help customers through their intelligent transformation. As the fastest growing worldwide server leader and one of the fastest growing flash array and data management companies in the world, we're going to deliver more choice to customers than ever before, global scale that's never been seen, supply chain efficiencies, and rapidly accelerating innovation and solutions. So, let me unwrap this a little bit for you and talk about what we're announcing today. First, it's the largest portfolio in our history. You're going to see not just storage solutions launching today but a set of solution recipes from NetApp that are going to make Lenovo server and NetApp or Lenovo storage work better together. The announcement enables Lenovo to go from covering 15 percent of the global storage market to more than 90 percent of the global storage market and distribute these products in more than 160 countries around the world. So we're launching today, 10 new storage platforms, the ThinkSystem DE and ThinkSystem DM platforms. They're going to be centrally managed, so the same XClarity management that you've been using for server, you can now use across all of your storage platforms as well, and it'll be supported by the same 10,000 plus service personnel that are giving outstanding customer support to you today on the server side. And we didn't come up with this in the last month or the last quarter. We're announcing availability in ordering today and shipments tomorrow of the first products in this portfolio, so we're excited today that it's not just a future announcement but something you as customers can take advantage of immediately. (audience applauding) The second part of the announcement is we are announcing a joint venture in China. Not only will this be a multi-billion dollar global partnership, but Lenovo will be a 51 percent owner, NetApp a 49 percent owner of a new joint venture in China with the goal of becoming in the top three storage companies in the largest data and storage market in the world. We will deliver our R and D in China for China, pooling our IP and resources together, and delivering a single route to market through a complementary channel, not just in China but worldwide. And in the future I just want to tell everyone this is phase one. There is so much exciting stuff. We're going to be on the stage over the next year talking to you about around integrated solutions, next-generation technologies, and further synergies and collaborations. So, rather than just have me talk about it, I'd like to welcome to the stage our new partner NetApp and Brad Anderson who's the senior vice president and general manager of NetApp Cloud Infrastructure. (upbeat music) (audience applauding) >> Thank You Kirk. >> So Brad, we've known each other a long time. It's an exciting day. I'm going to give you the stage and allow you to say NetApp's perspective on this announcement. >> Very good, thank you very much, Kirk. Kirk and I go back to I think 1994, so hey good morning and welcome. My name is Brad Anderson. I manage the Cloud Infrastructure Group at NetApp, and I am honored and privileged to be here at Lenovo Transform, particularly today on today's announcement. Now, you've heard a lot about digital transformation about how companies have to transform their IT to compete in today's global environment. And today's announcement with the partnership between NetApp and Lenovo is what that's all about. This is the joining of two global leaders bringing innovative technology in a simplified solution to help customers modernize their IT and accelerate their global digital transformations. Drawing on the strengths of both companies, Lenovo's high performance compute world-class supply chain, and NetApp's hybrid cloud data management, hybrid flash and all flash storage solutions and products. And both companies providing our customers with the global scale for them to be able to meet their transformation goals. At NetApp, we're very excited. This is a quote from George Kurian our CEO. George spent all day yesterday with YY and Kirk, and would have been here today if it hadn't been also our shareholders meeting in California, but I want to just convey how excited we are for all across NetApp with this partnership. This is a partnership between two companies with tremendous market momentum. Kirk took you through all the amazing results that Lenovo has accomplished, number one in supercomputing, number one in performance, number one in x86 reliability, number one in x86 customers sat, number five in supply chain, really impressive and congratulations. Like Lenovo, NetApp is also on a transformation journey, from a storage company to the data authority in hybrid cloud, and we've seen some pretty impressive momentum as well. Just last week we became number one in all flash arrays worldwide, catching EMC and Dell, and we plan to keep on going by them, as we help customers modernize their their data centers with cloud connected flash. We have strategic partnerships with the largest hyperscalers to provide cloud native data services around the globe and we are having success helping our customers build their own private clouds with just, with a new disruptive hyper-converged technology that allows them to operate just like hyperscalers. These three initiatives has fueled NetApp's transformation, and has enabled our customers to change the world with data. And oh by the way, it has also fueled us to have meet or have beaten Wall Street's expectations for nine quarters in a row. These are two companies with tremendous market momentum. We are also building this partnership for long term success. We think about this as phase one and there are two important components to phase one. Kirk took you through them but let me just review them. Part one, the establishment of a multi-year commitment and a collaboration agreement to offer Lenovo branded flash products globally, and as Kurt said in 160 countries. Part two, the formation of a joint venture in PRC, People's Republic of China, that will provide long term commitment, joint product development, and increase go-to-market investment to meet the unique needs to China. Both companies will put in storage technologies and storage expertise to form an independent JV that establishes a data management company in China for China. And while we can dream about what phase two looks like, our entire focus is on making phase one incredibly successful and I'm pleased to repeat what Kirk, is that the first products are orderable and shippable this week in 160 different countries, and you will see our two companies