(upbeat music) >> Welcome back to theCUBE's continuous coverage of AWS re:Invent 2021 I'm Lisa Martin. This is our third day here on set We've got two live sets, two remote studios, over a hundred guests on the program and a lot going on with AWS and its ecosystem of partners am pleased to welcome back one of our Cube alumni, Buddy Brewer, the GVP & GM of product partnerships at New Relic. Welcome back, Buddy. Good to have you. >> Thanks it's great to be here >> Great to be in an in-person event isn't? >> No kidding it's really amazing to see everybody out here and after spending so much time on zoom calls, we had a lot of really great moments among the team and the booth playing the game of seeing if people's height matched up with >> (laughs) >> What your expectation was because so many of the people we work with >> Never mind. >> We've only known over zoom. >> Yes ,and zoom has been a savior for all of us we've been doing so much recording on zoom at the same time it's great to be here in person and seeing what a safe job AWS has done with getting I from hearing upwards of 30,000 people in here that are here in person. So talk to me about you lead the technology partnerships at New Relic. Talk to me about your role, and then we'll get into the partnership with AWS. >> Yeah, absolutely. Well, you know, the point about zoom, it's fascinating. Like you said, that just having the ability to communicate with people has been such a key enabler of being able to make progress and to continue to lead our personal and our professional lives despite the pandemic I mean, imagine what it would have been like if this had happened 10 years ago, even, but certainly 50 years ago >> Right. or something like that, right? Like everything would have ground to a halt and technology took on such an amazing, you know, critical role in allowing us to do all of these things and so at New Relic, we're all about helping people make sure that all of this software works correctly. And so observability helps people understand the detail level about everything from the front end, the end user experience to every single piece that happens along the path of delivering that experience all the way down to the infrastructure into the network. But my role at New Relic is also to help all of the other tools that software developers use every day to create those experiences that they connect into their observability platform so that they can understand all of those details and make sure that people are able to continue doing things that have become really so basic to life like ordering groceries or getting food, or, you know, communicating with a loved one over something like zoom. >> Yeah the things that to your point, if this had happened, you know, five, 10 years ago, it would have been a completely different story. We've been able to function really well and one of the things too, that, you know, I noticed yesterday and today, you probably did as well with the plethora, typical AWS the plethora of announcements, the amount of innovation that's going on, the customer flywheel that we've just seen this acceleration of technology and what it's enabling, but the observability portion is really key you talk about, you know, the developers need to the whole SDLC they need to be able to understand exactly what's going on because at the end of the day, whether it's a consumer or an enterprise of the other end of the spectrum, we need to know exactly what's going on because people's patience is far thinner these days the pandemic showed is that there is really no having access to real-time data. Isn't a luxury anymore it's really a necessity. >> Right, yeah, absolutely. >> Talk to me about some of these so a lot of announcements coming up from AWS, you guys talk to me about the partnership, what you guys are doing there. And some of the things that are exciting on that front. >> Yeah, AWS is a really key partner for us. We're big users of AWS ourselves for our observability platform and all of our infrastructure and, you know, we've had our own journey as a 13 year old business that started out pre cloud and moving our own infrastructure to the cloud. And then along that journey, we've worked closely with AWS and we've built a lot of joint solutions to help people who are moving to the cloud themselves or who are cloud native to understand all of the details about what's happening in that software so we have over 60 different integrations to all of the different tools with Amazon that you can use on the cloud from data storage, to EKS on Fargate and all of that stuff. And then we recently announced a five-year strategic agreement with Amazon to make it even easier for customers to adopt New Relic if they're building in Amazon AWS and so you know, we're in their marketplace, we have an offering for startups, for people who are just getting started that, you know, provides really simple and fast on-ramps with discounts and things like that. That's all designed to help people, software developers in particular, focus on what matters most to them, which is building great experiences for their customers. You know, you mentioned that the SDLC and this is one of the things that, you know, our mission at New Relic is to make observability a daily data-driven habit for developers across all phases of the software delivery life cycle. The problem with observability and how it's used today is that it's only used in the run phase by most people they use it when the software is on fire to put the fire out we believe that, that telemetry has tremendous strategic value in the plan, build and deploy phases of software development as well. And so partnerships like AWS allow us to unlock the accessibility of that data across all of those different phases for people who software developers are as a result in many ways that the things that we were talking about earlier with the expectations that the pandemic has placed on how software has to work, it's not an option they're busier, they're under more pressure than they've ever been before and so we want to help them relieve that pressure with tools that help them do their jobs better. >> Relieving that pressure is key there is so much pressure on developers I mean, these days from observability to security and that sort of thing, but it sounds like one of the things that you're also fundamentally doing is really shifting that observability left and helping them from a cultural perspective, it seems like almost a shift, but you're trying to make things easier for them giving them more tools and to unlock what they're not seeing right now. >> That's right and you know, the interesting thing about it is everyone realizes that observability is critical to, you know, successful software businesses so for example, we did a survey recently of 1300 software developers and IT decision makers and executives, and found that among the C-level executives that were surveyed 80% of them expected to increase their observability budget and 20% of those expected to increase it significantly. However, that same survey found that a very small percentage of those who we actually surveyed feel that they have a mature observability practice today. And when we unpack the reasons why in the survey, we found that most of them reduce down to basically this issue of they just don't have enough time to instrument all of the software, especially in a world where the shift to the cloud has driven a change in architecture where monoliths have been torn down and replaced by hundreds, or may be even thousands of microservices. >> Right. >> And we're in an era now where if observability isn't really, really easy and incredibly fast and simple to execute on then software developers can no longer instrument fast enough to keep up with the pace of the software that they're delivering and so what that leads to is visibility gaps, visibility gaps lead to poor customer experiences. And so what we're trying to do, and we've been on this massive simplification of our own platform to make it, you know, incredibly cost-effective at just 25 cents a gigabyte for ingestion and really simple licensing seat based licensing, where you get access to all of our tools to make it really simple and to take simply minutes to get observability on all those different pieces. >> If simplicity is a word that we throw around a lot, but it's really critical element and it's interesting to understand how do you actually facilitate that? You talked about, you know, kind of the 80 20 rule there. >> Yeah. >> A lot of the organization's not on that maturity curve with observability, how does New Relic and its ecosystem of partners like AWS how do you help have those conversations within organizations in any industry tell them, understand how you can actually simplify that and unlock that visibility, knowing that it's not only a matter of software development, but it's a competitive differentiator. It's also something that can damage a brand if they're not top of it. >> Yeah, we launched a re-imagined version of our partner ecosystem really our entire integration ecosystem about six weeks ago on October 13th called New Relic Instant Observability. And one of the central goals of New Relic IO, which we call it for short is to make it take just like five minutes for people to instrument something. So in the old way, what people had to do is if they wanted observability, they had to go learn about an observability vendor then they had to go install it, figure out how all that works and then they could get to solving their problem, which might've just been simply instrumenting a Kafka you know and so what we want to do is just keep people in that mode if all you wanted to do is instrument Kafka, then go find the Kafka instrumentation tile on New Relic and observability and then there's a guided install process that takes you through that and at the end you've instrumented Kafka and if you want to add something else like EKS Fargate from Amazon, or if you want to add something else like a Java service, you can simply click more of those guidance installs and add within minutes in an incremental way without having to stop and do a whole vendor evaluation to do so in fact, one of the other things that we launched recently is a free tier that's free forever. So there's no trial process or anything you don't have to put in a credit card if all you want to do is instrument this one thing right now, you can go through this process provision a free account you get access to all of our functionality for one user and ingest up to a hundred gigabytes of telemetry data for free within minutes. And so what we're trying to do is take all of that adoption friction out so that people aren't fighting with their instrumentation so much, and again, they can get back to doing what they really want to do in the first place, which has built great experiences for their end users. >> Great experiences for the end users but that translates to employee experience that translates to an end user customer experience, which translates back to brand reputation. I'm just wondering, you know, you're focused on the developers and we've been hearing a lot about the last two and a half days, a big focus on developers has observability kind of escalated up and its evolution up the stack within organizations is this a C-suite concern? Is this a board level concern? where does this fit now? and what's the vision of New Relic to deliver on that? >> With observability? >> Yes. >> Yeah, 90% of those