>> From around the globe. It's theCUBE, with digital coverage of DockerCon Live 2020. brought to you by Docker and its ecosystem partners. >> Hello and welcome to DockerCon 2020. I'm John Furrier here in the DockerCon virtual studios. It's CUBE studios it's theCUBE virtual meets DuckerCon 2020 virtual event with my coach, Jenny Barocio and Peter McKee, as well as Brett Fisher, over on the captains who's doing his sessions. This is the wrap up of the long day of continuous amazing action packed DockerCon 2020. Jenny and Peter, what a day we still got the energy. We can go another 24 hours, let's do it now. This is a wrap up. So exciting day, tons of sessions, great feedback. Twitter's on fire the chats and engagements are on fire, but this is the time where we do the most coveted piece, the community awards, so Jenny, this is the time for you to deliver the drum roll for the community awards, take it away. >> Okay, (mumbles) It's the past few years and have been able to recognize those in the community that deliver so much to everyone else. And even though we're wrapping up here, there is still other content going on because we just couldn't stop till five o'clock. Peter what's happening right now? >> Yeah, so over in the Devs in Action channel, we have earning Docker Daemon with rootless mode. That's still going on, should be a great talk. And then in the How To channel, we have transforming open source into live service with Docker. They're still running now, two great talks. >> Awesome, and then the captains are still going. I think they probably started the after party already, although this channel's going to wait till, you know, 30 more minutes for that one. So if you're an after party mode, definitely go check out after we announced the awards, Brett and Marcos and Jeff and the captain's channel. So, we have some great things to share. And I mentioned it in my last segment, but nothing happens without the collective community. DockerCon is no exception. So, I really just want to take a moment again to thank the Docker team, the attendees, our sponsors and our community leaders and captains. They've been all over the virtual conference today, just like they would have been at a real conference. And I love the energy. You know, as an organizer planning a virtual event, there's always the concern of how it's going to work. Right, this is new for lots of people, but I'm in Florida and I'm thrilled with how everyone showed up today. Yeah, for sure. And to the community done some excellent things, Marcus, over them in the Captain's channel, he has built out PWD play with Docker. So, if you haven't checked that out, please go check that out. We going to be doing some really great things with that. Adding some, I think I mentioned earlier in the day, but we're adding a lot of great content into their. A lot more labs, so, please go check that out. And then talking about the community leaders, you know, they bring a lot to the community. They put there their free time in, right? No one paying them. And they do it just out of sheer joy to give back to the community organizing events. I don't know if you ever organized an event Jenny I know you have, but they take a lot of time, right? You have to plan everything, you have to get sponsors, you have to find out place to host. And now with virtual, you have to figure out how you're going to deliver the feel of a meetup in virtually. And we just had our community summit the other day and we heard from the community leaders, what they're doing, they're doing some really cool stuff. Live streaming, Discord, pulling in a lot of tools to be able to kind of recreate that, feel of being together as a community. So super excited and really appreciate all the community leaders for putting in the extra effort one of these times. >> Yeah, for really adapting and continuing in their mission and their passion to share and to teach. So, we want to recognize a few of those awesome community leaders. And I think we get to it right now Peter, are you ready? >> Set, let's go for it, right away. >> All right, so, the first community leaders are from Docker Bangalore and they are rocking it. Sangam Biradar, Ajeet singh Raina and Saiyam Pathak, thank you all so much for your commitment to this community. >> All right, and the next one we have is Docker Panang. Thank you so much to Sujay Pillai, did a great job. >> Got to love that picture and that shirt, right? >> Yeah. >> All right, next up, we'd love to recognize Docker Rio, Camila Martins, Andre Fernande, long time community leaders. >> Yeah, if I ever get a chance that's. I have a bunch of them that I want to go travel and visit but Rio is on top of list I think. >> And then also-- >> Rio maybe That could be part of the award, it's, you get to. >> I can deliver. >> Go there, bring them their awards in person now, as soon as we can do that again. >> That would be awesome, that'd be awesome. Okay, the next one is Docker Guatemala And Marcos Cano, really appreciate it and that is awesome. >> Awesome Marcos has done, has organized and put on so many meetups this last year. Really, really amazing. All right, next one is Docker Budapest and Lajos Papp, Karoly Kass and Bence Lvady, awesome. So, the mentorship and leadership coming out of this community is fantastic and you know, we're so thrilled to write, now is you. >> All right, and then we go to Docker Algeria. Yeah we got some great all over the country it's so cool to see. But Ayoub Benaissa, it's been great look at that great picture in background, thank you so much. >> I think we need we need some clap sound effects here. >> Yeah where's Beth. >> I'm clapping. >> Lets, lets. >> Alright. >> Last one, Docker Chicago, Mark Panthofer. After Chicago, Docker Milwaukee and Docker Madison one meet up is not enough for Mark. So, Mark, thank you so much for spreading your Docker knowledge throughout multiple locations. >> Yeah, and I'll buy half a Docker. Thank you to all of our winners and all of our community leaders. We really, really appreciate it. >> All right, and the next award I have the pleasure of giving is the Docker Captain's Award. And if you're not familiar with captains, Docker captains are recognized by Docker for their outstanding contributions to the community. And this year's winner was selected by his fellow captains for his tireless commitment to that community. On behalf of Docker and the captains. And I'm sure the many many people that you have helped, all 13.3 million of them on Stack Overflow and countless others on other platforms, the 2020 tip of the Captain's Hat award winner is Brandon Mitchell, so so deserving. And luckily Brandon made it super easy for me to put together this slide because he took his free DockerCon selfie wearing his Captains' Hat, so it worked out perfectly. >> Yeah, I have seen Brandon not only on Stack Overflow, but in our community Slack answering questions, just in the general area where everybody. The questions are random. You have everybody from intermediate to beginners and Brandon is always in there answering questions. It's a huge help. >> Yeah, always in there answering questions, sharing code, always providing feedback to the Docker team. Just such a great voice, both in and out for Docker. I mean, we're so proud to have you as a captain, Brandon. And I'm so excited to give you this award. All right, so, that was the most fun, right? We get to do the community awards. Do you want to do any sort of recap on the day? >> What was your favorite session? What was your favorite tweet? Favorite tweet was absolutely Peter screenshotting his parents. >> Mom mom my dear mom, it's sweet though, that's sweet. I appreciate it, can't believe they gave me an award. >> Yeah, I mean, have they ever seen you do a work presentation before? >> No, they've seen me lecture my kids a lot and I can go on about life's lessons and then I'm not sure if it's the same thing but yeah. >> I don't think so. >> No they have never see me. >> Peter you got to get the awards for the kids. That's the secret to success, you know, and captain awards and the community household awards for the kids. >> Yeah, well I am grooming my second daughter, she teaches go to afterschool kids and never thought she would be interested in programming cause when she was younger she wasn't interested in, but yes, super interested in now I have to, going to bring her into the community now, yeah. >> All right, well, great awards. Jenny is there any more awards, we good on the awards? >> Nope, we are good on the awards, but certainly not the thank yous is for today. It's an absolute honor to put on an event like this and have the community show up, have our speakers show up have the Docker team show up, right? And I'm just really thrilled. And I think the feedback has been phenomenal so far. And so I just really want to thank our speakers and our sponsors and know that, you know, while DockerCon may be over, like what we did today here and it never ends. So, thank you, let's continue the conversation. There's still things going on and tons of sessions on demand now, you can catch up, okay. >> One more thing, I have to remind everybody. I mentioned it earlier, but I got to say it again go back, watch the keynote. And I'll say at this time there is an Easter egg in there. I don't think anybody's found it yet. But if you do, tweet me and might be a surprise. >> Well you guys-- >> Are you watching your tweet feed right now? Because you're going to get quite a few. >> Yeah, it's probably blowing up right now. >> Well you got to get on a keynote deck for sure. Guys, it's been great, you guys have been phenomenal. It's been a great partnership, the co-creation this event. And again, what's blows me away is the global reach of the event, the interaction, the engagement and the cost was zero to attend. And that's all possible because of the sponsors. Again, shout out to Amazon web services, Microsoft Azure Engine X, Cockroach Labs and sneak of Platinum sponsors. And also we had some ecosystem sponsors. And if you liked the event, go to the sponsors and say hello and say, thank you. They're all listed on the page, hit their sessions and they really make it possible. So, all this effort on all sides have been great. So, awesome, I learned a lot. Thanks everyone for watching. Peter you want to get a final word and then I'll give Jenny the final, final word. >> No again, yes, thank you, thank you everybody. It's been great, theCUBE has been phenomenal. People behind the scenes has been just utterly professional. And thank you Jenny, if anybody doesn't know, you guys don't know how much Jenny shepherds this whole process through she's our captain internally making sure everything stays on track and gets done. You cannot even imagine what she does. It's incredible, so thank you, Jenny. I really, really appreciate it. >> Jenny, take us home, wrap this up 2020, dockerCon. >> All Right. >> In the books, but it's going to be on demand. It's 365 days a year now, come on final word. >> It's not over, it's not over. Community we will see you tomorrow. We will continue to see you, thank you to everyone. I had a great day, I hope everyone else did too. And happy DockerCon 2020, see you next year. >> Okay, that's a wrap, see on the internet, everyone. I'm John, for Jenny and Peter, thank you so much for your time and attention throughout the day. If you were coming in and out, remember, go see those sessions are on a calendar, but now they're a catalog of content and consume and have a great evening. Thanks for watching. (upbeat music)