focusing on the here and now. On our joint go to market strategy, you'll see us working together to drive strategic alignment, focused execution, strong governance, and realistic expectations and milestones. And it starts with the success of our customers and our channel partners is job one. Enabling customers to modernize their legacy IT with complete data center solutions, ensuring that our customers get the best from both companies, new offerings the fuel business success, efficiencies to reinvest in game-changing initiatives, and new solutions for new mission-critical applications like data analytics, IoT, artificial intelligence, and machine learning. Channel partners are also top of mind for both our two companies. We are committed to the success of our existing and our future channel partners. For NetApp channel partners, it is new pathways to new segments and to new customers. For Lenovo's channel partners, it is the competitive weapons that now allows you to compete and more importantly win against Dell, EMC, and HP. And the good news for both companies is that our channel partner ecosystem is highly complementary with minimal overlap. Today is the first day of a very exciting partnership, of a partnership that will better serve our customers today and will provide new opportunities to both our companies and to our partners, new products to our customers globally and in China. I am personally very excited. I will be on the board of the JV. And so, I look forward to working with you, partnering with you and serving you as we go forward, and with that, I'd like to invite Kirk back up. (audience applauding) >> Thank you. >> Thank you. >> Well, thank you, Brad. I think it's an exciting overview, and these products will be manufactured in China, in Mexico, in Hungary, and around the world, enabling this amazing supply chain we talked about to deliver in over 160 countries. So thank you Brad, thank you George, for the amazing partnership. So again, that's not all. In Transform 2.0, last year, we talked about the joint ventures that were coming. I want to give you a sneak peek at what you should expect at future Lenovo events around the world. We have this Transform in Beijing in a couple weeks. We'll then be repeating this in 20 different locations roughly around the world over the next year, and I'm excited probably more than ever about what else is coming. Let's talk about Telco 5G and network function virtualization. Today, Motorola phones are certified on 46 global networks. We launched the world's first 5G upgradable phone here in the United States with Verizon. Lenovo DCG sells to 58 telecommunication providers around the world. At Mobile World Congress in Barcelona and Shanghai, you saw China Telecom and China Mobile in the Lenovo booth, China Telecom showing a video broadband remote access server, a VBRAS, with video streaming demonstrations with 2x less jitter than they had seen before. You saw China Mobile with a virtual remote access network, a VRAN, with greater than 10 times the throughput and 10x lower latency running on Lenovo. And this year, we'll be launching a new NFV company, a software company in China for China to drive the entire NFV stack, delivering not just hardware solutions, but software solutions, and we've recently hired a new CEO. You're going to hear more about that over the next several quarters. Very exciting as we try to drive new economics into the networks to deliver these 20 billion devices. We're going to need new economics that I think Lenovo can uniquely deliver. The second on IoT and edge, we've integrated on the device side into our intelligent devices group. With everything that's going to consume electricity computes and communicates, Lenovo is in a unique position on the device side to take advantage of the communications from Motorola and being one of the largest device companies in the world. But this year, we're also going to roll out a comprehensive set of edge gateways and ruggedized industrial servers and edge servers and ISP appliances for the edge and for IoT. So look for that as well. And then lastly, as a service, you're going to see Lenovo delivering hardware as a service, device as a service, infrastructure as a service, software as a service, and hardware as a service, not just as a glorified leasing contract, but with IP, we've developed true flexible metering capability that enables you to scale up and scale down freely and paying strictly based on usage, and we'll be having those announcements within this fiscal year. So Transform 2.0, lots to talk about, NetApp the big news of the day, but a lot more to come over the next year from the Data Center group. So in summary, I'm excited that we have a lot of customers that are going to be on stage with us that you saw in the video. Lots of testimonials so that you can talk to colleagues of yourself. Alamos Gold from Canada, a Canadian gold producer, Caligo for data optimization and privacy, SciNet, the largest supercomputer we've ever put into North America, and the largest in Canada at the University of Toronto will be here talking about climate change. City of Bogota again with our hyper-converged solutions around smart city putting in 3,000 cameras for criminal detection, license plate detection, et cetera, and then more from a channel mid market perspective, Jerry's Foods, which is from my home state of Wisconsin, and Minnesota which has about 57 stores in the specialty foods market, and how they're leveraging our IoT solutions as well. So again, about five times the number of demos that we had last year. So in summary, first and foremost to the customers, thank you for your business. It's been a great journey and I think we're on a tremendous role. You saw from last year, we're trying to build credibility with you. After the largest server portfolio, we're now the fastest-growing server OEM per Gardner, number one in performance, number one in reliability, number one in customer satisfaction, number one in supercomputing. Today, the largest storage portfolio in our history, with the goal of becoming the fastest growing storage company in the world, top three in China, multibillion-dollar collaboration with NetApp. And the transformation is going to continue with new edge gateways, edge servers, NFV solutions, telecommunications infrastructure, and hardware as a service with dynamic metering. So thank you for your time. I've looked forward to meeting many of you over the next day. We appreciate your business, and with that, I'd like to bring up Rod Lappen to introduce our next speaker. Rod? (audience