in the survey that I was talking about felt that observability was not just a tool that they needed to use, but strategically critical to their business and, you know, this goes back to, as we know, and especially as a result of the intensity on the importance of software coming out of the pandemic, your digital business is your business these days. And so if you don't understand what's happening in that software and you can't move quickly, then you know you're really in trouble in terms of trying to succeed in a highly competitive environment and that goes back to again, one of our core beliefs is that all of this telemetry data that people have been collecting about how their software operates is so useful in contexts outside of just when there's a problem in production. Imagine if you could take that information and you could actually put it inside the IDE, which is something that we did with a recent acquisition of a company called CodeStream. We can take this telemetry data and put it inside the IDE so that as developers are writing the software, they know where those issues are. You can click straight from a stack frame, for example, inside of our, where we show all of our errors in a capability called Error's inbox and shoot right into your IDE and go see where the line of code is that caused that error, shortening that feedback loop and unlocking this really big investment that a lot of companies make in telemetry data earlier in the software life cycle, we believe is the future of observability and we want to help people get there. >> Well, the observability is really key for organizations these days because we've been hearing every company these days has to be a data company. >> Yeah. >> And it's one thing to say that it's a whole other thing to be able to implement it and observability is absolutely critical to that as being able to take that data and apply it in different contexts to really enable that business to be digital which is absolutely table-stakes these days to be successful and to deliver that customer experience ultimately. >> Yeah. >> That's what it all do. >> Yeah, absolutely. And you know, the other thing is really hard about this problem when I talk with our customers and we found this in the survey as well, is that, you know, software developers, don't just use one tool to create software they use a lot of tools in fact, 13% of those that we surveyed use 10 or more tools. >> Whoa. >> Just for the observability piece. And so, you know, obviously we're always trying to expand organically what we do inside of our platform to cover more and more use cases, but an equally important part of our strategy, if we really want to make observability a data-driven daily habit for people is to find all of those other, you know, really well-built amazing tools that those developers use and find valuable ways to integrate with them. And so that's the other part of our ecosystem that we've built out is this ability to take all of the other tools that you use and wire them into New Relic so that, for example, if you're using, let's say Lacework for security then you can, you know, if someone's installed a Bitcoin miner on your infrastructure somewhere, you can quickly navigate because of that integration from a poor customer experience through the infrastructure that's suffering may be with, you know, a lot of memory pressure, and a lot of CPU being used for this Bitcoin miner and then find out that, you know, through the integration where the miner was installed, how it got installed so that you can remediate those types of issues and connecting those pieces together, making software truly interoperable is another thing that's really critical to our mission at New Relic. >> It is critical to not only to the developers, but to the organizations and their success as businesses these days Buddy thank you for joining me, talking about what's going on at New Relic What's new, how you're really empowering those developers and all of the downstream positive effects that, that leads to we appreciate your time. >> Thank you ,thanks for having me. >> All right, you are Buddy Brewer I'm Lisa Martin you're watching theCUBE, the global leader in live tech coverage. 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>> From New York City It's theCUBE covering, New Relic FutureStack 2019 brought to you by New Relic. >> Hi I'm Stu Miniman and this is theCUBE's coverage of FutureStack 2019. Happy to welcome to the program, first time guest, Buddy Brewer, who's the GVP and GM of client side monitoring with New Relic, going to talk about customer experience and especially the digital customer experience. Buddy, maybe explain for audience who may not know client side monitoring tell us as to where that fits in to the entire picture of new relic. >> Yeah for sure great to chat with you Stu. You know client side monitoring for us, is the part of our observability platform that extends all the way out to where the user actually is. So people think of New Relic as this really great platform for understanding everything that is going on in the application logic, and the servers, but our client side monitoring does is extend it all the way out to the phone that is in the consumers hand or the laptop that's right in front of them. >> Stu Miniman: All right so obviously there is a direct connection between that and that digital customer experience. Maybe explain some of the challenges there and how new relic is helping to work on solving those. >> Yeah you know, digital customer experience is all about collecting and understanding the relationship between two different types of data. There are the technical metrics, all of that information about how long people are waiting, latencies and pieces of the software everything from how long it takes to connect to the server, how long it takes to build the response to the web page, Deliver it, render it, all that stuff. There's lots and lots to collect on the technical side. But the other half of DCX is the personal side, the human side. The person who is on the receiving end of all that stuff, how's it affecting their behavior? How long are they spending on the site? Are they buying? Are they clicking on a second webpage? Are they engaging in the game? Are they booking that travel reservation? And so collecting all of those business metrics, and then collecting right next to them all of the technical metrics and bring that back in a way that you can understand the relationship between those two things is what DCX, digital customer experience is all about. >> Yeah it is fascinating the expectation that we have today in 2019 is so different then the past. It used to be like "Okay, I know if a website doesn't load in this long, they are going to leave me" But you know what are those expectations, what is that ultimate end user. What is a good customer experience for them? >> Buddy Brewer: Yeah it's changing all the time, and it changes depending on what part of the world people are in, it changes depending on the type of device and this is why it is important for customers to actually collect the information and understand their relationship with their customers. It's really hard to put a single number on it. Because what's true for a commerce site, might not be true for a media site. What's true for a site in Australia, might not be true for a site in The Americas, or in the UK. There are certain patterns that certain people have seen, Google had a statistic out awhile ago that said that over half of people will leave a mobile site that takes longer than three seconds to load. And so there are some patterns out there, but a big belief, for us, is that one of the most important relationships our customers have, is the relationship with their customers. That is why it is so important for them to collect their own metrics around how long people are waiting, and how that waiting is affecting their behavior. >> Stu Miniman: Yeah, so it seems obvious that you know having data to back up what's going on is important. Bring us inside a little bit the importance of monitoring in this space though. >> Yeah, absolutely and this is why it's so important. We are so excited to be talking about our observability platform that we have here today at FutureStack. The fact that it's open, you can bring all of this information in. We've got all of this agent technology that collects things about what's happening in the servers what's happening in the info structure, information that's happening on the client side. As well as this ability to absorb information from third parties, then connecting it all together to give you that context. So there is the context that is being solving problems from the front end to the back end of the application stack. There is also the context like we were talking earlier, the digital customer experience. The connection between the technical metrics and the human metrics, and how they are actually experiencing the application. And then making all of that stuff, the connected stuff, programmable. So then our customers were the first observability platform that you can actually build applications on top of. And so we've released twelve of those today that folks can use. It's going to continue to expand, and it's something that our community can contribute to, our customers can actually take our visualizations, and our analytics and customize them to do exactly the things that they need to do. >> Stu Miniman: All right, Buddy observability is still a relatively new term for a lot of people. Help us dig down, you actually did a blog post even, about, you know, the principals of observability and modern applications. What, how should customers be looking at observability and how do they sort between you know, what is a good solution versus, you know, an okay solution? >> Buddy Brewer: Yeah, well there are some really important pieces that we think people need if they want observability about what's happening in their application. It starts with getting all of that information in one place. You know we have this really fast database, in our DB that store all of the telemetry that we collect on behalf of our customers. And it's getting larger and larger as we continue to open that up to things like these third party data sources. Then there is context that is really important to layer on top of that. Bringing the information together in ways that start to make sense out of those little individual pieces. One of the things that we found though, is that our customers are running applications that are so complicated, there is so much going on in these applications today, that even with the context there is still forty or fifty things that are happening at the same time when a customer has an issue. That's where our applied intelligence, which is another piece of what we are launching today at FutureStack, comes into play so that you can take those things and condense them down into smaller more manageable related chunk of information that folks can act on and fix their applications. >> Stu Miniman: Yeah, it was actually really impressive to see, you know, in the demo this morning, being able to poke through and get meaningful results off of tens of terabytes of data. In, I would say, much faster than I can run a report on the industries leading CRM tool where all of our customer data lives today. So you know, pretty interesting stuff is to how you can enable customers and it kind of almost will change the expectations as to what a good