>> live from Atlanta, Georgia. It's the two you covering. Citric Synergy. Atlanta 2019. Brought to You by Citrix >> Welcome back to the Cubes. Continuing coverage of Citrix Energy, 2019 from Atlanta, Georgia. I'm Lisa Martin. My co host for the event is Keith Townsend and Keith and I are excited to talk. Teo, one of the Citrix Innovation Award nominees, Indiana University, with a couple of folks from Indiana University joining us. Stephanie Cox, manager, a Virtual Platform Services and Mat Link, associate vice president of research Technologies Guys, thanks so much for joining Keith and me, Thank you. And congratulations on Indiana University being nominated for an innovation award. I was talking with Tim in hand there CMO yesterday, saying there was over a thousands nomination. So to even get down to being in the top three is pretty exciting stuff. Talk to us a little bit about Indiana University. Us. This is a a big, big organization. Lots of folks accessing the network through lots of devices. Matt, let's start with you. Give us that picture of what's going on there. Yes, so I >> u is about 130,000 students across seven campuses. We've got about 20,000 faculty and staff across those seven campuses. One of the things that makes us a little unique is were consolidated shop. So there are 1,200 of us and I you that support the entire university and all the campuses and anyone point in time, there could be 200,000 devices touching the network and using those services. >> That's a Big 70 talk. Talk to us about your virtual a footprint. How How big is the location? Data centers? What's the footprint? >> Well, we have two data centers. One of them is in Indianapolis, which is my home. It's one of our larger campus is calling Indiana University Purdue University affectionately, I U P y. There is a data center there, but our large danna center is at the flagship campus, which is in Bloomington, Indiana, >> and to support 100,000 plus people and to hundreds of any given the 2nd 200,000 devices. How have you designed that virtual infrastructure to enable access to students, faculty, etcetera and employees. >> So from the network perspective, we have several network master plans that have rolled, and we're in our 2nd 10 year next network master plan, and the network master plan is designed to continually upgrade the network. Both the physical network, the infrastructure and the wireless network in our last 10 year budget, for that was around $170,000,000 of investment just to support the network infrastructure. And then Stephanie rides on top of that as the virtual platform with Citrix to deliver the images anywhere on campus. Whether it's wirelessly or whether it's connected via network connection >> kill seven campuses is already a bit. If you ever look at a map, Indiana sits Christ map damp in the middle of the country. It's a big space. Right before we hit record, we were just talking about that. Drive off I 65 from Indianapolis to Chicago is just a lot of rules area, and I'm sure part of your mission is to make sure technology and education is the sensible thing. Everyone in Indiana talk to us about the challenges of getting connective ity and getting material virtual classrooms to those remote areas. >> Yeah, it's really one of the major strengths of our partnership with Citrix. They are really at the premiere Remote solution connectivity offering at Indiana University. So we built our citrix environment. Teo encompass everyone. We wanted to make sure we could have enough licenses and capacity for all of our 130,000 faculty, staff and students to use the service. Do they all show up at the same time? No, thank goodness. But we do offer it to everyone, which is I found in the education. You're in a very unique tin Indiana University. Another another thing to have consolidated I t. And then to be able to offer a service like ours to everyone and not just restricted to specific pockets of the university. With that, we've been able to them extend offering of any application or something that you might need for a class to any of our other remote location. So if you're a student who is working in or go, you know, lives in rule Indiana and you want Teo get in Indiana University degree, you can do that without having to travel to one of our campus sites or locations. We I have a very nice of online program, just a lot of other options that that we've really tried Teo offer for remote access. >> So Citrix has really enabled this. I think you call it the eye. You anywhere. Indiana University anywhere Program. Tell us about opening up this access to everyone over the time that you've been ascetics Customer, how many more people can you estimate have access now, that didn't hurt not too long ago. >> Yeah, I think initially, and Matt was probably no more before me before I Even before I even came on the scene, I believe that the original youth case was really just trying. Teo, extend what we were already doing on premise in what we call just our Indiana University lab supported areas. Right? So just your small, like the old days you would goto your college campus and you go into your computer lab with it. We just really wanted Teo the virtual Isar expand the access to just those specific types of APS and computers. And that was an early design. Since then, over the years, we've really kind of, you know, just really expanded. Really. We used the Citrix platform to redesign and distribute how we deliver the applications and the virtual desktops. So now not only do we service those students who would who would normally come onto the campus just to use your traditional computer lab. Wait do a lot, especially programs for other schools. Like we, we deliver a virtual desktop for our dentistry. Students may actually use that whole platform in the dental clinic to see real patients are third tier. Third year doctors do that way. Also replicated that same thing and do it in our speech and hearing sciences for our future audiologist. We have certain professors that have wanted to take a particular course that they're teaching and extended to different pockets all over the world. So we might host a class from Budapest or Africa somewhere else. You know, wherever that faculty and staff has three sources that they know they need to get to in their content already virtualized. We worked to make that happen all the time. >> That's a lot of what you just said is first of all, initially, maybe before Citrix being able to provide support in the computer labs for your maybe seven core campuses. Now you get your giving 130,000 plus individuals anywhere, anytime. Access that is the ex multiplier on that is massive, but you're also gone global It's not just online, it's you're able to enable professors to teach in other parts of the world where it was before. It was just people that were in Indiana, but master and and >> you're just limited by the network. So that's the only draw back. When you go to the rule areas way out, you're just limited by the network. You know, the initial program was really you really thought of as a cost saving measure way we're goingto put thin clients out. We wouldn't have to do life cycle replacements for desktop machines that were getting more expensive and more expensive, you know, 10 years ago, and now the way that we look at it is I you wants to provide services across the breath of the organization and make those services at no additional cost and open to everybody open access to everybody. The desktop, for example, is one of you know Stephanie is, is the brainchild behind the desktop, took three years of dedicated hard work to create an environment to support the visually impaired. >> Talk to us more about that because that was part of the video and that captured my intention immediately. What is 80 accessibility, technology, accessibility technology is inaccessible to get that. So I'm just, you know, hundreds thousands, and not just those that are sight and hearing. >> So one of the things then I think it's just a wonderful thing about working at a university. We're able to buy software licenses in a big quantity, large quantity, right? Because we have that kind of buying power software that I normally never would see or get access to, even in my private sector. Administer tricks engineer for a long time. But when you come to a university and then you're selling or you're getting licenses for 50 60 70 80,000 you get to see some of these products that you don't normally as a regular consumer. You'd like it, but you know you can't really afford it. So with that, when we started looking at all of the different applications that they could buy in a large quantity site licence, you know, the way we thought, Oh my goodness, let's virtualized these and make sure everybody gets access to them and the ones that were really attractive to us, where the ones for the visually impaired, sure they're in niche and They're very, very expensive, but we but let's just try it. We'll see how well they perform in a virtual environment. And with that, our Citrix infrastructure underneath they performed quite well. Plus, the apse have evolved a great deal over just the last four years. So we're really proud to offer our virtual desktop to our blind students. We had to work really hard to make sure that the speech recognition software was fast enough for them. It turns out that blind people listen to speech really, really, really, really, really fast, and so we had to make sure that we kept our platform while we're working on it to keep it sped an updated so that it's usable to them right since functional to me. But they really need it to be like, 10 times faster. I found that out after even shooting the award video and spending even more time with them, I thought, Why don't you guys tell me it was slow to you? But yeah, it's, uh, it's been an honor, really, Teo to be up for that award. But tow work with those students to learn more about their needs to learn more about the city different applications that people write for people with old disabilities. I hope we can do more in that space. >> So the young man in it and why I don't remember his name. >> Priscilla, Bela, Chris. So >> share