applauding) >> Thanks, boss, well done. Alright ladies and gentlemen. No real secret there. I think we've heard why I might talk about the fourth Industrial Revolution in data and exactly what's going on with that. You've heard Kirk with some amazing announcements, obviously now with our NetApp partnership, talk about 5G, NFV, cloud, artificial intelligence, I think we've hit just about all the key hot topics. It's with great pleasure that I now bring up on stage Mr. Christian Teismann, our senior vice president and general manager of commercial business for both our PCs and our IoT business, so Christian Teismann. (techno music) Here, take that. >> Thank you. I think I'll need that. >> Okay, Christian, so obviously just before we get down, you and I last year, we had a bit of a chat about being in New York. >> Exports. >> You were an expat in New York for a long time. >> That's true. >> And now, you've moved from New York. You're in Munich? >> Yep. >> How does that feel? >> Well Munich is a wonderful city, and it's a great place to live and raise kids, but you know there's no place in the world like New York. >> Right. >> And I miss it a lot, quite frankly. >> So what exactly do you miss in New York? >> Well there's a lot of things in New York that are unique, but I know you spent some time in Japan, but I still believe the best sushi in the world is still in New York City. (all laughing) >> I will beg to differ. I will beg to differ. I think Mr. Guchi-san from Softbank is here somewhere. He will get up an argue very quickly that Japan definitely has better sushi than New York. But obviously you know, it's a very very special place, and I have had sushi here, it's been fantastic. What about Munich? Anything else that you like in Munich? >> Well I mean in Munich, we have pork knuckles. >> Pork knuckles. (Christian laughing) Very similar sushi. >> What is also very fantastic, but we have the real, the real Oktoberfest in Munich, and it starts next week, mid-September, and I think it's unique in the world. So it's very special as well. >> Oktoberfest. >> Yes. >> Unfortunately, I'm not going this year, 'cause you didn't invite me, but-- (audience chuckling) How about, I think you've got a bit of a secret in relation to Oktoberfest, probably not in Munich, however. >> It's a secret, yes, but-- >> Are you going to share? >> Well I mean-- >> See how I'm putting you on the spot? >> In the 10 years, while living here in New York, I was a regular visitor of the Oktoberfest at the Lower East Side in Avenue C at Zum Schneider, where I actually met my wife, and she's German. >> Very good. So, how about a big round of applause? (audience applauding) Not so much for Christian, but more I think, obviously for his wife, who obviously had been drinking and consequently ended up with you. (all laughing) See you later, mate. >> That's the beauty about Oktoberfest, but yes. So first of all, good morning to everybody, and great to be back here in New York for a second Transform event. New York clearly is the melting pot of the world in terms of culture, nations, but also business professionals from all kind of different industries, and having this event here in New York City I believe is manifesting what we are trying to do here at Lenovo, is transform every aspect of our business and helping our customers on the journey of intelligent transformation. Last year, in our transformation on the device business, I talked about how the PC is transforming to personalized computing, and we've made a lot of progress in that journey over the last 12 months. One major change that we have made is we combined all our device business under one roof. So basically PCs, smart devices, and smart phones are now under the roof and under the intelligent device group. But from my perspective makes a lot of sense, because at the end of the day, all devices connect in the modern world into the cloud and are operating in a seamless way. But we are also moving from a device business what is mainly a hardware focus historically, more and more also into a solutions business, and I will give you during my speech a little bit of a sense of what we are trying to do, as we are trying to bring all these components closer together, and specifically also with our strengths on the data center side really build end-to-end customer solution. Ultimately, what we want to do is make our business, our customer's businesses faster, safer, and ultimately smarter as well. So I want to look a little bit back, because I really believe it's important to understand what's going on today on the device side. Many of us have still grown up with phones with terminals, ultimately getting their first desktop, their first laptop, their first mobile phone, and ultimately smartphone. Emails and internet improved our speed, how we could operate together, but still we were defined by linear technology advances. Today, the world has changed completely. Technology itself is not a limiting factor anymore. It is how we use technology going forward. The Internet is pervasive, and we are not yet there that we are always connected, but we are nearly always connected, and we are moving to the stage, that everything is getting connected all the time. Sharing experiences is the most driving force in our behavior. In our private life, sharing pictures, videos constantly, real-time around the world, with our friends and with our family, and you see the same behavior actually happening in the business life as well. Collaboration is the number-one topic if it comes down to workplace, and video and instant messaging, things that are coming from the consumer side are dominating the way we are operating in the commercial business as well. Most important beside technology, that a new generation of workforce has completely changed the way we are working. As the famous workforce the first generation of Millennials that have now fully entered in the global workforce, and the next generation, it's called Generation Z, is already starting to enter the global workforce. By 2025, 75 percent of the world's workforce will be composed out of two of these generations. Why is this so important? These two generations have been growing up using state-of-the-art IT technology during their private life, during their education, school and study, and are taking these learnings and taking these behaviors in the commercial workspace. And this is the number one force of change that we are seeing in the moment. Diverse workforces are driving this change in the IT spectrum, and for years in many of our customers' focus was their customer focus. Customer