experience is like. >> Yeah that's right and you think about how there's that use case of things where normal and then they got bad, and so you logged in and diagnosed to get things back to normal. And having that speed, that ability to get that information quickly is really key there. There's also a whole other use case, this is the digital customer experience user case, where things are normal, but we want our customers to be able to play offense with software. To be able to take what's normal for them today, and to get better and better and better in ways that drive better business outcomes for them and allow them to compete and win in a space where, consumer expectations are just getting tougher everyday. >> Yeah, you know always look at there. How can, how can you just, you know, exceed what customers expecting and give them so that they will, you know, love your solution even more because you gave them more than expecting? How's New Relic helping customers, you know, move along that journey. >> Yeah, you know nobody likes to be kept waiting. At the end of the day the customer always has a unified view. So we want to give our customers, the consumer always have a unified view, we want to give our customers the unified view with all of the details. So that they can deliver a better experience for their customers. And it has to do with, again like I was saying collecting the technical information, also collecting the information about how that's affecting customer behavior and then looking at those two things next to each other in context. So that they can see how one affects the other. >> Stu Miniman: All right so, Buddy give us some of the outcomes that customers will see based on the announcements, today at the show. >> Buddy Brewer: Yeah so for the customer experience, one of those programmable pieces that we launched is this really simple application that you can just drop in to New Relic and it shows you right away the difference between engagement when people are getting good experiences, versus when customers they are getting bad experiences. And when we show this to people often times they are shocked. For example take a metric like bounce rate. What's the likelihood that someone who comes to your site is going to stay on your site? When people think about it, usually they are thinking about it in aggregate, across the entire site. But when you separate it out into the good experiences, and the bad experiences, maybe you've got an overall bounce rate of forty-percent, but when you give those really fast experiences to your users they are only bouncing at twenty-percent, so they are twice as engaged. Then conversely the folks who are getting the bad experiences, because let's be honest on any given day, websites are, you know delivering good and bad experiences to different groups of users, that bounce rate might be seventy-percent. And when you see the disparity between these two things it's a motivator to action. Now what's really important after that is that you've got the data underneath so that you can actually do something about it. And that's where this end to end observability platform that collects all of the information from the front end to the back end is so useful. >> Stu Miniman: Yeah, I have to think that it's pretty powerful not just for the customer experience, but I can get accountability from my partners, so where it be my ISP or my cloud provider, I can be like "Hey, uh, you promised me this response, this bandwidth and here's the data, we need to make sure that I'm actually getting what I'm paying for" >> Yeah that's right and at the end of the day what the customer saw, what our customers customers, the consumer at the end of that connection sees, is the truth. And so collecting that data, whether they are on a mobile device using an application or they are using a browser. Any of that stuff. Having that information is not only useful for internal accountability, and things that are in peoples direct control, but also absolutely, there's so many, so many third parties that people are using, to make their application's go today. >> Stu Miniman: Yeah, we know the visibility of actual data to help us not only make decisions but, inform everything that we doing is so critically important today. All right Buddy, why don't you give the final word, digital customer experience. What do you want people coming out of FutureStack 2019 here in New York City, really understanding? >> Yeah, I think that when it comes to New Relic, it's that we providing folks the ability to have exactly the view that they need of all of the data that's relevant to the performance of their application. So that they can solve technical problems, so that they can solve business problems. Because at the end of the day, your digital business is your business increasingly. The digital experience is what defines peoples brands. And so we want our customers to have complete control and visibility over all of that. >> Stu Miniman: All right, Well Buddy Brewer thanks so much for joining and sharing what's going on with New Relic and that digital customer experience >> Thanks so much Stu. >> All right, little bit more left here at FutureStack 2019, I'm Stu Miniman and thanks for watching theCUBE. [Outro Music]

>>from around the globe. It's the Cube presenting accelerating automation with definite brought to you by Cisco. Hey, welcome back. And Buddy Jeffrey here with the Cube coming from our Palo Alto studio with ongoing coverage of the Cisco Definite event is called Accelerating Automation with definite in the new normal. And we certainly know the new normal is not going away. We've been doing this since the middle of March. We're all the way to October. And so we're excited of our next guest. He's Thomas Shy V. He's the vice president of product marketing and data center networking for the intent based networking group at Cisco. Thomas, great to see you. >>Hey, good to see you, too. Yeah. Yeah. And truly running in normal, as everybody can see in our background. >>Exactly. Exactly so. But I mean, I'm curious. We've talked to a lot of people. We talked to a lot of leaders, you know, especially like back in March and April with this light switch moment, which was, you know, no time to prep. And suddenly everybody has to work from home. Teachers got to teach from home. And so you got the kids home. You got the spouse home. Everybody's home trying to get on the network and do their zoom calls in their classes. I'm curious from your perspective. You guys air right there on the on the network. You're right in the infrastructure. What did you hear and see? Kind of from your customers When suddenly, you know, March 16th hit and everybody had to go home. >>Well, good point. A. I do think we all appreciate the network much more than we used to do before on. Then the only other differences I'm really more on. Ravix calls and zoom called, but you know otherwise? Yes. Um what? What I do see, actually, is that, as I said, network becomes much more operates as a critical piece. And so before we really talked a lot about, uh, agility and flexibility these days, we talk much more about resiliency. Quite frankly, uh, what do I need to have in place with respect to network? To get my things from left to right and, you know, just 2000 east or west, as we say in the data center Right on. That just is for most of my customers, very, very important topic at this point, right? >>You know, it's it's amazing to think, you know, had this happened, you know, five years ago, 10 years ago. You know, the ability for so many people in the information industry to be able to actually make that transition relatively seamlessly. Eyes is actually pretty amazing. I'm sure there was some some excitement in some kudos in terms of, you know, it is all based on the network, and it is kind of this quiet thing in the background that nobody pays attention to. It's like a ref in the football game until they make a bad play. So, you know, it is pretty fascinating that you and your colleagues that put this infrastructure and that enabled us to really make that move with with with really no prep, no planning and actually have a whole lot of services delivered into our homes that were used to getting at the office or used to getting at school. >>Yeah, and I mean to your point, I mean, some of us did some planning. We're clearly talking about some of these thes trends in the way I look at this. Trans is being distributed data centers and having the ability to move your workloads and your access for users to wherever you wanna be. And so I think that clearly went on for a while. And so in a sense, we practice or knowing what we're prepping for. Um, but as I said, resiliency just became so much more important. And, you know, one of things. I actually do a little clock, a little little prep you for block I put out end of August around resiliency. Uh, you if you didn't, if you didn't put this in place, you better put in place because I think, as we all know, we saw her march. This is like, maybe two or three months. We're now in October. Uh, and I think this is the new normal for some time being. Yeah, >>I think so. So let's stick on that theme in terms of trends, right? The other great trend is public cloud, um, and hybrid cloud and multi cloud. There's all types of variants on that theme. Yeah, you had in that block post about resiliency and data center cloud networking data center cloud. You know, some people think Wait, it's it's kind of an either or either got my data center or I've got my stuff in the cloud and I got Public Cloud. And then, as I said, Hybrid cloud, you're talking really specifically about enabling, um, both in inner Data Center resiliency within multi data centers within the same enterprise as well as connecting to the cloud. That's probably counterintuitive for some people to think that that's something that Cisco is excited about and supporting. So I wonder if you can share, you know, kind of the market is changing. How you guys air reacting and really putting the things in place t to deliver customer choice. >>Yeah, I know. It's actually to me. It's really not counterintuitive, because in the end, what what I'm focusing on and the company's focus on is what our customers want to do and need to do on. That's really, um, would you know, most people call hybrid cloud or multi cloud, Uh, in in the end, what? What? This is really the ability to have the flexibility to move your workloads where you want him to be, and they have different reasons why you want to place them right. You might have placed them for security reason. You might have placed for clients. Reason depending on which customer segment you're after. If you're in the United States or in Europe, in Asia there are a lot of different reasons we're gonna put your things. And so I think in the end, what on enterprise looks for is that agility, flexibility and resiliency. And and so really, what you want to put in place is what we call like a cloud on ramp, right? You need to have an ability to move sings as needed. But the larger context action which we see in the last couple of months accelerating, is really this whole seem around digital transformation, which goes hand in hand. Then, was the requirement on the Teesside really do? And I t operations transformation, Right? How I t operates on. I think that's really exciting to see. And this is actually where a lot off my discussions I was customers. What does it actually mean with respect to the I t