just quickly about Chris's story. >> Yeah, and he watches the Cube. I hope he's listening because I >> think I think this whole >> kind of >> really put a little bit icing on the cake because you're taking an environment and urine empowering a student to do what they want to do versus what they are able or not able to do. So Christmas story is pretty cool of where he wants to go with his college career. >> Yeah, I won't say he's a big, you know, proponent, user of the virtual desktop, because he's just so advanced. He's like, way beyond everything We're learning from him. But he is Indiana University's believe. I'm saying this right, very first biomedical chemical engineer who is blind and fourth completely blind, Yes, wow and is quite a brilliant young man, and we were lucky to have him be r. He will test anything for me and and Mary Stores, who was featured in the video Chris Meyer. And he's also featured in the video. Gonna remember their names? I mean, it's a hole. I'm lucky to have a whole community of people that will Yeah, they know where we want to be there for them. We don't always get it right. What? We're gonna listen and keep trying to move forward. So >> But if you kind of think of even what a year or two ago not being able to give any of this virtualized desktop access to this visually impaired and how many people are now using it? >> Um, well, we open it up to everyone. We have hundreds and hundreds of users, but we know not everyone who uses it is blind. People like you can use it if you want it or not way. Don't really understand why some people prefer to use that one over there. The other But it does have some advantages. I mean, there there are different levels of sight impairment, too, as I've just been educated right. There are some people who are just at the very beginning of that journey of just losing their site. So we if if that happens to be, you know, someone that we can extend our environment to. It's probably better t use it now and get really familiar with that issue. Transition to losing your sight later in life. I've been told so >> So you ask a little bit about the scope of of the desktop, so I'll layer on a little bit of the scope of eye you anywhere. Last year, around 65,000 individual unique users over well over 1,000,000 Loggins and 8,000,000 and the average session time was around 41 minutes. That's so our instructors teach with it. Are clinicians treat people with it? We've built it in two. How's Elektronik protected health data? Er hit. The client's gonna be critical, writes the hip a standard because you can't say compliance anymore because you can't be compliant with a standard change. That wording several times way are very familiar with meeting hip. A standard we've been doing that for about 12 years now with where I came from was the high performance computing area of the university. So that's my background, and I >> so one thing we didn't get a chance to talk, uh, touch 12 100,000 devices were a citrus citrus is a Microsoft partner. Typically, when those companies think of 200,000 users, they think for profit. There's, you know, this is a niche use case for 200,000 users. Obviously, you guys have gotten some great pricing as part of being a educational environment. What I love to hear is kind of the research stories, because the ability to shrink the world, so to speak, you know, hi HPC you're giving access to specialized equipment to people who can't get their normally. You know, you don't have to be physically in front of GPU CPUC century. What other cool things have been coming out of the research side of the house because of the situation able? >> So this is cool. I mean, >> I get it. So >> So one of our group's research software solutions stole the idea from Stephanie to provide a research desktop. Barr >> imitation. Highest form of flattery, Stephanie. Absolutely. So what we've >> done is is is we always continually to try to reduce the barriers of entry and access? Uh, you know, supercomputing. Before you had to be this tall to ride this ride. Well, now we're down to here and with the hopes that will get down even farther. So what we've done is we've taken virtualized desktop, put it in front of the supercomputers, and now you can be wherever you want to be and have access to HPC. Untie you and that's all the systems. So we have four super computers and we have 40 petabytes of spinning disc ah, 160 petabytes of archival tape library. So we're we're a large shop and, you know, we couldn't have done it without looking at what Stephanie has done and and really looking in that model differently. Right? Because to use HPC before, you'd have to use a terminal and shell in and now, looking at you anywhere that gives you just the different opportunity to catch a different and more broad customer base. And I call on customers because we try to treat him as customers and and helps the diversity of what you're doing. So last year alone, our group research technologies supported a 151 different departments way were on 937 different grants, and we support over 330 different disciplines. Uh, it I you and so it's It's deep, but it's also very broad. First, larger campus we are. And as a large organization as we are, you know, we're fairly nimble. Even a 1,200 people. >> Wow! From what I've heard, it's no wonder that what you've done at Indiana University has garnered you the Innovation Award nominee. I can't imagine what is next. All that you have accomplished. Stephanie. Matt, thank you so much for joining Key to me. We wish you the best of luck and good a citric scott dot com Search Innovation Awards where you can vote for the three finalists. We wish you the very best of luck will be waiting with bated breath tomorrow to see who wins. >> So thank you very much. Thank you. Thank you. Keep >> our pleasure for Keith Townsend. I'm Lisa Martin. You're watching the Cube live from Citrix. Synergy 2019. Thanks for watching

>> Live from Atlanta, Georgia, It's theCUBE covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Hey, welcome back to theCUBE's coverage day two of our coverage of Citrix Synergy 2019. Lisa Martin with my cohost Keith Townsend, and we've got another CUBE alumni joining us, Dana Gardner, President and Principle Analyst at Interarbor Solutions. >> Sorry, my language skills are declining on day two. >> It's been a long day. >> It has been a long day. We've had, speaking of, had a lot of great conversations with Citrix Execs, customers, analysts over the last day and a half. People are very excited about what Citrix is doing with intelligence, experience, and really helping businesses to transform their workforces. But you have been following Citrix for a long time. >> Yes. >> So, talk to us about some of the early days back in the 90's. I'd love to get your perspectives on what you saw back then and what your thoughts are about some of the things that they're announcing at this event. >> Sure, well back in 1995-1996, the internet was still the new kid on the block, and browsers were kind of cool but, how would they ever help a business? And then, along comes this company that says, "Oh, we're not going to deliver things through a browser, we're going to deliver the whole app experience, apps that you're familiar with, your Windows-based apps over the wire. Over the internet protocol." Wow, so I remember at Internet Expo in New York at the Javits Center, Ed Iacobucci, The co-founder of Citrix got up there and explained how, yeah, we're going to deliver apps. And basically what they were describing is cloud computing as we know it today. Wow, it was very interesting, but we all kind of look at him like he was a little crazy. (host laughing) Yes. >> And, that's been a long time, man. Citrix has made a name for itself since then. You know, the day I was talking to David Hansel, yesterday and I said, "You know what, Citrix is a verb. I'm going to Citrix in an application. They established something for themselves." And, ironically, on stage yesterday he said, "85 percent of the IT budget goes to keeping the lights on." And I would firmly, as pre-kenote yesterday I'd say, you know what Citrix is firmly in that 85 percent of, they are rock, fast, hard technology partner, but they're in that 85 percent. But this intelligent experience I think kind of pushes them into that 15 percent of innovation. What did you think about yesterday's announcement? >> Well, based on my memory from 1996, I think it's consistent. That they're looking for something that's two or three years, maybe more out that will mature then. But they're not afraid of tackling it now. They had some really strong established businesses, but they're not resting on their laurels. They're looking at, I think a problem that almost everybody can identify with. In the past, their problems were people they could identify with in IT. The end user wasn't aware that anybody was Citrixing behind the scenes. Now, they're identifying issues that people have with work. The fact they were taking apps and services from multiple clouds, multiple data centers some of them our own company, some of our partners, some across an ecosystem or a supply chain, and it's becoming rather crowded. Disenfranchised. Fragmented. And people, I think are struggling to keep up with that amount of diversity. So, we're dealing with, yet again a heterogeneity problem, a reoccurring problem in technology. And Citrix is identifying with something that's a higher elevation than they had in the past. So, they're not addressing just IT although, that's where the actions going to take place to solve some of these problems. But they're focused on just about all of us. Whether we're working in a small, two or three person mom and pop shop or a 30,000 seat enterprise. >> And they've also done this pivot in the last, what we've heard in the last 24 hours, of really being positioned to the general user. Something that I didn't know until yesterday was that the majority of enterprise software has been designed for power users, which is one percent of the users. And so, they've really made that positioning pivot yesterday to, this is for the Marketing Managers, somebody in supply chain who has a day that is bombarded with seven to ten apps. They're losing hours and hours of productivity a week. You can look at that in terms of the amount of dollars that's being spent or wasted. But really making this, bringing those tasks to the user, those actions to the user. Rather than forcing the users to go out to all the different apps, put those pieces together. Oh, and then trying to get back to our actual day-to-day function. >> Right, we wouldn't have to talk about user experience if these things had been designed properly in the first place. It's a bit myopic on behalf of the IT power designer, that they often craft the product for themselves. That, this is still the dark arts behind the