experience also in Lenovo is the most important thing, but we've realized that our own human capital is equally valuable in our customer relationships, and employee experience is becoming a very important thing for many of our customers, and equally for Lenovo as well. As you have heard YY, as we heard from YY, Lenovo is focused on intelligent transformation. What that means for us in the intelligent device business is ultimately starting with putting intelligence in all of our devices, smartify every single one of our devices, adding value to our customers, traditionally IT departments, but also focusing on their end users and building products that make their end users more productive. And as a world leader in commercial devices with more than 33 percent market share, we can solve problems been even better than any other company in the world. So, let's talk about transformation of productivity first. We are in a device-led world. Everything we do is connected. There's more interaction with devices than ever, but also with spaces who are increasingly becoming smart and intelligent. YY said it, by 2020 we have more than 20 billion connected devices in the world, and it will grow exponentially from there on. And users have unique personal choices for technology, and that's very important to recognize, and we call this concept a digital wardrobe. And it means that every single end-user in the commercial business is composing his personal wardrobe on an ongoing basis and is reconfiguring it based on the work he's doing and based where he's going and based what task he is doing. I would ask all of you to put out all the devices you're carrying in your pockets and in your bags. You will see a lot of you are using phones, tablets, laptops, but also cameras and even smartwatches. They're all different, but they have one underlying technology that is bringing it all together. Recognizing digital wardrobe dynamics is a core factor for us to put all the devices under one roof in IDG, one business group that is dedicated to end-user solutions across mobile, PC, but also software services and imaging, to emerging technologies like AR, VR, IoT, and ultimately a AI as well. A couple of years back there was a big debate around bring-your-own-device, what was called consumerization. Today consumerization does not exist anymore, because consumerization has happened into every single device we build in our commercial business. End users and commercial customers today do expect superior display performance, superior audio, microphone, voice, and touch quality, and have it all connected and working seamlessly together in an ease of use space. We are already deep in the journey of personalized computing today. But the center point of it has been for the last 25 years, the mobile PC, that we have perfected over the last 25 years, and has been the undisputed leader in mobility computing. We believe in the commercial business, the ThinkPad is still the core device of a digital wardrobe, and we continue to drive the success of the ThinkPad in the marketplace. We've sold more than 140 million over the last 26 years, and even last year we exceeded nearly 11 million units. That is about 21 ThinkPads per minute, or one Thinkpad every three seconds that we are shipping out in the market. It's the number one commercial PC in the world. It has gotten countless awards but we felt last year after Transform we need to build a step further, in really tailoring the ThinkPad towards the need of the future. So, we announced a new line of X1 Carbon and Yoga at CES the Consumer Electronics Show. And the reason is not we want to sell to consumer, but that we do recognize that a lot of CIOs and IT decision makers need to understand what consumers are really doing in terms of technology to make them successful. So, let's take a look at the video. (suspenseful music) >> When you're the number one business laptop of all time, your only competition is yourself. (wall shattering) And, that's different. Different, like resisting heat, ice, dust, and spills. Different, like sharper, brighter OLA display. The trackpoint that reinvented controls, and a carbon fiber roll cage to protect what's inside, built by an engineering and design team, doing the impossible for the last 25 years. This is the number one business laptop of all time, but it's not a laptop. It's a ThinkPad. (audience applauding) >> Thank you very much. And we are very proud that Lenovo ThinkPad has been selected as the best laptop in the world in the second year in a row. I think it's a wonderful tribute to what our engineers have been done on this one. And users do want awesome displays. They want the best possible audio, voice, and touch control, but some users they want more. What they want is super power, and I'm really proud to announce our newest member of the X1 family, and that's the X1 extreme. It's exceptionally featured. It has six core I9 intel chipset, the highest performance you get in the commercial space. It has Nvidia XTX graphic, it is a 4K UHD display with HDR with Dolby vision and Dolby Atmos Audio, two terabyte in SSD, so it is really the absolute Ferrari in terms of building high performance commercial computer. Of course it has touch and voice, but it is one thing. It has so much performance that it serves also a purpose that is not typical for commercial, and I know there's a lot of secret gamers also here in this room. So you see, by really bringing technology together in the commercial space, you're creating productivity solutions of one of a kind. But there's another category of products from a productivity perspective that is incredibly important in our commercial business, and that is the workstation business . Clearly workstations are very specifically designed computers for very advanced high-performance workloads, serving designers, architects, researchers, developers, or data analysts. And power and performance is not just about the performance itself. It has to be tailored towards the specific use case, and traditionally these products have a similar size, like a server. They are running on Intel Xeon technology, and they are equally complex to manufacture. We have now created a new category as the ultra mobile workstation, and I'm very proud that we can announce here the lightest mobile workstation in the industry. It is so powerful that it really can run AI and big data analysis. And with this performance you can go really close where you need this power, to the sensors, into the cars, or into the manufacturing places where you not only wannna read the sensors but get