organization? And what are the operational changes? There's a lot of our customers they're going through, quite frankly, accelerated going through >>right and and automation is in the title of the event. So automation is you know is an increasingly important thing. You know, as the as we know and we hear all the time, you know, the flows of data, the complexity of the data, either the on the security or the way the networks moving or, as you said, shifting workloads around based on dynamic situations. Whether that's business security, etcetera, you too suffer to find networking has been around for a while. How are you seeing kind of this evolution in and adding mawr automation, You know, to more and more processes to free up those those, um, kind of limited resource is in terms of really skilled people to focus on the things that they should be focused on and not stuff that that hopefully you can, you know, get a machine to run with some level of >>automation. Yeah, that's a good point. And they said the Tekla and a half, you know, sometimes in my mind is really going from cloud ready, which I think most of infrastructures today to cloud native. And so let me a little expand on. This right is like the cloud ready is basically what we have put in place over the last 5 to 6 years. All the infrastructure that our customers have network infrastructure or the Nexus 9000. They're all cloud ready right now, what this really means. You have a P ice everywhere, right? Whether this is on the box, whether it's on the controller, whether this is on the operations tools, all of these a p i a neighborhood. And that's just the foundation for automation, right? You have to have that now. The next step really is What do you do with that capability? And right? And this is the integration was a lot off automation tools on. That's the whole range, right? This is where the I t operation transformation kicks in. Different customers a different speed, right? Some just You know, I used these AP ice and use normal tools that they have in the network world just to pull information. Some customers go for further and saying, I want to integrate this with extensive Deb equals some go even further and saying this is like the cloud native people saying, Oh, I want to use, let's say, redhead answerable. I want to use how she called terra form and use those things to actually drive. How I manage my infrastructure. And so that's really the combination of the automation capability. Plus, the integration was relevant cloud native, enabling tools that really is happening. At this point, we're seeing customers accelerating that. That motion, which really then drives, is how they run their I t operations. And so that's a pretty exciting, exciting area to see given. As I said, we have the infrastructure in place. There is no need for customers to actually do change something most of them have already. The infrastructures that can do this is just no doing the operation change the process, changes to actually get there >>right. And it's funny we we recently covered, you know, pager duty. And they highlight which you just talked about. The cloud native, which is, you know, all of these applications now were so interdependent on all these different a p. I s, you know, pulling data from all these applications. So a when they work great, it's terrific. But if there's a problem, you know there's a whole lot of potential throats to choke out there and find. Find those issues and it's all being connected via the network. So, you know, it's even Mawr. Critically important not only for the application, but for all these little tiny components within the application to deliver. You know, ultimately a customer experience within very small units of time s so that you don't lose that customer. You complete that transaction, they check out of the shopping cart. You know, all these these things that are now created with cloud native applications that just couldn't really do before. >>No, you're absolutely right. And this, this is like I just said, I'm actually very excited because it opens up a lot off abilities for our customers how they want to actually structure the operation, right? One of the nice things around this whole automation, plus, uh, true integration closer to integration is you actually open this up. Now, this whole automation trained not just to the network operations person, right? You also open it up and can use this for the sake cups person or for the death of a person or for the cloud tops engineering team. Right? Because the way it's structured, the way we built this, um, it's literally it's an A p I interface, and you can now decide what is your process? Do you wanna have? On what? Traditional process. You have a request number. Corporation teams executes request using these tools and enhance it back over. Or you say, Hey, maybe some of these security things I'm gonna hand over the second team and it can directly call these days a p I s right or even one step further. You can have the opportunity that the death of So the application team actually says, Hey, I got to write a whole infrastructure as code kind of a script or template and I just execute right and it's really just using what the infrastructure provides. And so that whole range off different user roles in our customer base. What they can do with the automation capability that's available. It's just very, very exciting, right, because it's literally unleashes a lot of flexibility, how they want to structure and how they wanna. We built the I T operations processes. >>That's interesting, you know, because the you know, the Dev ops culture has taken over a lot. Right obviously changed software programming for the last 20 years, and and I think you know there's a There's a lot of just kind of the concept of Dev ops versus necessarily. You know, the actual things that you do to execute that technique. And I don't think most people would think of, you know, network ops or, you know, netapp. You know, whatever the equivalent is in the networking world toe have, you know, kind of a fast changing dynamic kind of point of view versus a You know, stick it in, you know, spec it, stick it in, lock it down. So I wonder if you can You can share how, you know, kind of that, Dev ops, um attitude, point of view, workflow, whatever the right verb is has impacted, you know, things that Cisco and the way you guys think about networking and flexibility within the networking world. >>Yeah, literally. Absolutely. And again, it's all customer driven, right? Is none of this. None of this is really actually, you know, a little bit of credit. Maybe some of us where we have a vision, but a lot of this just customer driven feedback. Uh, yeah, we we do have even network operations teams comes to saying, Hey, we use answerable heavily on the computer side. We might use this for for seven. We want to use the same for networking. And so we made available all these integrations with the variety of state. Whether these are the switches, whether it's our A, C and D C and controller or our Martha said orchestration capabilities, all of these has answerable integration away. All right, The other one is you mentioned how she from Cherepkov telephone. We have integrations available and they see the request for these tools to use that on DSO. That is emotion. We're in for over a year now. And another block, actually, that's out there. We're just supposed to saying you all set what you can do on then in parallel to this, right? Just making the integration available. We also have a very, very heavy focus on on definite and enablement and training on, you know, a little pluck. And I know probably part of the segment. The whole definite community that Cisco has is very, very vibrant. Uh, and the beauty off this is right. If you look at this, whether your naps person or a deaf person or seconds person, it doesn't really matter. There is a lot of like capability available to just help you get going or go from one level to the next level, right? And there's simple things like sandbox environments where you can, you know, without stress, dry things out. Snippets of code A there you could do all of these things. And so we do see, it's a kind of a push and pull a tremendous amount of interest and the tremendous, uh uh, time people spend to learn, quite frankly. And that's another side product off. You know, the situation wherein people sit home and say, Okay, online learning is the thing. So thes, thes thes tools. They're used very heavily, right? >>So that's awesome. Because, you know, we've We've had Suzy we on a number of times. And I know he and Mandy and the team, right, really built this definite thing. And it really follows along this other theme that we see consistently across other pieces of tech, which is democratization, right? Democratization to the access tool, taking it out of of just a mahogany row with again really limited number of people that know how to make it work and and could make changes in opening up to a software defined world where now that you know It's his application centric point of view where the people that are building the APS to go create competitive advantage now don't have to wait for, you know, the one network person to help him out of these environments. Really interesting. I wonder, you know, when you look at what's happened with Public Cloud and how they kind of changed the buying parameter, how they kind of changed the the the degree of difficulty to get projects started. You know how you guys have kind of integrated that that type of thought process to make it easier for app developers to get their job done? >>Yeah, I mean again, it's It's I took a look at this more from a from a customer. Answer, right? It's the transformation process, and it always starts is I want agility. I want flexibility. Anyone resiliency, right. This is where we talked to a business owner what they're looking for and then it translates into into a night operations process, right? Your strategy needs to map them. How you actually do this on that? Just tries. Then what truths do you want to have available to actually enable this right and the enablement again? is for different roles right there is. You need to give sing services to the app developer and, uh, the platform team and the security team right to your point so the network can act at the same speed. But you also give to to the network operations teams because they need thio adjust. And they have the ability to react thio to some of these requirements. Right? And it's not just automation. I think we we focused on that. But there's also to your point, the need how to extend between data sent us, you know, just just for backup and recovery. And how do I extend into public clouds? Right. Uh, in the end, that's ah, that's the network connectivity problem. And we have soft us. We have made us available. We have integrations into, uh, W s. We have integrations into azure to actually make this very easy from a from a network perspective to extend your private domains private networks into virtual private networks on on these public cloud. So from an app developer perspective, now it looks like he's on the same network. It's a protective enterprise network. Some of it might sit here, someone might sit here, but it's really looking the same. And that's really in the end. I think what what a business looks at, right? They don't necessarily want to say I need to have something separate for this deployment was separate for that deployment. What