curtain thinking. It's very difficult for a highly efficient, productive IT group to create something for a non-IT audience. And I don't blame them, but it has to happen. It's going to happen one way or the other. So, we've seen companies that have taken extraordinary steps on usability, Apple computer is probably the poster child for this. Look at where it got them. There were lots of mobile phones around ten years ago, before the iPhone. Why did the iPhone become so popular, so dominant? Because of the usability. So, Citrix is I think, perhaps doing IT a favor by getting out in front of this. But still, if we're going to get IT in the hands of all people for productivity, what I look to is a fit-for-purpose mentality. No more, no less. You can't design it as if it's your own baby and your own special design, I don't know, once in a lifetime opportunity to strut your stuff. It has to be fit-for-purpose and it can't just be monolithic, where we're looking at little bits and pieces. So, the software's recent acquisition that Citrix made is going to be able to start picking out productivity units, for lack of a better term, from different applications, assimilate those in an environment, the workspace, where the productivity, the work flow, the goal of accomplishing business outcomes comes first and foremost. >> So Dana, let's talk a little bit about, you know the next level. Because it's broken. Even when you look at modern applications, one of the applications they showed on stage yesterday, was a cloud application. Salesforce. I mean, we know a people who make a good deal of money simplifying Salesforce, which is a born in the cloud application. This isn't just about cloud versus legacy, this is about end-user experiences, and end-users using applications in a way that makes them productive. One of the things that caught me as soon as Citrix said that they want to be the future of work, I tweeted out, "Well, you can't be the future of work unless you start to automate processes," and boom, intelligent experience. And the first thing that came to my mind was when we attended an event a couple weeks ago for RPA, Robotic Process Automation tool, that was very user-centric, but used the term "bots". Robots, sulfer robots that did the job. Citrix only used the term, "bots" once yesterday. What's your sense, is this a competitive solution to those partners? Or is this more of a complementary solution? >> I think Citrix is correctly trying to keep the horse in front of the cart and not the other way around. We have to look at work as flows of productivity first, and not conforming to the app second. But to get out in front and say, "Oh, it's all going to be animated and the robot will tell you what to do," I think does a disservice. So, let's take first things first. But let's not also lose track of the fact that by elevating work to a process and not just being locked into one platform, one cloud, one set of microservices on one framework, that we have the opportunity to integrate in analytics along the whole path. From beginning to end. And that we can even have the context of what you're doing feed back into how the analytics come at you. And reinforce one another. So, we need to get the process stuff set first. we need to recognize that people need to rethink getting off a desktop, getting out of email, looking at the full process. Looking at working across organizational boundaries. So, extra enterprise, supply-chain interactions, contingent workforce. Then, bring in analytics. So, first things first but it's going to be a very interesting mash-up when we can elevate process, get out of sort of silos, manage that heterogeneity and inject intelligence and context along the way. That changes the game. >> So, you've seen the workforce dramatically transform throughout your career. There are five generations of people in the workforce today. Madeleine Albright, there she was on stage this morning, 82 years old. I thought that was, what an inspiration? But companies have different generations, different experiences, different experiences with technology, differing expectations. What, in your opinion, did you hear yesterday from Citrix that is going to help businesses enable five different generations to be as productive as they want to be. >> Right, it's an extension of what Citrix has been doing for decades, and it's allowing more flexibility into where you are is accommodated. What device you're using can be accommodated. The fact that you want to be outside your home office but secure can be accommodated. So, what I heard was instead of locking in an application mentality, where everybody has to learn to use the same app, we need to have flexibility. And it's not just ages and generations. It's geographics, it's language, it's culture. People do business and they do work differently around the world. And they should be very well entitled to continue to do that. So, we need to create the systems that adjust to the people and read the people's work habits. And then reinforce them rather than force them into, let's say a monolithic ERP type of affair. And we've know that a large percentage of ERP projects over the years have failed. And it's not that the technology doesn't work, it's that sometimes, you can put a round peg in a square hole. >> Wow, speaking of round peg, square hole, IT, you know, they're preaching to the choir I think on this piece. You know, we want thing to be simpler. We want to get engaged. We want to solve this problem. But, is Citrix talking to the wrong audience when it comes to process automation? To your point, you have to have the large view of it, and a lot of timeS, especially folks at this conference, may not have the large view. How does Citrix get to the CMO's the COO's, the process people versus the technology folks. >> I think that's a significant challenge. Keith and I recorded a podcast with David Henchel earlier today and it'll be out in a few weeks on Briefings Direct, and I asked him that, I said, "You're well-known in the IT department. They use a verb, they're Citrixing. The end user, not so much. But if you're going to impact work as you intend to and as you've laid out here at Synergy, you do need to become more of a household word, and you need to brand and you need to impact." And we know one of the hardest things to do is to get people to change their behavior. You don't do that behind the scenes. In some ways, Citrix has been very modest. They haven't been the Citrix inside, they haven't branded and gone to market with. They've usually let their partners like Microsoft and now even Google Cloud be on the front page, even as they're behind the scenes. But I think they need to think a little bit differently. If they're going to impact people, people need to understand the value that Citrix is bringing. But identifying themselves as they have at this show with work and productivity issues, usability and intelligence will start that process. But I do think they can go further on their go-to-market and not just bring this message to their sales accounts, but to a larger work productivity, human capital management enterprise architect type of base. >> And they are making those impacts. Keith and I today have already spoken with their three innovation award nominees. There were over a thousand nominations. And we spoke with Schroders, which is a wealth management company based out of the UK and how they have been able, a 200 year old company, to really transform their culture with Citrix's workspace was, it was done so strategically, so methodically. But how they enabled that and a seamless integration in terms of their customer experience and engagement with their wealth managers was really compelling. Not only are they able to retain their probably longstanding wealth management clients, but they have the ability now, and the technology capabilities to allow their people to work remote three days a week if they want to or from wherever, and actually work on getting new clients. So, the business impact is really clear. We also spoke with Indiana University. They have gone from just enabling the students on the seven campuses to 130,000 plus across campuses online. They're enabling sight impaired people to also, by virtualization, have access to computer technology. So, you're talking about going from tens of thousands to a ten X at a minimum multiplier, and enabling professors to have conversations and hold classes with people in Budapest. Big impact. >> So Lisa, you're bringing up the point that user experience isn't just employing experience, it's end user and-- >> Absolutely >> Consumer experience. If you're going to do this and do it right, don't consider it just for your employees. It's for reaching out to the very edge of the markets, and that includes consumers and students and mom and pop shops and everything in-between. So when you do this right, and not only will you be delivering intelligence and context to your employees, you'll be able to start to better serve your customers. And that's what digital transformation is really about. >> It is, and the cultural transformation that Citrix is undergoing and that they're enabling their businesses to achieve, like the two we just talked about, are critical catalysts for digital transformation. But to me, employee experience and customer experiences are hand in hand because every employee, whatever function you're in, in some way you're a touchpoint to the customer. If you're in retail, you're presenting a shop-able moment as often as you can. But you also are dealing with customers who have choice to turn and go to another provider of that product or service. So, having those employees not only be satisfied, but have the tools that they need and the intelligence to deliver the content. >> So, I'd be happy to go to a brick and mortor shop. I'll walk in there physically if they can help me in the shopping experience be smarter, but if I can do it online in my bedroom on my browser, then I'll do it there. So it's no so much the interface or even the place anymore, it's who's going to give me the information to make the right decision and make me feel confident that I'm spending my money the most productively. Whether I'm a consumer or a business. So B-to-B. That's what's going to be the killer app, is the smart decision making, and the experience of bringing the right information, right place, right time. That's key. And that's what Citrix has repositioned itself for. I think it's really quite a dramatic shift for the company but they've done it before. >> Well, Dana it's been great having you back on theCUBE unpacking this. It's been an exciting day and a half for us and we look forward to having you back on theCUBE sometime soon. >> My pleasure. >> For Keith Townsend, I'm Lisa Martin. You're watching theCUBE Live from Citrix Synergy 2019. Thanks for watching.