real-time analytics out of these sensors. To build a machine like this one you need customers who are really challenging you to the limit. and we're very happy that we had a customer who went on this journey with us, and ultimately jointly with us created this product. So, let's take a look at the video. (suspenseful music) >> My world involves pathfinding both the hardware needs to the various work sites throughout the company, and then finding an appropriate model of desktop, laptop, or workstation to match those needs. My first impressions when I first seen the ThinkPad P1 was I didn't actually believe that we could get everything that I was asked for inside something as small and light in comparison to other mobile workstations. That was one of the I can't believe this is real sort of moments for me. (engine roars) >> Well, it's better than general when you're going around in the wind tunnel, which isn't alway easy, and going on a track is not necessarily the best bet, so having a lightweight very powerful laptop is extremely useful. It can take a Xeon processor, which can support ECC from when we try to load a full car, and when we're analyzing live simulation results. through and RCFT post processor or example. It needs a pretty powerful machine. >> It's come a long way to be able to deliver this. I hate to use the word game changer, but it is that for us. >> Aston Martin has got a lot of different projects going. There's some pretty exciting projects and a pretty versatile range coming out. Having Lenovo as a partner is certainly going to ensure that future. (engine roars) (audience applauds) >> So, don't you think the Aston Martin design and the ThinkPad design fit very well together? (audience laughs) So if Q, would get a new laptop, I think you would get a ThinkPad X P1. So, I want to switch gears a little bit, and go into something in terms of productivity that is not necessarily on top of the mind or every end user but I believe it's on top of the mind of every C-level executive and of every CEO. Security is the number one threat in terms of potential risk in your business and the cost of cybersecurity is estimated by 2020 around six trillion dollars. That's more than the GDP of Japan and we've seen a significant amount of data breach incidents already this years. Now, they're threatening to take companies out of business and that are threatening companies to lose a huge amount of sensitive customer data or internal data. At Lenovo, we are taking security very, very seriously, and we run a very deep analysis, around our own security capabilities in the products that we are building. And we are announcing today a new brand under the Think umbrella that is called ThinkShield. Our goal is to build the world's most secure PC, and ultimately the most secure devices in the industry. And when we looked at this end-to-end, there is no silver bullet around security. You have to go through every aspect where security breaches can potentially happen. That is why we have changed the whole organization, how we look at security in our device business, and really have it grouped under one complete ecosystem of solutions, Security is always something where you constantly are getting challenged with the next potential breach the next potential technology flaw. As we keep innovating and as we keep integrating, a lot of our partners' software and hardware components into our products. So for us, it's really very important that we partner with companies like Intel, Microsoft, Coronet, Absolute, and many others to really as an example to drive full encryption on all the data seamlessly, to have multi-factor authentication to protect your users' identity, to protect you in unsecured Wi-Fi locations, or even simple things like innovation on the device itself, to and an example protect the camera, against usage with a little thing like a thinkShutter that you can shut off the camera. SO what I want to show you here, is this is the full portfolio of ThinkShield that we are announcing today. This is clearly not something I can even read to you today, but I believe it shows you the breadth of security management that we are announcing today. There are four key pillars in managing security end-to-end. The first one is your data, and this has a lot of aspects around the hardware and the software itself. The second is identity. The third is the security around online, and ultimately the device itself. So, there is a breakout on security and ThinkShield today, available in the afternoon, and encourage you to really take a deeper look at this one. The first pillar around productivity was the device, and around the device. The second major pillar that we are seeing in terms of intelligent transformation is the workspace itself. Employees of a new generation have a very different habit how they work. They split their time between travel, working remotely but if they do come in the office, they expect a very different office environment than what they've seen in the past in cubicles or small offices. They come into the office to collaborate, and they want to create ideas, and they really work in cross-functional teams, and they want to do it instantly. And what we've seen is there is a huge amount of investment that companies are doing today in reconfiguring real estate reconfiguring offices. And most of these kind of things are moving to a digital platform. And what we are doing, is we want to build an entire set of solutions that are just focused on making the workspace more productive for remote workforce, and to create technology that allow people to work anywhere and connect instantly. And the core of this is that we need to be, the productivity of the employee as high as possible, and make it for him as easy as possible to use these kind of technologies. Last year in Transform, I announced that we will enter the smart office space. By the end of last year, we brought the first product into the market. It's called the Hub 500. It's already deployed in thousands of our customers, and it's uniquely focused on Microsoft Skype for Business, and making meeting instantly happen. And the product is very successful in the market. What we are announcing today is the next generation of this product, what is the Hub 700, what has a fantastic audio quality. It has far few microphones, and it is usable in small office environment, as well as in major conference rooms, but the most important part of this new announcement is that we are also announcing a software platform, and this software platform allows you to run multiple video conferencing software solutions