they want is I need to deploy something. E need to do this resilient in the resilient way in an enjoyable way. Give me the tools. And so that's really where we focus, Um, and what we're driving right? It's that combination of automation consistently and then definite tools available that we support. But they're all open. Uh, they're all standard tools. The ones I mentioned right that everybody is using. So you're not getting into this. Oh, this is specific to Cisco. Uh, it's really democratization. I actually like the term. Yeah, >>it's It's a great terminate, and it's it's really interesting, especially with with the A p i s and the way everything is so tight together that everyone kind of has to enable this because that's what the customers demanding. Um, and it is all about the applications and workloads, and one of those things are moving, but they don't really wanna manage that. They just wanna, you know, deliver business, benefit to their customers and respond. Thio, you know, competitive threats in the marketplace, etcetera. So it's really an interesting time for the infrastructure, you know, to really support kind of this at first point of view versus the other way around is kind of what it used to be and and enable this hyper fast development, hyper fast change and in the competitive landscape, or else you will be left behind. Um, so super important stuff. >>Yeah. No, I totally agree. And as I said, I mean, it's it's kind of interesting because we we started on the Cisco Data Center side we started. It's probably six or seven years ago, uh, when we when we named the applications centric. Clearly, a lot of these concepts evolved, but in a sense it is. That reversal of the role from the network provides something, and you used Teoh. This is what I want to do, and I need a service thinking on the networking side to explosives that can be consumed, and so that clearly is playing out and said Automation Issa Kiki Foundation that we put in place in our customers. Most of our customers this point on these on these products? Uh, they have all the capabilities there. They can literally take advantage. There's really nothing that stops them points. >>Well, it's good times for you because I'm sure you've seen all the memes in in in social Media, right? What's driving your digital transformation? Is that the CEO, the CMO or cove it? And we all know the answer to the question, so I don't think the pace of change is going to slow down any time soon. So for keeping the network up and enabling us all the get done, what we have to get done and and all the little magic that happens behind the scenes >>Yeah, I know. Thanks. Thanks for having me. And again. Yeah, if you're listening and you're wondering, how do I get started? Cisco Definite. It's the place to go. It's, you know, fantastic fantastic environment, and I highly recommend everybody roll up your sleeve and you know the best reasons you can have. >>Yeah, and we know once the physical events come back, we've been toe definite, create a bunch of times, and it's a super vibrant, super excited, really engaged community. Sharing lots of information is kind of. That's still kind of that early vibe. You know where everyone is is still really enthusiastic and really about learning and sharing information. So, you know, like this using the team were really built a great thing. And we're happy to continue to cover it. And eventually we'll be back face to face. Okay, >>look forward to that as well. >>All right, Thanks. He's Thomason. Jeff, you're watching Continuing coverage of Cisco. Definite accelerating with automation and program ability. Thanks for watching. We'll see you next time.

>> live from Boston, Massachusetts. It's the Cube covering IBM Chief Data Officer Strategy Summit brought to you by IBM. Now, here are your hosts. Day Volante and Stew Minimum. >> Welcome back to Boston, everybody. This is the Cube, the worldwide leader in live tech coverage. Stillman and I have pleased to have Jean Kolker on a Cuba lem. Uh, he's IBM vice president and chief data officer of the Global Technology Services division. And Seth Dobrin who's the Director of Digital Strategies. That Monsanto. You may have seen them in the news lately. Gentlemen. Welcome to the Cube, Jean. Welcome back. Good to see you guys again. Thanks. Thank you. So let's start with the customer. Seth, Let's, uh, tell us about what you're doing here, and then we'll get into your role. >> Yes. So, you know, the CDO summit has been going on for a couple of years now, and I've been lucky enoughto be participating for a couple of a year and 1/2 or so, Um, and you know, really, the nice thing about the summit is is the interaction with piers, um, and the interaction and networking with people who are facing similar challenges from a similar perspective. >> Yes, kind of a relatively new Roland topic, one that's evolved, Gene. We talked about this before, but now you've come from industry into, ah, non regulated environment. Now what's happened like >> so I think the deal is that way. We're developing some approaches, and we get in some successes in regulated environment. Right? And now I feel with And we were being client off IBM for years, right? Using their technology's approaches. Right? So and now I feel it's time for me personally to move on something different and tried to serve our power. I mean, IBM clients respected off in this striking from healthcare, but their approaches, you know, and what IBM can do for clients go across the different industries, right? And doing it. That skill that's very beneficial, I think, for >> clients. So Monsanto obviously guys do a lot of stuff in the physical world. Yeah, you're the head of digital strategy. So what does that entail? What is Monte Santo doing for digital? >> Yes, so, you know, for as head of digital strategies for Monsanto, really? My role is to number one. Help Monsanto internally reposition itself so that we behave and act like a digital companies, so leveraging data and analytics and also the cultural shifts associated with being more digital, which is that whole kind like you start out this conversation with the whole customer first approach. So what is the real impact toe? What we're doing to our customers on driving that and then based on on those things, how can we create new business opportunities for us as a company? Um, and how can we even create new adjacent markets or new revenues in adjacent areas based on technologies and things we already have existing within the company? >> It was the scope of analytics, customer engagement of digital experiences, all of the above, so that the scope is >> really looking at our portfolio across the gamut on DH, seeing how we can better serve our customers and society leveraging what we're doing today. So it's really leveraging the re use factor of the whole digital concept. Right? So we have analytics for geospatial, right? Big part of agriculture is geospatial. Are there other adjacent areas that we could apply some of that technology? Some of that learning? Can we monetize those data? We monetize the the outputs of those models based on that, Or is there just a whole new way of doing business as a company? Because we're in this digital era >> this way? Talked about a lot of the companies that have CEOs today are highly regulated. What are you learning from them? What's what's different? Kind of a new organization. You know, it might be an opportunity for you that they don't have. And, you know, do you have a CDO yet or is that something you're planning on having? >> Yes, So we don't have a CDO We do have someone acts as an essential. he's a defacto CEO, he has all of the data organizations on his team. Um, it's very recent for Monsanto, Um, and and so I think, you know, in terms of from the regular, what can we learn from, you know, there there are. It's about half financial people have non financial people, are half heavily regulated industries, and I think, you know, on the surface you would. You would think that, you know, there was not a lot of overlap, but I think the level of rigor that needs to go into governance in a financial institution that same thought process. Khun really be used as a way Teo really enable Maur R and D. Mohr you know, growth centered companies to be able to use data more broadly and so thinking of governance not as as a roadblock or inhibitor, but really thinking about governance is an enabler. How does it enable us to be more agile as it enable us to beam or innovative? Right? If if people in the company there's data that people could get access to by unknown process of known condition, right, good, bad, ugly. As long as people know they can do things more quickly because the data is there, it's available. It's curated. And if they shouldn't have access it under their current situation, what do they need to do to be able to access that data? Right. So if I would need If I'm a data scientist and I want to access data about my customers, what can I can't? What can and can't I do with that data? Number one doesn't have to be DEA Nana Mayes, right? Or if I want to access in, it's current form. What steps do I need to go through? What types of approval do I need to do to do to access that data? So it's really about removing roadblocks through governance instead of putting him in place. >> Gina, I'm curious. You know, we've been digging into you know, IBM has a very multifaceted role here. You know how much of this is platforms? How much of it is? You know, education and services. How much of it is, you know, being part of the data that your your customers you're using? >> Uh so I think actually, that different approaches to this issues. My take is basically we need Teo. I think that with even cognitive here, right and data is new natural resource worldwide, right? So data service, cognitive za za service. I think this is where you know IBM is coming from. And the BM is, you know, tradition. It was not like that, but it's under a lot of transformation as we speak. A lot of new people coming in a lot off innovation happening as we speak along. This line's off new times because cognitive with something, really you right, and it's just getting started. Data's a service is really new. It's just getting started. So there's a lot to do. And I think my role specifically global technology services is you know, ah, largest by having your union that IBM, you're 30 plus 1,000,000,000 answered You okay? And we support a lot of different industries basically going across all different types of industries how to transition from offerings to new business offerings, service, integrated services. I think that's the key for us. >> Just curious, you know? Where's Monsanto with kind of the adoption of cognitive, You know what? Where are you in that journey? >> Um, so we are actually a fairly advanced in the journey In terms of using analytics. I wouldn't say that we're using cognitive per se. Um, we do use a lot of machine learning. We have some applications that on the back end run on a I So some form of artificial or formal artificial intelligence, that machine learning. Um, we haven't really gotten into what, you know, what? IBM defined his cognitive in terms of systems that you can interact with in a natural, normal course of doing voice on DH that you spend a whole lot of time constantly teaching. But we do use like I said, artificial intelligence. >> Jean I'm interested in the organizational aspects. So we have Inderpal on before. He's the global CDO, your