>> Live from Atlanta, Georgia. It's theCUBE covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Welcome back to theCUBE's continuing coverage of Citrix Synergy 2019 from Atlanta, Georgia. I'm Lisa Martin, my co-host for the event is Keith Townsend and Keith and I are excited to talk to one of the Citrix Innovation Award nominees, Indiana University. We have a couple of folks from Indiana University joining us, Stephanie Cox, Manager of Virtual Platform Services and Matt Link, Associate Vice President of Research Technologies. Guys, thanks so much for joining Keith and me. >> Thank you Lisa. >> Thank you. >> And thank you Keith. >> It's an honor to be here, yeah. >> And congratulations on Indiana University being nominated for an innovation award. I was talking with Tim Minahan, their CMO yesterday saying there was over a thousand nominations, so to even get down to being in the top three is pretty exciting stuff. >> Yeah. >> Awesome. >> So talk to us a little bit about Indiana University. You guys, this is a big, big big organization lots of folks accessing the network through lots of devices. Matt, let's start with you, give us that picture of what's going on there. >> Yeah, so IU is about 130,000 students across seven campuses. We got about 20,000 faculty and staff across those seven campuses. One of the things that makes us a little unique is, we're a consolidated IT shop. So, there are 1200 of us at IU that support the entire university and all the campuses. And at any one point in time, there could be 200,000 devices touching the network and using those services. >> Big, that's big. >> Big. >> Wow, that is big. Stephanie talk, talk to us about your virtual imp, footprint and how big is the location. How many data centers? What's the footprint? >> Well we have two data centers, one of them is in Indianapolis which is my home. It's one of our larger campuses, we call it Indiana University Purdue University, affectionately IUPUI. There is a data center there but our larger data center is at the flagship campus which is in, Bloomington, Indiana. >> And, to support 100,000 plus people and, you said at any given second, 200,000 devices. How have you designed that Virtual Integral Structure to enable access to students, faculty, et cetera and employees? >> So from the network perspective we have several network master plans that have rolled and we're in our second 10 year network master plan. And, the network master plan is designed to continually upgrade the network, both the physical network, the infrastructure, and the wireless network. In our last 10 year budget for that was around $170 million of investment just to support the network infrastructure. And then, Stephanie rides on top of that as the Virtual Platform with Citrix to deliver the images anywhere on campus, whether it's wirelessly or whether it's connected via network connection. >> Yep. >> So seven campuses is already a bit. If you ever look at a map, Indiana sits right smack dab in the middle of the country. It's a big space, right before we hit record, we were just talking about that drive up I-65 from Indianapolis to Chicago is just, a lot of rural area and, I'm sure part of your mission is to make sure technology and education is accessible to everyone in Indiana. Talk to us about the challenges of getting connectivity and getting material, virtual classrooms to those remote areas. >> Yeah, that's really one of the major strengths of our partnership with Citrix. They are really the premier remote solution connectivity offering at Indiana University. So, we built our Citrix environment to encompass everyone. We wanted to make sure we could have enough licenses and capacity for all of our 130,000 faculty, staff, and students to use the service. Now do they all show up at the same time? No, thank goodness. >> Thankfully. >> But we do offer it to everyone which is, I found, in the education arena, very unique to Indiana University. Another thing to have the consolidated IT and then to be able to offer a service like ours to everyone and not just restrict it to separate pockets of the university. With that, we've been able to then extend, offering of any application or something that you might need for a class to any of our other remote locations. So, if you're a student who is working in or lives in rural Indiana and you want to get an Indiana University degree, you can do that without having to travel to one of our campus sites or locations. We have a very nice online program and just a lot of other options that we've really tried to offer for remote access. >> So Citrix has really enabled this, I think you call it the IUanyWare, Indiana University Anywhere Program. >> Yeah. >> Tell us about opening up this access to everyone over the time that you've been a Citrix customer how many more people can you guesstimate have access now that didn't not too long ago? >> Yeah, I think initially, and Matt would probably know more before me, before I even came on the scene, I believe that the original use case was really just trying to extend what we were already doing on premise in what we call just our Indiana University lab supported areas. Right, so just your small, like the old days when you would go to your college campus and you go into your computer lab, we just really wanted to virtualize, or expand, the access to just those specific types of apps and computers. And that was an early design, since then over the years we've really kind of, just really expanded. Really use the Citrix platform to redesign and distribute how we deliver the applications and the virtual desktops. So, now not only do we service those students who would normally come onto the campus just to use your traditional computer lab, we do a lot of specialty programs for other schools. Like we deliver a virtual desktop for our dentistry students, they actually use that whole platform in the dental clinic to see real patients our, third tier, third year doctors do that. We also replicated that same thing and do it in our speech and hearing sciences for our future audiologists. We have certain professors that have wanted to take the particular course that they're teaching and extend it to different pockets all over the world so we might host a class from Budapest or Africa somewhere else, wherever that faculty and staff has resources that they know they need to get to and their content already virtualized. We work to make that happen all the time. >> That's, a lot of what you just said is first of all, initially, maybe before Citrix being able to provide support in the computer labs for your maybe seven core campuses, now you're giving 130,000 plus individuals anywhere, anytime access. That is, the X multiplier on that is massive. But you're also gone global, it's not just online, you're able to enable professors to teach in other parts of the world, where it was before it was just people that were in Indiana. >> Right. >> That's massive. >> And you're just limited by the network. So that's the only drawback when you go to the rural areas way out, you're just limited by the network. The initial program was really, really thought of as a cost saving measure. We were going to put thin clients out, we wouldn't have to do life cycle replacements for desktop machines that were getting more expensive and more expensive 10 years ago, and now the way that we look at it is IU wants to provide services across the breadth of the organization, and make those services at no additional cost. And open to everybody. Open access to everybody, the AT desktop, for example is one of, Stephanie is, the brainchild behind the AT desktop. Took three years of dedicated hard work to create an environment to support the visually impaired. >> Talk to us more about that, because that was part of the video and that captured my attention immediately. What is AT? >> Accessibility. >> Technology. >> Technology. >> Accessibility Technology. >> Accessible, is it Accessible Technology? >> Accessible Technology. >> Yeah, I always get that wrong. (laughs) >> So, hundreds, thousands, and not just those that are sight and hearing. >> Right. >> Yeah, so one of the things that I think was, it's just a wonderful thing about working at a university, we're able to buy software licenses in a big quantity, large quantity right, because we have that kind of buying power. Software that I normally never would see or get access to even in my private sector, I've been a Citrix engineer for a long time, but when you come to a university and then you're selling or you're getting licenses for 50, 60, 70, 80,000, you get to see some of these products that you don't normally, as a regular consumer, (laughs) you like it but you know you can't really afford it. So, with that when we started looking at all of the different applications that they could buy in a large quantity site license way we thought oh my goodness, let's virtualize these and make sure everybody gets access to them. And the ones that were really attractive to us were the ones for the visually impaired. Sure they're a niche and they're very, very expensive but we thought let's just try it. We'll see how well they perform in a virtual environment and with our Citrix infrastructure underneath they performed quite well, plus the apps have evolved a great deal over just the last four years. So, we were really proud to offer our virtual desktop to our blind students. We had to work really hard to make sure that the speech recognition software was fast enough for them. It turns out that blind people listen to speech really, really, really, really, really, fast and so we had to make sure that we kept our platformer working on it, to keep it sped and updated so that it's usable to them, right. Seems functional to me, but they, it really needed to be like, 10 times faster. After I found that out, after even shooting the award video and spending even more time with them I thought, why did you guys tell me it was slow to you? But yeah it's been an honor, really, to be up for that award but to work with those students, to learn more about their needs, to learn more about the different applications that people write for people with all disabilities. I hope we can do more in that space. >> So the young man, in, at IUPUI. >> Yes. >> I don't remember his name. >> Chris Lavilla. >> Chris. >> Yes. >> So share, just quickly about Chris' story. >> If, he watches theCUBE I hope he's listening 'cause I think he's kind of remarkable. >> I think this'll really put some, a