on the same platform. Many of you may have standardized for one software solution or for another one, but as you are moving in a world of collaborating instantly with partners, customers, suppliers, you always will face multiple software standards in your company, and Lenovo is uniquely positioned but providing a middleware platform for the device to really enable multiple of these UX interfaces. And there's more to come and we will add additional UX interfaces on an ongoing base, based on our customer requirements. But this software does not only help to create a better experience and a higher productivity in the conference room or the huddle room itself. It really will allow you ultimately to manage all your conference rooms in the company in one instance. And you can run AI technologies around how to increase productivity utilization of your entire conference room ecosystem in your company. You will see a lot more devices coming from the node in this space, around intelligent screens, cameras, and so on, and so on. The idea is really that Lenovo will become a core provider in the whole movement into the smart office space. But it's great if you have hardware and software that is really supporting the approach of modern IT, but one component that Kirk also mentioned is absolutely critical, that we are providing this to you in an as a service approach. Get it what you want, when you need it, and pay it in the amount that you're really using it. And within UIT there is also I think a new philosophy around IT management, where you're much more focused on the value that you are consuming instead of investing into technology. We are launched as a service two years back and we already have a significant number of customers running PC as a service, but we believe as a service will stretch far more than just the PC device. It will go into categories like smart office. It might go even into categories like phone, and it will definitely go also in categories like storage and server in terms of capacity management. I want to highlight three offerings that we are also displaying today that are sort of building blocks in terms of how we really run as a service. The first one is that we collaborated intensively over the last year with Microsoft to be the launch pilot for their Autopilot offering, basically deploying images easily in the same approach like you would deploy a new phone on the network. The purpose really is to make new imaging and enabling new PC as seamless as it's used to be in the phone industry, and we have a complete set of offerings, and already a significant number customers have deployed Autopilot with Lenovo. The second major offering is Premier Support, like in the in the server business, where Premier Support is absolutely critical to run critical infrastructure, we see a lot of our customers do want to have Premier Support for their end users, so they can be back into work basically instantly, and that you have the highest possible instant repair on every single device. And then finally we have a significant amount of time invested into understanding how the software as a service really can get into one philosophy. And many of you already are consuming software as a service in many different contracts from many different vendors, but what we've created is one platform that really can manage this all together. All these things are the foundation for a device as a service offering that really can manage this end-to-end. So, implementing an intelligent workplace can be really a daunting prospect depending on where you're starting from, and how big your company ultimately is. But how do you manage the transformation of technology workspace if you're present in 50 or more countries and you run an infrastructure for more than 100,000 people? Michelin, famous for their tires, infamous for their Michelin star restaurant rating, especially in New York, and instantly recognizable by the Michelin Man, has just doing that. Please welcome with me Damon McIntyre from Michelin to talk to us about the challenges and transforming collaboration and productivity. (audience applauding) (electronic dance music) Thank you, David. >> Thank you, thank you very much. >> We on? >> So, how do you feel here? >> Well good, I want to thank you first of all for your partnership and the devices you create that helped us design, manufacture, and distribute the best tire in the world, okay? I just had to say it and put out there, alright. And I was wondering, were those Michelin tires on that Aston Martin? >> I'm pretty sure there is no other tire that would fit to that. >> Yeah, no, thank you, thank you again, and thank you for the introduction. >> So, when we talk about the transformation happening really in the workplace, the most tangible transformation that you actually see is the drastic change that companies are doing physically. They're breaking down walls. They're removing cubes, and they're moving to flexible layouts, new desks, new huddle rooms, open spaces, but the underlying technology for that is clearly not so visible very often. So, tell us about Michelin's strategy, and the technology you are deploying to really enable this corporation. >> So we, so let me give a little bit a history about the company to understand the daunting tasks that we had before us. So we have over 114,000 people in the company under 170 nationalities, okay? If you go to the corporate office in France, it's Clermont. It's about 3,000 executives and directors, and what have you in the marketing, sales, all the way up to the chain of the global CIO, right? Inside of the Americas, we merged in Americas about three years ago. Now we have the Americas zone. There's about 28,000 employees across the Americas, so it's really, it's really hard in a lot of cases. You start looking at the different areas that you lose time, and you lose you know, your productivity and what have you, so there, it's when we looked at different aspects of how we were going to manage the meeting rooms, right? because we have opened up our areas of workspace, our CIO, CEOs in our zones will no longer have an office. They'll sit out in front of everybody else and mingle with the crowd. So, how do you take those spaces that were originally used by an individual but now turn them into like meeting rooms? So, we went through a large process, and looked at the Hub 500, and that really met our needs, because at the end of the day what we noticed was, it was it was just it just worked, okay? We've just added it to the catalog, so we're going to be deploying it very soon, and I just want