divisional CDO you've got a matrix into your leadership within the Global Services division as well as into the chief date officer for all of IBM. Okay, Sounds sounds reasonable. He laid out for us a really excellent sort of set of a framework, if you will. This is interval. Yeah, I understand your data strategy. Identify your data store says, make those data sources trusted. And then those air sequential activities. And in parallel, uh, you have to partner with line of business. And then you got to get into the human resource planning and development piece that has to start right away. So that's the framework. Sensible framework. A lot of thought, I'm sure, went into it and a lot of depth and meaning behind it. How does that framework translate into the division? Is it's sort of a plug and play and or is there their divisional goals that are create dissonance? Can you >> basically, you know, I'm only 100 plus days in my journey with an IBM right? But I can feel that the global technology services is transforming itself into integrated services business. Okay, so it's thiss framework you just described is very applicable to this, right? So basically what we're trying to do, we're trying to become I mean, it was the case before for many industries, for many of our clients. But we I want to transform ourselves into trusted broker. So what they need to do and this framework help is helping tremendously, because again, there's things we can do in concert, you know, one after another, right to control other and things we can do in parallel. So we trying those things to be put on the agenda for our global technology services, okay. And and this is new for them in some respects. But some respects it's kind of what they were doing before, but with new emphasis on data's A service cognitive as a service, you know, major thing for one of the major things for global technology services delivery. So cognitive delivery. That's kind of new type off business offerings which we need to work on how to make it truly, you know, once a sense, you know, automated another sense, you know, cognitive and deliver to our clients some you value and on value compared to what was done up until recently. What >> do you mean by cognitive delivery? Explained that. >> Yeah, so basically in in plain English. So what's right now happening? Usually when you have a large systems  computer IT system, which are basically supporting lot of in this is a lot of organizations corporations, right? You know, it's really done like this. So it's people run technology assistant, okay? And you know what Of decisions off course being made by people, But some of the decisions can be, you know, simple decisions. Right? Decisions, which can be automated, can standardize, normalize can be done now by technology, okay and people going to be used for more complex decisions, right? It's basically you're going toe. It turned from people around technology assisted toa technology to technology around people assisted. OK, that's very different. Very proposition, right? So, again, it's not about eliminating jobs, it's very different. It's taken off, you know, routine and automata ble part off the business right to technology and given options and, you know, basically options to choose for more complex decision making to people. That's kind of I would say approach. >> It's about scale and the scale to, of course, IBM. When when Gerstner made the decision, Tio so organized as a services company, IBM came became a global leader, if not the global leader but a services business. Hard to scale. You could scare with bodies, and the bigger it gets, the more complicated it gets, the more expensive it gets. So you saying, If I understand correctly, the IBM is using cognitive and software essentially to scale its services business where possible, assisted by humans. >> So that's exactly the deal. So and this is very different. Very proposition, toe say, compared what was happening recently or earlier? Always. You know other. You know, players. We're not building your shiny and much more powerful and cognitive, you know, empowered mouse trap. No, we're trying to become trusted broker, OK, and how to do that at scale. That's an open, interesting question, but we think that this transition from you know people around technology assisted Teo technology around people assisted. That's the way to go. >> So what does that mean to you? How does that resonate? >> Yeah, you know, I think it brings up a good point actually, you know, if you think of the whole litany of the scope of of analytics, you have everything from kind of describing what happened in the past All that to cognitive. Um, and I think you need to I understand the power of each of those and what they shouldn't should be used for. A lot of people talk. You talk. People talk a lot about predictive analytics, right? And when you hear predictive analytics, that's really where you start doing things that fully automate processes that really enable you to replace decisions that people make right, I think. But those air mohr transactional type decisions, right? More binary type decisions. As you get into things where you can apply binary or I'm sorry, you can apply cognitive. You're moving away from those mohr binary decisions. There's more transactional decisions, and you're moving mohr towards a situation where, yes, the system, the silicon brain right, is giving you some advice on the types of decisions that you should make, based on the amount of information that it could absorb that you can't even fathom absorbing. But they're still needs really some human judgment involved, right? Some some understanding of the contacts outside of what? The computer, Khun Gay. And I think that's really where something like cognitive comes in. And so you talk about, you know, in this in this move to have, you know, computer run, human assisted right. There's a whole lot of descriptive and predictive and even prescriptive analytics that are going on before you get to that cognitive decision but enables the people to make more value added decisions, right? So really enabling the people to truly add value toe. What the data and the analytics have said instead of thinking about it, is replacing people because you're never going to replace you. Never gonna replace people. You know, I think I've heard people at some of these conferences talking about, Well, no cognitive and a I is going to get rid of data scientist. I don't I don't buy that. I think it's really gonna enable data scientist to do more valuable, more incredible things >> than they could do today way. Talked about this a lot to do. I mean, machines, through the course of history, have always replaced human tasks, right, and it's all about you know, what's next for the human and I mean, you know, with physical labor, you know, driving stakes or whatever it is. You know, we've seen that. But now, for the first time ever, you're seeing cognitive, cognitive assisted, you know, functions come into play and it's it's new. It's a new innovation curve. It's not Moore's law anymore. That's driving innovation. It's how we interact with systems and cognitive systems one >> tonight. And I think, you know, I think you hit on a good point there when you said in driving innovation, you know, I've run, you know, large scale, automated process is where the goal was to reduce the number of people involved. And those were like you said, physical task that people are doing we're talking about here is replacing intellectual tasks, right or not replacing but freeing up the intellectual capacity that is going into solving intellectual tasks to enable that capacity to focus on more innovative things, right? We can teach a computer, Teo, explain ah, an area to us or give us some advice on something. I don't know that in the next 10 years, we're gonna be able to teach a computer to innovate, and we can free up the smart minds today that are focusing on How do we make a decision? Two. How do we be more innovative in leveraging this decision and applying this decision? That's a huge win, and it's not about replacing that person. It's about freeing their time up to do more valuable things. >> Yes, sure. So, for example, from my previous experience writing healthcare So physicians, right now you know, basically, it's basically impossible for human individuals, right to keep up with spaced of changes and innovations happening in health care and and by medical areas. Right? So in a few years it looks like there was some numbers that estimate that in three days you're going to, you know, have much more information for several years produced during three days. What was done by several years prior to that point. So it's basically becomes inhuman to keep up with all these innovations, right? Because of that decision is going to be not, you know, optimal decisions. So what we'd like to be doing right toe empower individuals make this decision more, you know, correctly, it was alternatives, right? That's about empowering people. It's not about just taken, which is can be done through this process is all this information and get in the routine stuff out of their plate, which is completely full. >> There was a stat. I think it was last year at IBM Insight. Exact numbers, but it's something like a physician would have to read 1,500 periodic ALS a week just to keep up with the new data innovations. I mean, that's virtually impossible. That something that you're obviously pointing, pointing Watson that, I mean, But there are mundane examples, right? So you go to the airport now, you don't need a person that the agent to give you. Ah, boarding pass. It's on your phone already. You get there. Okay, so that's that's That's a mundane example we're talking about set significantly more complicated things. And so what's The gate is the gate. Creativity is it is an education, you know, because these are step functions in value creation. >> You know, I think that's ah, what? The gate is a question I haven't really thought too much about. You know, when I approach it, you know the thinking Mohr from you know, not so much. What's the gate? But where? Where can this ad the most value um So maybe maybe I have thought about it. And the gate is value, um, and and its value both in terms of, you know, like the physician example where, you know, physicians, looking at images. And I mean, I don't even know what the error rate is when someone evaluates and memory or something. And I probably don't want Oh, right. So, getting some advice there, the value may not be monetary, but to me, it's a lot more than monetary, right. If I'm a patient on DH, there's a lot of examples like that. And other places, you know, that are in various industries. That I think that's that's the gate >> is why the value you just hit on you because you are a heat seeking value missile inside of your organisation. What? So what skill sets do you have? Where did you come from? That you have this capability? Was your experience, your education, your fortitude, >> While the answer's yes, tell all of them. Um, you know, I'm a scientist by training my backgrounds in statistical genetics. Um, and I've kind of worked through the business. I came up through the RND organization with him on Santo over the last. Almost exactly 10 years now, Andi, I've had lots of opportunities to leverage. Um, you know, Data and analytics have changed how the company operates on. I'm lucky because I'm in a company right now. That is extremely science driven, right? Monsanto is a science based company. And so being in a company like that, you don't face to your question about financial industry. I don't think you face the same barriers and Monsanto about using data and analytics in the same way you may in a financial types that you've got company >> within my experience. 