little bit of icing on that cake because you're taking an environment and you're empowering a student to do what they want to do, versus what they are able or not able to do, so Chris' story is pretty cool of where he wants to go with his college career. >> Yeah, now I won't say he a big proponent user of the virtual desktop because he's just so advanced, he's like way beyond everything. We're learning from him, but he is Indiana University's I believe I'm saying this right, very first biomedical chemical engineer who is blind since birth, completely blind, yes. >> Wow. >> He is, and he's quite a brilliant young man and we're lucky to have him be our, he will test anything for me, and Mary Stores, who's featured in the video Chris Mire, he's also featured in the video I got to remember their names, I mean, it's a whole, I'm lucky to have a whole community of people that will. Yeah, they know, we want to be there for them, we don't always get it right, but we're going to listen and keep trying to move forward, so. >> But, if you kind of think of, even a what, a year or two ago, not being able to give any of this virtualized desktop access to the visually impaired and how many people are now using it? >> Well we open it up to everyone. We have hundreds and hundreds of users but we know not everyone who uses it is blind. People can, you can use it if you want it or not. We don't really understand why some people prefer to use that one over any other but it does have some advantages, there are different levels of sight impairment too, as I've just been educated right. There are some people who are just at the very beginning of that journey of just losing their sight so, if that happens to be someone that we can extend our environment to it's probably better to use it now and get really familiar with that as you transition to losing your sight later in life, I've been told so. >> So you asked a little bit about the scope of the AT desktop, so I'll layer on a little bit of the scope of IUanyWare. Last year around 65,000 individual unique users over, well over a million logins and-- >> 1.4 million. >> 1.4 million. And the average session time was around 41 minutes. >> That's long. >> So. >> Yeah. >> Our instructors teach with it, our clinicians treat people with it, we've built it to house electronic protected health data. >> So HIPA compliance, got to be critical, right? >> It meets the HIPA standard. >> Right. >> Because you can't say compliance anymore because you can't be compliant with a standard. (Stephanie laughing) They've changed that wording several times in the course of the year. >> We know this. >> So, and we are very familiar with meeting the HIPA standard, we've been doing that for about 12 years now, with, where I came from was the high performance computing area of the university so that's my background that I. >> So, one thing we didn't get a chance touch on, 200,000 devices. We're at Citrix, Citrix is a Microsoft partner. Typically when those companies think of 200,000 users they think for profit, this is a niche use case for 200,000 users. Obviously you guys have gotten some great pricing as part of being an education environment. What I would love to hear is, kind of the research stories because the ability to shrink the world, so to speak high HPC, you're giving access to specialized equipment to people who can't get there normally, you have to be physically in front of GPUs, CPUs, et cetera. What other cool things have been coming out of the research side of the house because of the Citrix enablement? >> So, this is cool I mean. >> You got to, got to. (laughs) >> Right, so one of our groups, Researched Software and Solutions stole the idea from Stephanie to provide a research desktop. >> Borrowed. >> Borrowed. >> Imitation, highest form of flattery, Stephanie. >> That's right, absolutely. So what we've done is we always continually to try to reduce the barriers of entry and access. Supercomputing before, you had to be this tall to ride this ride, well now we're down to here. And, with the hopes that we'll go down even farther. So what we've done is we've taken a virtualized desktop, put it in front of the supercomputers, and now you can be wherever you want to be, and have access to HPC at IU. And that's all the systems, so we have four supercomputers And we have 40 petabytes of spinning disc, 160 petabytes of archival tape library so, we're a large shop. And, we couldn't have done it without looking at what Stephanie has done and really looking at that model differently, right? Because to use HPC before you'd have to use a terminal and shell in. And now, looking at IUanyWare, that gives you just the different opportunity to catch a different and more broad customer base. And I call them customers because we try treat them as customers >> Right. >> And it helps the diversity of what you're doing so last year alone our group, Research Technologies supported 151 different departments. We were on 937 different grants. And we support over 330 different disciplines at IU and so it's deep, but it's also very broad, for as large a campus we are and as large an organization as we are, we're fairly nimble even at 1200 people. >> Wow, from what I've heard it's no wonder that what you've done at Indiana University has garnered you the Innovation Award nominee. I can't imagine what is next with all that you have accomplished. Stephanie, Matt, thank you so much for joining Keith and me, we wish you the best of luck. You can go to Citrix.com, search Innovation Awards where you can vote for the three finalists. We wish you the very best of luck. We'll be waiting with bated breath tomorrow to see who wins. >> So will we, thank you very much. >> Thank you. >> Thank you Lisa. Thank you Keith. >> Our pleasure. For Keith Townsend, I'm Lisa Martin. You're watching theCUBE live from Citrix Synergy 2019. Thanks for watching. (upbeat techno music)

>> From Orlando, Florida, it's theCUBE. Covering SAP SAPPHIRE NOW 2018. Brought to you by NetApp. >> Hi, welcome to theCUBE. I'm Lisa Martin, with Keith Townsend, and we are with NetApp in their booth at SAP SAPPHIRE 2018. Welcoming Mike McGibbney to theCUBE, from SAP. You're the SVP of SuccessFactors Service, Delivery and Operations. Welcome. >> Well, thank you. >> So, SuccessFactors, largest people cloud in the world. So you probably a little bit busy. >> Just a little bit. >> Tell us about what you're doing at SuccessFactors. >> So I'm responsible for the delivery and operation of the cloud service. So we service all of our customers and continue to introduce new capabilities into that cloud. We support them from payroll, all the way through recruitment. Basically, from hire to retire. >> So Mike, not your first cloud. Little background and history. Me and Mike have been on the, well probably one of the toughest projects, politically, I've ever been on. >> Yes, definitely. >> So there's history, but great history. We deliver success. This isn't your first cloud. >> No. >> You've built clouds before. What's fundamentally different about the SAP people cloud versus clouds you've built in the past? >> I think the speed. The way this is accelerating, both the breadth of the capabilities that we're offering when you think about the integrations into SAP, and the growth. So this is moving truly at cloud speed. The things that we're shooting for today are already past. So we constantly have to be focused out there on the horizon. We've gotta adapt very quickly. And we've gotta implement very quickly. Our customers need it to accelerate their business. And our services need that support underneath them as well. >> So you guys, as you said, have this, have this long history, so I'll let you guys chat in a minute. But in terms of customer experience, customer engagement, customer influence, that was kind of a lot of undertone in the keynote this morning. 50 million business users on SuccessFactors and 60 industries. How do you, needing to get to the speed that you just mentioned how do you get that customer feedback to drive evolution of the product as fast as they're demanding it? >> Well, so the product and engineering team have a whole system around customer engagements with delivery panels and steering committees. But from an operations side, we felt that it was important as well. We have a whole organization that is focused on engaging the customer. We built our operational centers. And we do probably about 60 customer tours a year through our operational centers. We also do about 200 customer calls from the operational team a month. So globally, we work with the pre-sales, the CEE groups, and some of the other SAP support groups, to make sure that we have boots on the ground, understanding what our customers want, understanding what their experience is, so we can continue to adjust and reset the bar where it needs to be. >> So Lisa, I'm not gonna dominate the conversation. Me and Mike can probably, we'll crack open a beer in a minute, (laughter) and we'll continue. But there's other hero numbers on the stage. Let's talk about the high level first and then me and Mike can geek out. What are some of the other Xers reveals? >> Oh, good question. I think just some of the industries. I always like to see which industries are kind of leading edge here. So he mentioned 23,000 HANA users and 25 different industries. And I'm curious, that's a lot. And I'm curious to see what some of the key use cases are that you guys are driving with helping some customers in many industries that hire to retire. What are some of the key use cases that you're helping those customers to drive? >> Well, I think we have a good presence in about every vertical, from both the public and the private sector. The suite of tools that we have, service the entire, each of those use cases. I think when you start to think about the SAP suite and the integration story that they talked about, with the intelligence and the analytics on top, that just takes it to another level. And I think that's really underlying important message. I think and that's what's gonna help, not only SuccessFactors, but SAP continue to drive and lead across the board. >> So can we talk a little bit about customer interaction? I think traditionally, you've served up infrastructures to developers directly. But a lot of cases, your direct customer may be your actual business user looking to transform digitally. Talk about the experience, the difference in experience of running the cloud that was consumed by other technologies, to