to again point that I know everybody struggles with this, and if you look at all the minutes that you lose in starting up a meeting, and we know you know what I'm talking about when I say this, it equates to many many many dollars, okay? And so at the end the day, this product helps us to be more efficient in starting up the meeting, and more productive during the meeting. >> Okay, it's very good to hear. Another major trend we are seeing in IT departments is taking a more hands-off approach to hardware. We're seeing new technologies enable IT to create a more efficient model, how IT gets hardware in the hands of end-users, and how they are ultimately supporting themselves. So what's your strategy around the lifecycle management of the devices? >> So yeah you mentioned, again, we'll go back to the 114,000 employees in the company, right? You imagine looking at all the devices we use. I'm not going to get into the number of devices we have, but we have a set number that we use, and we have to go through a process of deploying these devices, which we right now service our own image. We build our images, we service them through our help desk and all that process, and we go through it. If you imagine deploying 25,000 PCs in a year, okay? The time and the daunting task that's behind all that, you can probably add up to 20 or 30 people just full-time doing that, okay? So, with partnering with Lenovo and their excellent technology, their technical teams, and putting together the whole process of how we do imaging, it now lifts that burden off of our folks, and it shifts it into a more automated process through the cloud, okay? And, it's with the Autopilot on the end of the project, we'll have Autopilot fully engaged, but what I really appreciate is how Lenovo really, really kind of got with us, and partnered with us for the whole process. I mean it wasn't just a partner between Michelin and Lenovo. Microsoft was also partnered during that whole process, and it really was a good project that we put together, and we hope to have something in a full production mode next year for sure. >> So, David thank you very, very much to be here with us on stage. What I really want to say, customers like you, who are always challenging us on every single aspect of our capabilities really do make the big difference for us to get better every single day and we really appreciate the partnership. >> Yeah, and I would like to say this is that I am, I'm doing what he's exactly said he just said. I am challenging Lenovo to show us how we can innovate in our work space with your devices, right? That's a challenge, and it's going to be starting up next year for sure. We've done some in the past, but I'm really going to challenge you, and my whole aspect about how to do that is bring you into our workspace. Show you how we make how we go through the process of making tires and all that process, and how we distribute those tires, so you can brainstorm, come back to the table and say, here's a device that can do exactly what you're doing right now, better, more efficient, and save money, so thank you. >> Thank you very much, David. (audience applauding) Well it's sometimes really refreshing to get a very challenging customers feedback. And you know, we will continue to grow this business together, and I'm very confident that your challenge will ultimately help to make our products even more seamless together. So, as we now covered productivity and how we are really improving our devices itself, and the transformation around the workplace, there is one pillar left I want to talk about, and that's really, how do we make businesses smarter than ever? What that really means is, that we are on a journey on trying to understand our customer's business, deeper than ever, understanding our customer's processes even better than ever, and trying to understand how we can help our customers to become more competitive by injecting state-of-the-art technology in this intelligent transformation process, into core processes. But this cannot be done without talking about a fundamental and that is the journey towards 5G. I really believe that 5G is changing everything the way we are operating devices today, because they will be connected in a way like it has never done before. YY talked about you know, 20 times 10 times the amount of performance. There are other studies that talk about even 200 times the performance, how you can use these devices. What it will lead to ultimately is that we will build devices that will be always connected to the cloud. And, we are preparing for this, and Kirk already talked about, and how many operators in the world we already present with our Moto phones, with how many Telcos we are working already on the backend, and we are working on the device side on integrating 5G basically into every single one of our product in the future. One of the areas that will benefit hugely from always connected is the world of virtual reality and augmented reality. And I'm going to pick here one example, and that is that we have created a commercial VR solution for classrooms and education, and basically using consumer type of product like our Mirage Solo with Daydream and put a solution around this one that enables teachers and schools to use these products in the classroom experience. So, students now can have immersive learning. They can studying sciences. They can look at environmental issues. They can exploring their careers, or they can even taking a tour in the next college they're going to go after this one. And no matter what grade level, this is how people will continue to learn in the future. It's quite a departure from the old world of textbooks. In our area that we are looking is IoT, And as YY already elaborated, we are clearly learning from our own processes around how we improve our supply chain and manufacturing and how we improve also retail experience and warehousing, and we are working with some of the largest companies in the world on pilots, on deploying IoT solutions to make their businesses, their processes, and their businesses, you know, more competitive, and some of them you can see in the demo environment. Lenovo itself already is managing 55 million devices in an IoT fashion connecting to our own cloud, and constantly improving the experience by learning from the behavior of these devices in an IoT way, and we are collecting significant amount of data to really improve the performance of these systems and our future generations of products on a ongoing base. We have a very strong partnership with a company called ADLINK from Taiwan