50% of diagnosis being proven incorrect. Okay, so 50% 05 0/2 summation. You go to your physician twice. Once you on average, you get in wrong diagnosis. We don't know which one, by the way. Definitely need some someone. Garrett A cz Individuals as humans, we do need some help. Us cognitive, and it goes across different industries. Right, technologist? So if your server is down, you know you shouldn't worry about it because there is like system, you know, Abbas system enough, right? So think about how you can do that scale, and then, you know start imagined future, which going to be very empowering. >> So I used to get a second opinion, and now the opinion comprises thousands, millions, maybe tens of millions of opinions. Is that right? >> It's a try exactly and scale ofthe data accumulation, which you're going to help us to solve. This problem is enormous. So we need to keep up with that scale, you know, and do it properly exactly for business. Very proposition. >> Let's talk about the role of the CDO and where you see that evolving how it relates to the role of the CIA. We've had this conversation frequently, but is I'm wondering if the narratives changing right? Because it was. It's been fuzzy when we first met a couple years ago that that was still a hot topic. When I first started covering this. This this topic, it was really fuzzy. Has it come in two more clarity lately in terms of the role of the CDO versus the CIA over the CTO, its chief digital officer, we starting to see these roles? Are they more than just sort of buzzwords or grey? You know, areas. >> I think there's some clarity happening already. So, for example, there is much more acceptance for cheap date. Office of Chief Analytics Officer Teo, Chief Digital officer. Right, in addition to CEO. So basically station similar to what was with Serious 20 plus years ago and CEO Row in one sentence from my viewpoint would be How you going using leverage in it. Empower your business. Very proposition with CDO is the same was data how using data leverage and data, your date and your client's data. You, Khun, bring new value to your clients and businesses. That's kind ofthe I would say differential >> last word, you know, And you think you know I'm not a CDO. But if you think about the concept of establishing a role like that, I think I think the name is great because that what it demonstrates is support from leadership, that this is important. And I think even if you don't have the name in the organization like it, like in Monsanto, you know, we still have that executive management level support to the data and analytics, our first class citizens and their important, and we're going to run our business that way. I think that's really what's important is are you able to build the culture that enable you to leverage the maximum capability Data and analytics. That's really what matters. >> All right, We'll leave it there. Seth Gene, thank you very much for coming that you really appreciate your time. Thank you. Alright. Keep it right there, Buddy Stew and I'll be back. This is the IBM Chief Data Officer Summit. We're live from Boston right back.

live from the mandalay bay convention center in las vegas it's the cues covering vmworld 2016 rock you buy vmware and its ecosystem sponsors well welcome back inside mandalay bay as we continue our coverage at vmworld here on the cube along with peter burrows i'm john walls are now joined by David Cabrera Solutions Architect CDW and leek as well vice president product storage for the VMware storage and availability business unit gentlemen thanks for being here good to see you great to hear house show going so far for you oh it's on fire man did we give a tiger by the tail here that's been great don't let go don't let go even though this for a long time and we were just talking about your history your back i said yeah i first got into virtualization back at y2k wow I remember that how far we've come huh and yeah yeah again I did it why i use it for y2k testing and then from there i worked for a disaster recovery services company and we have these customers katrina rita in 911 they just came in with their stuff and i didn't have enough physical servers to you know in their contract to recover their businesses and they were taking out vmware evaluation licenses to get their businesses up and running and vmware was super supportive of that and they knew you know the licenses would come and wow yeah it was it was like rust in the esxi or ESX at the time I you know just it's actually you know easy and as we think about what's happening on hyper conversions now right yeah it's the same idea right I mean it was actually practicality you not a necessity right of using VMware because gosh I needed to do it for kind of TCO reasons and what happened was esxi started out at the fringe almost right and then came roaring into the you know into the core as people realize hey I really can run like mission-critical applications business collapse the same trajectory is happening now with VC an HCI right and our DCM writing notes we're starting off like outside startup VDI test and dev right you know all that you know to management clusters right but now what's happening the majority of applications mates business apps right yeah yeah it's it I firmly 1,000% believe that you know any application can run ova n no I say and it's we were talking about this i still have customers they they talk about running exchange or sequel on physical servers and I'm like why so now you take all those benefits of virtualization and you add v san on top of it and make everything totally portable on on just you know commodity based hardware and you know pretty soon our job as storage architects building figuring out sans and raid groups and you know how big my lund is supposed to be who cares throw some storage in the server adam as you need and keep going well to that point lee you're talking before we went on the air here about how people you know professionals company who's saying i want to get my attention from here to up here all right i want to be able to look at business and not so much about what's going on behind the scenes in the back office is this thing i was even at CDW recently right we're talking about how long it takes to train someone on enterprise storage versus you know the actually the less you know about storage that the more a hyper conversion system words to what you expect i add a note yeah of course it gets bigger right i mean why wouldn't it right so the idea that you can get people trained up not just using the product but actually selling the product I mean it's actually a very interesting dynamic one of the other interesting things we're seeing right now is just a overlap of flash right all flash right which first you know blue you know came blazing onto the scene for performance right for an application is now coming in because customers want to spend less time actually man is that looking down I want to look down anymore right and so the idea that the customer satisfy you arts because the risk of Miss configuring something actually really low right it is you know that nearly as much time and you don't worry about it right right so you have the performance you need you have the space you need you know you get the deduplication and and it just as you will you need more performance you need more space at another node and on top of that you get compute memory and everything else so their stores some challenges associated with applications and selecting the technology and there's a lot of transformation and transition there's a lot of new technologies coming online that's right even in the storage world so how is virtualization helping customers or helping protect customers for making bad choices with current products now one thing you want to look at is where do I manage this from right how many silos do I have right and so the extent that you can leverage the Center for example right as a common management domain not just for storage by the way right well we started off with compute right they get source we also have networking right so what we have today with NSX right integrating that together we've heard what we announced the show here there it is this VMware cloud foundation great way to go and integrate right all the rich functionality and now you've got it in one user interface right that simplifies the deployment and then the support right making everything easy so you know putting everything together plug it in run a wizard everything's set up for you and it and it's set up the way it should be yeah so it's not as dependent upon the underlying type or choice that you made about storage it's now more what does the application need and let's just point the application at the pool yeah so so there's still I still see you know there's going to be those needs where that super low latency super fast care that shared storage is going to be critical and is going to be needed for specific applications but all that other stuff all that normal day-to-day web servers applications email file shares all that stuff you can just throw it on there and it works you don't have to worry about all the silos and all the different management people that you need so going back to John's question the day on your point later the idea that getting people to raise up defectives Dave how much time are you now saving not doing the physical stuff actually starting to talk to developers the people are taking all of this day to all these assets and turning it into the business value are you able to spend more time and directly supporting them as you go into customers and design the it does seem like that that shadow IT or DevOps or you know the people that aren't depending or depend on IT the consumer is becoming more of the decision maker or at least the influencer and what what V San brings to the table for those kind of people especially with the automation and and and you know the whole private cloud piece of it it takes down that I call it the IT stop sign okay so you know why is DevOps going to the public cloud because it's easy so you have to be as easy as wherever they're going in order to bring them back and and keep that governance on your data and keep your IP where it belongs whether it's in that private cloud or off into a secure more secure public cloud or through a hybrid cloud or whatever v san kind of keeps everything contained for that so yeah and I think there seems to be a trend or at least a thread here that I'm hearing a different conversation here about simplicity right felicity just not keeping things simple for people letting them focus on their core competencies and the right there really what they're paid to do and not distract them away from having to learn like you said it up to speed in 15 minutes as opposed to hours or weeks of training week looks you having these three clicks yeah yes yeah I ask customers pretty routinely now you know what is your budget gonna be is it higher or lower this year the answer it's like it's lower right there like you do you have more people or less people and I call less people they're shrinking data centers right and all of a sudden and then you say