potentially running a cloud that's centered on people who are thinking about people and customers. >> Yeah, that's a great question because these are business-critical activities. You think about something like learning, right? That's used to certify pilots before they can take off. So we can actually, the availability and the delivery of that service, is critical. Large amusement parks have to certify all the ride handlers. So this thing has to be available 24 by seven, 365 days a week. And that's just something like learning. When you think about some of the other facets, they are entrenched in our customers' modern business processes. And they're all critical. So when we look at these, we have to look at 'em like we used to, some of the most critical functions in the backend. So we run them like you would, from an operational perspective, like a bank, okay? With that resilience, those practices, that focus. But we also have to do it at the speed of cloud. (laughs) >> I was just gonna ask that question. You have two competing episodes. You know, I like to, well, people. Well, SAP process is 70 percent of the transactions in the world. It is called, has been called, the cash register of the cloud. It is the ultimate system of record. Therefore, it should never be touched. However, we have to move fast. We have to digitally transform their commercial entities that want to build cool new applications on Fiori, et cetera. There are other business integrations. How do you weigh those two, what seems like competing interests? >> I think Bert laid out the data strategy and how we're gonna integrate the data across the suite. And that's gonna be the key, right? Instead of integrating and porting to, we're gonna have single sources of data where data is gonna reside. We're gonna use that as a system of record, as the suite evolves. That'll give it the data integrity that it needs, also the performance and integration perspective. >> So we're sponsored by the data driven company, NetApp, who is powering one of the most powerful data platforms on the planet, SAP. Talk about the relationship and importance of NetApps, NetApp vision in supporting your vision. >> So NetApp was here at SAP long before I started, but I have a, probably a 20 year, probably 17 to 20 year history, with that app. And you know, data is critical. The storage, the access, the performance. And they've been a critical part of almost every architecture I've worked on today. Rock solid performance, rock solid reliability, but more important to me, is the partnership with the company, and the support that we get. Not just on the stuff that we're doing today, but thinking about how we're gonna change in the future, and supporting us as we evolve, and helping us plan and think through that as well. >> One of the things that Bill talked about this morning, as well, is getting to this 4th gen of customer experience. That these expectations, we've talked about speed. That it's, everything has to be done yesterday, right? How are you guys working with NetApp delivering that 4th generation customer experience, internally and to your 50 million business users? >> Well, I think you touched on bits and pieces of it. It's a whole suite of-- It's a whole program of plans, right? Between Fiori, you know, all those things in the front end, where the customer touches. But in the backend, it's about speed and reliability to their data, right? So our architectures are getting simplified. Our data's getting condensed. We need the compliance pieces and that's where NetApp kinda play a core role in, in those pieces. >> So back in traditional infrastructures and operations, we could tell speeds and feeds as one of the best features of why you should use one service over another. As you describe the way, everyone expects speeds and feeds. What are some of the value props or KPIs for your new environment? >> So, we've really shifted. So one of the things that we've done is we've actually added operational intelligence. So we have basically a brain that sits on top of our cloud environment. It looks at all of the transactions. It filters out all the noise. So the speeds and feeds are part of a, now a service or a business function, that we're delivering. That metric down by itself is important. But unless you can correlate it to some business impact, or something happening, it doesn't really have the weight that it needs. >> Right. >> So now what we're looking at is we've ingested and mapped all of the business transactions. We can proactively focus on the ones. So we filter out 99 and change percent of the noise. And then we prorate the things that we need to kinda pivot and focus on. We have three global operational centers around the world. One in Budapest. One in Bangalore. And one in Reston. And then we have a global operation center that sits on the top, so the regionals sit in the region. And they look at all of that feedback from that intelligence. >> So getting those key performance indicators out of the system As I looked at LinkedIn, I looked at some of the common folks we have. You have a pretty consistent core team that support you over the past two or three different major iterations you've done. Talk through how collectively your team has looked at new innovations and operation deliveries such as DevOps. And you've changed the way that your core team approaches these challenges and the outcomes that you've been able to realize. >> So for us, it's about, you know the architecture and technology evolves. As it evolves, it makes a few things simpler. And also, introduces some usually more complex challenges. But it's mitigating risk, delivering performance and reliability, and maturing your actions. So if we do those basic things as we mature the technology underneath, we can drive that. So the team has been focused on, when we think about DevOps, we think about delivering seamlessly new capabilities, features into the cloud. How do we do that with a minimized risk, through automation, and seamless, right? So it's how we segmented the application, how we built the resilience in, how our processes understand and validate and be able to stand in if something happens. >> I'm wondering on that, from maybe a pivot is, we talk about often times, at different events. Whether we're talking about advanced analytics or data science skills gap. Or I think Bill even said like, upskilling. Think I heard that term this morning. I'm curious, as you were saying that, that the folks that you've been working with for a long time on different projects. What are some of the skills that they're able to, you may be able to enable them to learn, by being part of SAP? Is it something that helps accelerate their ability to develop even better, more competitive products? >> Yeah, so SAP has one of the best talent pools I've ever seen across. Some very brilliant people in every business line. So there's best practices that can be learned from everything that we do. All you have to do is be able to have the conversations and look around. When we brought the team in, about two years ago, we did a whole skills analyses, gap analyses, of the skills that we had. We looked at our operating model, created a new operating model that was enabling us to evolve from an operational perspective. And then put plans in place, and use the tools that we sell to help deliver development to the team. So basically, we became our own customer. We drove development of our, upskilling our existing resources, and we supplemented where needed. And we also pulled from the collective knowledge of SAP. So doing those three things, helped us really accelerate and execute something that typically would take three years in less than 12 months. >> Last question, Mike, for you. This morning's energetic keynote, we've talked about it a number of times already today. Really, I think somebody on the show earlier said, likened Bill McDermott to kind of, really an evangelist, which is really refreshing. You don't see a lot of C-levels that are that, where you can feel and kinda see their passion. The SAP has been very vocal for a while about really wanting to disrupt the marketplace for CRM. Some big news coming out today. I'm just wondering, kind of culturally, to wrap this up, what excites you about this train that you're on at SAP? >> I think that the message is electrifying. And inside of SAP, you feel that. So we've been feeling it as these bits and pieces have been coming out over the last year. So this is just a culmination of all the little pieces that we've known inside and we're able to share externally. So I'm extremely excited about where we're at and where we're going. And obviously, anytime I get to hear Bill speak, it just amplifies it. >> Yeah, that energy was really, you can feel it from wherever you were. It was awesome. Mike, thanks so much for stopping by and catching up with your old buddy Keith and me and sharing what you guys are doing with SuccessFactors. >> Excellent, excellent. Thanks very much. >> Thanks for -- Oh sorry, and thanks for watching theCUBE. Lisa Martin with Keith Townsend, from SAP SAPPHIRE in the NetApp booth. Thanks for watching. (fast tempo music)