that is one of the leading manufacturers of manufacturing PC and hardened devices to create solutions on the IoT platform. The next area that we are very actively investing in is commercial augmented reality. I believe augmented reality has by far more opportunity in commercial than virtual reality, because it has the potential to ultimately improve every single business process of commercial customers. Imagine in the future how complex surgeries can be simplified by basically having real-time augmented reality information about the surgery, by having people connecting into a virtual surgery, and supporting the surgery around the world. Visit a furniture store in the future and see how this furniture looks in your home instantly. Doing some maintenance on some devices yourself by just calling the company and getting an online manual into an augmented reality device. Lenovo is exploring all kinds of possibilities, and you will see a solution very soon from Lenovo. Early when we talked about smart office, I talked about the importance of creating a software platform that really run all these use cases for a smart office. We are creating a similar platform for augmented reality where companies can develop and run all their argumented reality use cases. So you will see that early in 2019 we will announce an augmented reality device, as well as an augmented reality platform. So, I know you're very interested on what exactly we are rolling out, so we will have a first prototype view available there. It's still a codename project on the horizon, and we will announce it ultimately in 2019, but I think it's good for you to take a look what we are doing here. So, I just wanted to give you a peek on what we are working beyond smart office and the device productivity in terms of really how we make businesses smarter. It's really about increasing productivity, providing you the most secure solutions, increase workplace collaboration, increase IT efficiency, using new computing devices and software and services to make business smarter in the future. There's no other company that will enable to offer what we do in commercial. No company has the breadth of commercial devices, software solutions, and the same data center capabilities, and no other company can do more for your intelligent transformation than Lenovo. Thank you very much. (audience applauding) >> Thanks mate, give me that. I need that. Alright, ladies and gentlemen, we are done. So firstly, I've got a couple of little housekeeping pieces at the end of this and then we can go straight into going and experiencing some of the technology we've got on the left-hand side of the room here. So, I want to thank Christian obviously. Christian, awesome as always, some great announcements there. I love the P1. I actually like the Aston Martin a little bit better, but I'll take either if you want to give me one for free. I'll take it. We heard from YY obviously about the industry and how the the fourth Industrial Revolution is impacting us all from a digital transformation perspective, and obviously Kirk on DCG, the great NetApp announcement, which is going to be really exciting, actually that Twitter and some of the social media panels are absolutely going crazy, so it's good to see that the industry is really taking some impact. Some of the publications are really great, so thank you for the media who are obviously in the room publishing right no. But now, I really want to say it's all of your turn. So, all of you up the back there who are having coffee, it's your turn now. I want everyone who's sitting down here after this event move into there, and really take advantage of the 15 breakouts that we've got set there. There are four breakout sessions from a time perspective. I want to try and get you all out there at least to use up three of them and use your fourth one to get out and actually experience some of the technology. So, you've got four breakout sessions. A lot of the breakout sessions are actually done twice. If you have not downloaded the app, please download the app so you can actually see what time things are going on and make sure you're registering correctly. There's a lot of great experience of stuff out there for you to go do. I've got one quick video to show you on some of the technology we've got and then we're about to close. Alright, here we are acting crazy. Now, you can see obviously, artificial intelligence machine learning in the browser. God, I hate that dance, I'm not a Millenial at all. It's effectively going to be implemented by healthcare. I want you to come around and test that out. Look at these two guys. This looks like a Lenovo management meeting to be honest with you. These two guys are actually concentrating, using their brain power to race each others in cars. You got to come past and give that a try. Give that a try obviously. Fantastic event here, lots of technology for you to experience, and great partners that have been involved as well. And so, from a Lenovo perspective, we've had some great alliance partners contribute, including obviously our number one partner, Intel, who's been a really big loyal contributor to us, and been a real part of our success here at Transform. Excellent, so please, you've just seen a little bit of tech out there that you can go and play with. I really want you, I mean go put on those black things, like Scott Hawkins our chief marketing officer from Lenovo's DCG business was doing and racing around this little car with his concentration not using his hands. He said it's really good actually, but as soon as someone comes up to speak to him, his car stops, so you got to try and do better. You got to try and prove if you can multitask or not. Get up there and concentrate and talk at the same time. 62 different breakouts up there. I'm not going to go into too much detai, but you can see we've got a very, very unusual numbering system, 18 to 18.8. I think over here we've got a 4849. There's a 4114. And then up here we've got a 46.1 and a 46.2. So, you need the decoder ring to be able to understand it. Get over there have a lot of fun. Remember the boat leaves today at 4:00 o'clock, right behind us at the pier right behind us here. There's 400 of us registered. Go onto the app and let us know if there's more people coming. It's going to be a great event out there on the Hudson River. Ladies and gentlemen that is the end of your keynote. I want to thank you all for being patient and thank all of our speakers today. Have a great have a great day, thank you very much. 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