well and how many projects do you have like all of every every project now as an IT component right so now it's the pace of change right and so if you don't have to worry about the underlying infrastructure as much now all of a sudden it just becomes easier to start worrying about hey how do I go in scale we had a customer this morning I was talking to Buddy that was talking about well you know the other thing it does is it gives me the opportunity to have kind of bite-size chunks right so the risk of making the wrong decision is actually low right up by a set of servers and as opposed to you know I buy something that's this big where I have to basically predict what's going to happen for the next five years this looks more like hey you know what I kind of have to know what's going to happen over the next six months and then we'll figure it out from there that's today's mentality so easier to change one piece instead of the whole puzzle that I died nobody the dance for that that's a great point it's it there's not that many IT shops that are refreshing their entire data set there are but that's not that many usually it's a silo so but there's always projects PDI some sort of new essay p application or you know we're migrating to a new version of exchange or whatever it is it's okay let's start there and and and and let's just slip it in try it out you'll see you like it it's like sorry it's like crack everybody needs more all right so Rach wait liberal lawyers yeah try it out and you'll see you like it and then from there it'll just roll and and and as the the old siloed equipment starts to age out they'll just easily transition it into visa it's wedding we just get emotional over at a new server shut that down we could we just finished a survey of 250 decent customers and you know one of the things that we were watching is so what about the applications right because when we started like it was hey I'm going to try this in test em I'll try it over here or dr is a good one right I try it and you know it's not i'm not running like my real stuff on it right you know now what we're finding it this year's switched right so we flipped into the majority are now business-critical applications right there an X equal exchange share with the whole Microsoft stack during Oracle databases right there make Percona right i mean of mice equal variance right it's really your singing so all of a sudden they're like that you know there's no real hesitation right and it's the economics that drive this right once you started looking to say you know here's how i can go and do this in more bite-sized chunks starts to become more you know but it's more cloud like i think from that standpoint it's also the risk because as you said you make a design decision today yeah it's not going to be the right design decision in 18 months to make a product decision today it's probably not going to be the right product decision in 18 months you make the right you know you want to your company decides to buy a new company or wants to diverse the vessel you don't want the infrastructure getting in the way of those business decisions so it's it's certainly economics but it's a lot of it has to do with the fact that as you said the pace of change is so great that the only way to ensure that you can keep up is to focus on where the change really needs to be and diminish I focus on where the change isn't as required that make sense it does make sense in you know one of the things that you know degrees of freedom that customers also want is we're finding you know they're pretty used to being able to configure servers and choose their own server all right so the idea that we give choice right running software on a server where you get to choose right i mean we have what 15 different partners right server partners building something called a vc n ready node right so you can take our software pre-configured right to strip out the integration risk if you will there's also some customers who just want like the simplest easiest fully integrated we're working with emc that VX rail product is an integrated CDW offers both of these right so for customers who want just to say I want a single point of support integrated backup I mean that's a world-class product right as an integrated appliance that's one way to buy right one way to deploy but on the other hand if I'm a ucs shop I can go and say hey here's how i get a ucs if I may HPE shop here's how I do it 100 right all works all precor oh oh ya habla del e course right exactly yeah yeah thank you for that by the way so no sway be back yeah value out of the right there we go exactly yeah you know last before your eyes therefore that's all good right right but this this choice right i mean it's interesting because certainly customers are looking at like what level of choice and flexibility do they want and this server choice right is a big one yeah yeah it there's the reason why people buy servers isn't because it's a specific brand I mean you know if you if you look at the open up servers and you look inside it's really it's Intel processors or maybe an AMD processor a bunch of ram and some disks the the software that the vendors offer to manage those or what's important and and it's funny since vcenter mm-hmm even before it was vcenter you know just I guess 20 was it being able to integrate the management of the servers into vcenter and having all those sensors and all that stuff kind of bubble up into vcenter is huge and be able to hook in and take like we realize automation or viewer orchestrator and make it to pull the physical hardware as well as a virtual it's it's big have that in with ES and it just kind of makes it easy so Dave's you working with a lot of customers every single day yep they are also starting to deploy cloud or at least procure plot proud as part of their core strategy talk a bit about about talk a little bit about the challenges associated with intercloud communication and a role that brutalization plays yeah yeah so it's it's still kind of the wild wild west out there with with that I know you know VMware with NSX trying to and that with the new announcements and I haven't fully digested all this stuff from yesterday but it was out just the idea of providing that that kind of peanut butter of policy you know for security and networking and all that from you know whatever you need to keep up button the other way that's a technical term I like that or Paula I like that I have more creative butter of policy in your private cloud and being able to kind of spark that up in in whatever public cloud you choose to use kind of brings that core via you know so vmware's message was always whatever Hardware you have your choice now it's whatever cloud you have your choice yeah it kind of makes sense now and and yet security and the networking is is the biggest piece of it and that if you look at the NIS T official version of hybrid cloud it's it's being able to move things back and forth seamlessly and that's what it brings his David a big part of this cross cloud message right and there's an obligation and it turns out I I'd argue that your most strategic engagement with the cloud is actually data alright VMS you can spin up spin down right there transitory it's on or off but you know the decision about where you place data is long-standing what do and what data sovereignty issues about you know it takes you know data is not quick to move anywhere right so it takes time and it takes you know from a cost standpoint right you all of a sudden lock yourself in on data to keeping it going right so those sort of issue didn't if you want to take it back by the way you know there's some egress fees and other things to go and manage so what we announced right in this cross cloud world about how we're running for example you know in IBM SoftLayer right and you can now spin up vcn and soft layer right and see the same policy based management right across the cloud now right I mean that extension right into the public clouds right is a really interesting way for us to go and talk about moving from just a storage you know provide into a data services data management right that becomes a key element how do you convince people to be early adopters then of that because now that they're making decisions that not that they they all matter that are those matter maybe a little more is it really early adoption though this far into the game I mean wow I mean everybody we came out a transitory element yeah you're saying ok I want you to take another step yeah I want you go a little further out and so that's what I was saying well here's here's where I'd let me out a little bit too that is what I'd say is that you said data management yes i would say data Asset Management's there that's so you know we were talking earlier digital business is about how you're going to apply data differently to retain and sustain your customers and so this point ocean of data as an asset you really elevates this conversation about what data where when all those other things and to the degree that virtualization simplifies those conversations it's going to have a major impact on business flexibility agility even designed so you guys agree so degree yes so think about that and and I have to credit a vmware se his name is Paul Rowan think of NSX as kind of a bodyguard okay and every chunk of data whatever it is as a bodyguard kind of leading them leading the way and protecting that piece of data from whatever it is that it needs to protect it wherever it goes and that's really a real simple analogy so it's not just I have to configure a firewall over here and make sure that if it goes into cloud that that firewall has the same rules it doesn't matter anymore because my bodyguards going with me and and and I'm that bodyguard is making sure that all the policies are applied no matter where I end it also opens up new areas you know when you talk about data asset management now I started thinking about well you know maybe I want to do some big data analytics I'm where my data is right where where do i locate it right and you could locate different places for sovereignty security local performance for example right back up any geolocation issues right and then I also started thinking of a policy base rate we call source policy based management and that sort now it says you know it's not just capacity right maybe want to be thinking of a performance right how do I think about allocating performance how do I think about managing performance across different assets for example right so lot I mean this is what's exciting i think is once you start where we've started from which is at the hypervisor level you're at a natural architectural injection point to go and say we could take all of these pieces in and very efficiently go and manage them provide new functionality right that's a really interesting way as customers trying an SS like my date it may not just be here anymore right may be out here may be out there how do i go and get a handle on that that's true once you hit that inflection point where in the industry starts coming to you right that's right VMware's clearly hit that point and then some yeah interesting well we've had peanut butter policy we've had bodyguards i wish made more time to do morals of wisdom okay the big IT stop sign I like that too are you good thanks for joining this guy's thank you have a great show all right our coverage on the cube vmworld continues in just a moment here from Las Vegas