>> Announcer: Live from Las Vegas it's theCUBE covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. >> Welcome back everyone to theCUBE's live coverage of ServiceNow Knowledge18 live from Las Vegas. I'm your host Rebecca Knight. We're joined by Raja Renganathan, he is the Vice President of Cloud Services at Cognizant Technology Solutions. I should say welcome back, it's not just welcome, it's welcome back to theCUBE. >> Thank you Rebecca. >> So tell our viewers a little bit about Cognizant Technology. What does your company do and what do you do there? >> I head the cloud services for Cognizant in the capacity of a vice president. Cognizant is a world-leading professional services company. Our objective is to help our clients to navigate the shift to digital. We have three pillars: go to market, we have Cognizant Digital Business which focuses on the user experience, data related, and we have the Cognizant Digital Operations which is predominantly a middle-office, back-end processing in an enterprise, and the third pillar is Cognizant Digital Systems and Technology which is basically modernizing the platform systems that is required to create the digital foundation. >> And you're also just this week been called a Certified Global Partner of ServiceNow so explain how that works. >> Our relationship with ServiceNow goes back six years. Today I think the ServiceNow line of business, which is under the cloud services, is one of the fastest-growing business unit for us. The key thing in any platform such as ServiceNow is the human intellectual capital. That is where we give a lot of importance. While technology is created by ServiceNow, someone has to go execute and implement the technology. So that's where we spent time and started hiring people, re-skilling the people, and then getting certified across different facets of what ServiceNow recommends as a part of their education system. So today we have about 850 plus certified people across the globe and we also do the delivery across our global operation centers, we also call it as RDCs, Regional Delivery Centers, we have one in Budapest, one in Phoenix, and one in Buenos Aires. So all these three centers caters to different service areas of ServiceNow. As a part of this RDC we're also adding, creating an experience zone, a ServiceNow experience zone, so when client walks in they not only see our associates working on projects, but they also get the panoramic view or the panoramic experience of how ServiceNow orchestration happens, how automation happens, how HR module works, and things like that. Because of the people we have, in terms of re-skilling and certification, we are being measured as the best overall global partner award yesterday in Knowledge18. >> Well congratulations. When you were searching for these people, as you said you had to so a lot of hiring, what were the kind of skills you were looking for when you were trying to find the top talent? >> If you look at Cognizant as a 265,000 plus organization we know the art of hiring people. >> And it is an art, it absolutely is an art. >> So our approach is, one we go to the campus, hire the fresh grads in all of the campus. If you look at of late the kids that are coming out of the campus, they are pretty smart in the sense of they come with the latest digital technologies, artificial intelligence, machine learning, natural language processing understanding, and things like that. So we take them and then we, within 30 days, we completely format them for ServiceNow. This is one approach. The second approach is we go to the lateral market and we hire and we bring them up to speed on the ServiceNow-related technologies. The third option is, with 265,000 people we have, the raw material is inside Cognizant, so we take people from other business units, other domain and then try to format them and to do that. But of late what we have started, especially within the U.S. footprint, is we go to all the community colleges and also we go to all the veteran's associations, those type of organizations and we hire them. So if you look at our Phoenix RDC, I'm proud to say that it is a woman-powered delivery center, when it comes to ServiceNow, with a pretty good mix of veterans. So these are the different approaches we use to hire people towards the ServiceNow practice. >> And they've been successful. >> They have been successful and if you look at how long can they continue in ServiceNow 'til they retire? No, so we do job rotation, every three years we give them opportunity. I have a unique advantage since I run the cloud services. I always rotate my people from ServiceNow to go to Amazon or to Microsoft as you're in different technologies every 24 to 36 months we do the job rotation. In that way I think I'm managing my retention well. >> So we know that the role of IT is really changing in so many organizations around the world. What are you hearing from customers, what are their pain points? What are the challenges that you're trying to solve? >> I think that's a great question now, Rebecca. We are in a very interesting time. The customers have a tremendous problem in their hand because they need to stay relevant in their business because business models are changing and if you look at for a retailer, the competition is not from the same industry. Similar for a pharmaceutical company, the competition is not from the same pharma industry. Everybody wanted to know, a pharma company wanted to know why Google is hiring 100 physicians. So the disruption is going to happen not in your industry, outside your industry. So that is the biggest challenge. The second thing is they need to continue to reinvent their business model. They cannot operate. We are hearing many stories like a lot of regional stores are closing because they didn't stay relevant to the business, to the customers. The third thing if you look at, let's take healthcare industry. Typically patients expect, historically, they were asked to maintain their prescription and medical records, but today in the new age patients are expecting the hospitals to manage everything because keep the data and intelligently apply the data because data is the new fuel or new oxygen, whatever you want to call it. >> Fuel, oxygen, one of those analogies. >> Data is going to play a critical role for any business. So every business is looking for how do I take the data and apply it intelligently? In the process how do I elevate experience? When I say experience it's both customer experience and also employee experience. So that's why if we look at, going back to the purpose of ServiceNow when John Donahoe was presenting in the keynote, he said, "We are in the world to make people's work better." The work is basically the experience. So we know about all the digital, every client is adopting the digital because of the advent of the cloud and the technologies around the AI, machine learning, et cetera, everybody is having a clear chatter of the digital transformation chatter as a part of their enterprises. So that is where we, companies like Cognizant, we go to them and then help them in truly being digital, how do you get there. That is where technologies like ServiceNow plays a critical role. >> And so it is the mission of ServiceNow, and it sounds like also the mission of Cognizant, to make the world of work work better for people. So give me some examples of ways that you are creatively solving employee headaches. How are you making the world of work better? >> I'll give a couple of examples. To start with, for a leading manufacturing company there are a lot of equipment dispersed across the field so we use IOT technology, sensors, and we collect the data, and the data gets analyzed and then we give a dashboard to our customers. When I say customers, the chief customer support officer, he or she can look at the dashboard and send the technician for evaluate it Imagine if the cloud was not there and moreover we use ServiceNow as a platform to do all the orchestration. If the cloud was not there, if products like ServiceNow was not there, this could have been a humongous task, but we are helping the problem for the customer. Today, with one click, the chief customer support officer can know which machine is giving which problem, accordingly dispatch a technician. This is one example. The second example is we are helping some agricultural companies where, in fact this came out during our hackathon, which I'll talk about you a little bit later, all this agricultural farms, the lands are there. When you wanted to grow something, you also need to know everyday what is the moisture of the soil, what is the temperature, et cetera. So we apply IOT technology and then collect the data and use ServiceNow dashboard to give it back to the customer. These are all real-time problems the customers are facing. There are so many examples, but if you look at most of the solutions and the outcomes what we give to the customer, it's all triggered by our innovation. So we are the only company, I can proudly say, conducted three hackathons with ServiceNow. When I say hackathon, all the people are put under one room and ideas were given and end of the day you'll get 100 plus ideas. Recently we did, about a month back, we did a global hackathon. First time we wanted to try India, three continents, seven cities, India, Budapest, Phoenix, 20 hours of continuous time. We generated about 115 ideas. Out of the 115 ideas, I think we are going to come with certain ideas and then put that back into ServiceNow app store. We have close to six plus apps already running on the ServiceNow store, now our plan for the next six months is to add another about 10 plus apps onto the ServiceNow store. >> That is the other questions that that begs. Are hackathons the best way in your mind to spark energy and innovation and creativity? >> Especially with the millennials. The millennials, yes definitely because they don't want to very mundane, routine work. They want a challenge, they are asking for challenge. So this hackathon is one of the ways to keep them happy. Because the future of workforce is changing with millennials coming in. And the jobs, they're also expecting, even in my team people wanted a change every 12 months. While we need to address our customers, we also need to take care of their expectations also. >> Let's think about the future a little bit now. What do you see your customers' future demands and where do you see Cognizant and ServiceNow being able to provide solutions to the problems they don't even know they're having. >> Right, right. So digital is the heartbeat. When I say digital is the heartbeat, the outcome is all about experience because if someone asks me, digital is not technology. Digital is all about experience so in order to give that experience, customers wanted multiple technologies, they wanted to reinvent, rewire, rethink their business models. So that is where we wanted to go as a Cognizant. For example, if you take ServiceNow, if you're taking that platform to them, how can I digitize your enterprise process, digitize your entire workflow and create automation, et cetera and then bring a collaborative work environment within your ecosystem. So this is what they are expecting. Nobody wants non-value add, mundane task, everything they want to get operated in an automation manner. That is where we are helping, basically anything that changes the experience, or pave a new way to the experience, that is where we at Cognizant we are constantly reinvesting on people, process, technology, and then taking that back to our customers. >> That's a great note to end on. Raja, we'll look forward to seeing you again at Knowledge19 next year. >> Thank you, definitely. >> I'm Rebecca Knight, we will have more of theCUBE's live coverage of ServiceNow Knowledge18 in just a little bit.